• Save
Combining Agile & Lean Startup Practices
Upcoming SlideShare
Loading in...5
×
 

Combining Agile & Lean Startup Practices

on

  • 2,693 views

Experienced Agile teams can be 4 times more productive than non-Agile teams. But how much of this increased productivity is wasted on building the wrong things? By using concepts from The Lean Startup ...

Experienced Agile teams can be 4 times more productive than non-Agile teams. But how much of this increased productivity is wasted on building the wrong things? By using concepts from The Lean Startup you can dramatically improve your ability to build functionality that users want, will pay to have, and use. This talk will introduce the key ideas of The Lean Startup and how you can use these concepts in you business, even if you aren’t at a startup.

Statistics

Views

Total Views
2,693
Views on SlideShare
2,688
Embed Views
5

Actions

Likes
1
Downloads
0
Comments
1

3 Embeds 5

http://us-w1.rockmelt.com 2
http://paper.li 2
http://www.linkedin.com 1

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • could you allow save? thanks
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Combining Agile & Lean Startup Practices Combining Agile & Lean Startup Practices Presentation Transcript

    • Combining Agile &Lean Startup Practices
    • Zach Nies
    • @zachnies
    • Why am I here today?
    • Success, but theyweren’t living any dream
    • Discover & promotethe tools that enable success while living the dream
    • How I got here
    • Font Samplerhttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeg
    • 2,500,000customers
    • Vision: Reinvent collaboration
    • Amazing team,exactly the culture Idreamed of creating
    • Great product
    • One problem:Bad business
    • Wasted effort
    • Why am I doing this?
    • Live inside the Internet
    • Building thewrong things
    • For thewrong people
    • Biggest wastein our industry
    • Features Used in a Typical SystemOften or always Sometimesused: 20% Rarely 16% 19% NeverOften 45% 13% Always 7% Rarely or neverStandish Group Study Reported at XP2002 by Jim Johnson, Chairman used: 64% © 2004 Poppendieck.LLC
    • !"#$%%&&&()*+,-**(.//*012%34--*&+,5!326
    • Proven science and Lean Startup practices
    • Build the correctthings for the right people
    • !"#$%%&&&7+084012%#!131*%14-51,913%:;<=;<>;>?6
    • We have recipies
    • !"#$%%-,&+8+#-9+.145%&+8+%@#+4./A219-/6
    • !"#$%%&&&+(2012%9-B-/1#-4&148*%&-(*-4B+0-*%/+(4.4C%&*D*1.D3-42=%6
    • EF!.36+*6@04)2G6@04)26H//+.,0-I6J,06=KK<D=KKL66!"#$%%&&&01,341/0!.1*012%.(1)3%6
    • M-08I6N-,36.,96OC,3!+.6H,94-*6PQ34-2-6R4154.22+,56PQ#/.+,-9$6P2(4.0-6O!.,5-6S##-46@.99/-6T+B-4$6R-.4*1,6P9)0.U1,I6=KK>6
    • !"#$%%019-(-"-4012%(/15*%9.B+9A/.4+(--%.40!+B-%=KKL%KL%=:%+,3419)0+,5D8.,(.,D.3DQ0/.+2.*#Q6
    • Which recipe?
    • Becoming a chef
    • Gaussian distributions!"#$%%.4Q+B145%.(*%01,9D2.3%K:;=KK:6
    • Gaussian distributions!"#$%%.4Q+B145%.(*%01,9D2.3%K:;=KK:6 !"#$%%&&&7+084012%#!131*%9.,+-/2144+*1,%:=L;<KKV>6
    • Probabilities
    • 80 / 20
    • Power laws and Pareto distributions!"#$%%.4Q+B145%.(*%01,9D2.3%K:;=KK:6
    • Other Pareto distributions!"#$%%.4Q+B145%.(*%01,9D2.3%K:;=KK:6
    • Low probabilityevents have higher impact
    • Possibilities
    • An example
    • 8’1’’ 2’5’’ 3.3 x!"#$%%&&&3-/-54.#!01)8%,-&*%#+03)4-5.//-4+-*%!1&.(1)"!.3%?VLL<VL%W!-D&14/9*D3.//-*3D2.,D@)/3.,DN1*-,D.,9D3!-D*!143-*3D2.,D+,D3!-D&14/9DX-DR+,5#+,5D2--3!32/6
    • !"#$%%&&&7+084012%#!131*%Y)4B-3*1,%:<?L:V:<KL6
    • Bill Gates TheEntire 610 xRoom
    • 99.8 / 1
    • Business involves many Pareto distributions
    • !"#$%%&&&7+084012%#!131*%B+43)./-C-*--%?;KZK?=?>>6
    • How do we make sense of this?
    • Plausible ProbableUnordered Ordered
    • Plausible ProbableUnordered Ordered
    • Plausible ProbableUnordered Ordered
    • Plausible Probable S E e x a e r c c u h t eUnordered Ordered
    • Plausible Probable Established Startup CompanyUnordered Ordered
    • A little more to this at scale
    • Plausible ProbableUnordered Ordered
    • Plausible ProbableChaotic Complex Complicated SimpleUnordered Ordered
    • Plausible Probable Complex ComplicatedChaotic SimpleUnordered Ordered
    • Plausible Probable Complex Complicated Chaotic SimpleUnordered Ordered
    • The Cynefin Framework Complex Complicated Cause & Effect is only Cause & Effect is not apparent in obvious, understood retrospect, and not through analysis and repeatable is repeatable Disorder Cause & Effect is Cause & Effect is not obvious to all and is perceivable repeatable Chaotic SimpleUnordered Ordered
    • How about an example?
    • Music Industry in 2000 - Napster Complex Complicated Independent Managing a large tour musicians self publishing online Disorder Managing a NIN tour Major label online distribution CD distribution Chaotic SimpleUnordered Ordered
    • Taking action
    • Taking Action S E e x a e r c c u h t eUnordered Ordered
    • Existing Product & UsersComplex Complicated Disorder 6Chaotic Simple
    • New Product or UsersComplex Complicated Disorder 6Chaotic Simple
    • Search orExecute?
    • Where are you? M41&,I6W+26[=KKVDKVD;?6O!.,5-6(C6]-*+5,6[N+,9/-6^10.U1,6;VL:6X.4#-46O1//+,*I6J,06N+,9/-6P9+U1,66
    • What to doExecute M41&,I6W+26[=KKVDKVD;?6O!.,5-6(C6]-*+5,6[N+,9/-6^10.U1,6;VL:6X.4#-46O1//+,*I6J,06N+,9/-6P9+U1,66
    • What to doExecute M41&,I6W+26[=KKVDKVD;?6O!.,5-6(C6]-*+5,6[N+,9/-6^10.U1,6;VL:6X.4#-46O1//+,*I6J,06N+,9/-6P9+U1,66
    • Execute
    • Flow of Value Feature to Release @3.8-!1/9-46 R419)036_&,-46 ]-B6W-.26 ]-B6W-.26 6]-BD_#*6 75+% 2)1"(8%9$):#;.-% !"#$% &#$()#% &#$()#%% &#$()#%!.% &#$()#%/#$"0% &#$()#% &#$()#% *#+,-.% /#$"0%1%2(336 *#4#3156#.6 1%/#3#$+#% /#3#$+#% <166(.,8$#"%Product Features Story to Code *#3,4#)0%=#$6% =#$6% ?1)0%/#$"0% ?1)0%!.% ?1)0% ?1)0% ]-B6`6W-*36 *#4%@%=#+% *#3,4#)0%=#$6% 2)1"(8%7A.#)% >$8:31-% 1%2(33% 2)1-)#++% B88#5#"% /#3#$+#"%Delivery Team
    • Idea to Customer 9$.$-#6#.%=#$6% *#3,4#)0%=#$6+% 2)1"(8%9$):#;.-% ?$3#+%@%?(551)% ?)$#-,8% 21)C13,1% *#4#3156#.% F.$G3#6#.% <(+16#)% 2)1"(8%=#$6% 23$..,.-% ?##),.-% @%EB% a <(+16#)% ?(88#++% a >(+,.#++% a B3318$;1.+% a &#$()#% a ?$3#+% a H+#)%?$;+I$8;1.%Portfolio 2),1),;#+% /#3#$+#+% a =#8D.,8$3% a =D#6#+% a /#4#.(#+% a >("-#% a &#$()#% /1$"6$5+%% Allocations Themes Feature to Release @3.8-!1/9-46 R419)036_&,-46 ]-B6W-.26 ]-B6W-.26 6]-BD_#*6 75+% 2)1"(8%9$):#;.-% !"#$% &#$()#% &#$()#%% &#$()#%!.% &#$()#%/#$"0% &#$()#% &#$()#% *#+,-.% /#$"0%1%2(336 *#4#3156#.6 1%/#3#$+#% /#3#$+#% <166(.,8$#"%Product Features Story to Code *#3,4#)0%=#$6% =#$6% ?1)0%/#$"0% ?1)0%!.% ?1)0% ?1)0% ]-B6`6W-*36 *#4%@%=#+% *#3,4#)0%=#$6% 2)1"(8%7A.#)% >$8:31-% 1%2(33% 2)1-)#++% B88#5#"% /#3#$+#"%Delivery Team
    • Phases hide uncertainty
    • ;6 =6 <6 :6 >6 ?6 Z6O!.43-4 6]-*+5, 6@#-06 6 6O19- 6 6H00-#3DW 6 Big 6bH 6@C*3-2DW6 6 66 Bang! ;6 ?6 >6 =6 <6 :6
    • ;6 =6 <6 :6 >6 ?6 Z6O!.43-4 6]-*+5, 6@#-06 6 6O19- 6 6H00-#3DW 6 6@C*3-2DW6 6bH Design 6 66 ;6 Chosen! ?6 >6 =6 <6 :6
    • Existing Product & UsersComplex Complicated Disorder 6Chaotic Simple
    • Mitigate uncertainty ;%=6 >6 ?6O!.43-4 6R41313C#- 6 6H5+/-6T-/-.*-*6 66 6 6 6@C*3-2DW6bH 6 66 ;%=6 >6 <,%:,6 <;%:%;6 <=%:=6 <<%:<6
    • Mitigate uncertainty ;%=6 >6 ?6O!.43-4 6R41313C#- 6 6H5+/-6T-/-.*-*6 66 6 6 6@C*3-2DW6bH 6 66 ;%=6 >6 Design <;%:%;6 <=%:=6 Chosen! <<%:<6 <,%:,6
    • 2-4x ?
    • Slack !"#$%%&&&7+084012%#!131*%>&.%?:KKVVZ=<;6
    • Search
    • “Not all those who wander are lost J.R.R. Tolkien
    • !"#$%%&&&7+084012%#!131*%8/-.40!1*%:>:;KZ=ZKZ6
    • !"#$%%&&&7+084012%#!131*%?L;;:ZL;cdK:%?=L?:LLZLZ6
    • Anthropologist
    • !"#$%%&&&7+084012%#!131*%0!)08*+22+,*%=L;VKL?<K<6
    • “Get out ofthe building!”Steve Blank
    • “The only valid model of a complex system is the system itself. Murray Gell-Mann
    • 4 Dots
    • 6 Connections
    • 64 Patterns
    • 10 Dots
    • 45 Connections
    • ? Patterns
    • Patterns35,184,372,088,832
    • In business a fewpatterns are more valuable than all the rest
    • Searching is findingthose patterns
    • !"#$%%&&&7+084012%#!131*%49-012%:<:<V=<:<L6
    • Track Experiment Run and ValidatedHunch Hypothesis Design Measure Learning The flow of knowledge
    • Experiment Design
    • !"#$%%&&&7+084012%#!131*%B+43)./-C-*--%?;KZK?=?>>6
    • Lean Startup andCustomer Development
    • !"#$%%&&&*/+9-*!.4-,-3%*(/.,8%3!-D*3.43)#D1&,-4*D2.,)./D*Q*&D;;V>:Z=:6
    • !"#$%%&&&*/+9-*!.4-,-3%*(/.,8%3!-D*3.43)#D1&,-4*D2.,)./D*Q*&D;;V>:Z=:6
    • !"#$%%&&&*/+9-*!.4-,-3%*(/.,8%3!-D*3.43)#D1&,-4*D2.,)./D*Q*&D;;V>:Z=:6
    • !"#$%%&&&*/+9-*!.4-,-3%*(/.,8%3!-D*3.43)#D1&,-4*D2.,)./D*Q*&D;;V>:Z=:6
    • Development Marketing Sales
    • Problem TeamSolution Team
    • Problem TeamSolution Team
    • For whom, whatproblem are you solving?
    • Find prospects andEarlyvangelists
    • “Customers don’t care about your solution. They care about their problems. Dave McClure
    • Problem Interview
    • Who isfeeling the pain?
    • What painare they feeling?
    • How do they makethe pain go away today?
    • !"#$%%&&&7+084012%#!131*%49-012%:<:<V=<:<L6
    • Testablehypothesis
    • Problem Interview OverviewRunning Lean by Ash Maurya, page 118.
    • !"#$%%&&&7+084012%#!131*%.9.0U1%=><>>K=:;?6
    • Typicalmarket research: Customer attributes
    • !"#$%%&&&7+084012%#!131*%*-4#+01/)5,)3%;Z=?;?V=V6
    • Innovationmarket research:Problem discovery
    • !"#$%%&&&7+084012%#!131*%*-4#+01/)5,)3%;Z=?;?V=V6
    • What is yourcompetition?
    • !"#$%%&&&7+084012%#!131*%,8.4+2%?Z?;LVKV=V6 !"#$%%&&&7+084012%#!131*%;?<<V?L:cdKK%=:VL=ZK;?K6
    • !"#$%%&&&7+084012%#!131*%/+8-A3!-A54.,9A0.,C1,%>??;L?<:K;6 !"#$%%&&&7+084012%#!131*%Y145-(4.e+/%=:=;?V?;=;6
    • Milkshake Test What job is your solution beinghired to perform?
    • Where are you? M41&,I6W+26[=KKVDKVD;?6O!.,5-6(C6]-*+5,6[N+,9/-6^10.U1,6;VL:6X.4#-46O1//+,*I6J,06N+,9/-6P9+U1,66
    • Types of Innovation Sustaining Sustaining M41&,I6W+26[=KKVDKVD;?6O!.,5-6(C6]-*+5,6[N+,9/-6^10.U1,6;VL:6X.4#-46O1//+,*I6J,06N+,9/-6P9+U1,66
    • Types of Innovation Disruptive M41&,I6W+26[=KKVDKVD;?6O!.,5-6(C6]-*+5,6[N+,9/-6^10.U1,6;VL:6X.4#-46O1//+,*I6J,06N+,9/-6P9+U1,66
    • !"#$%%&&&7+084012%#!131*%B+43)./-C-*--%?;KZK?=?>>6
    • Solution Interview
    • Problem TeamSolution Team
    • Who:Early adopters
    • How:Make money
    • What:Primary problem
    • The [feature name] will solve the[problem name]
    • Testing your low fidelity MVP
    • Solution Interview OverviewRunning Lean by Ash Maurya, page 142.
    • Build the MVP
    • FindEarlyvangelists
    • O)*312-46T-/.U1,*!+#*66 F-(%f1(+/-6R419)03*6J#KL##5KJ)1A%!"#$%%&&&*/+9-*!.4-,-3%*(/.,8%3!-D*3.43)#D1&,-4*D2.,)./D*Q*&D;;V>:Z=:6 g6=K;=6@3-B-6M/.,86
    • Test Positioning
    • Product PositioningFor (target customers)Who (have the following problem)The (product name) is a (describe theproduct or solution)That provides (key benefit)Unlike (reference competition),The product/solution (describe the keypoint of competitive differentiation)
    • Sales Roadmap L%<;%;K6 ;K%<K%;K6 ;%h%;;6 <%h%;;6 Release 1 Release 2 Release 3 Release 4Theme: UI Theme: Reporting Theme: Dashboards Theme: AdminFor X, this UI release For <who>, this release For <who>, this release For <who>, this releaseprovides <what value> provides <what value> provides <what value> provides <what value>Key Features: Key Features: Key Features: Key Features: 1. Feature A 4. Feature B’ 7. Feature B’’ 10. Feature F 2. Feature B 5. Feature C’ 8. Feature D’ 11. Feature G 3. Feature C 6. Feature D 9. Feature E
    • Get out and sell
    • Pivot orPersevere?
    • Integrate into execution
    • Transition team !"#$%%&&&7+084012%#!131*%208.C*.B.5-%:VZ>V<Z>L6
    • !"#$%%&&&7+084012%#!131*%B+43)./-C-*--%?;KZK?=?>>6
    • Primary books that informed this talk
    • People who informed this talk David Max Ash ClaytonSnowden Boisot Maurya Christensen Mark Eric Newman RiesGeoffrey Steve Moore Blank
    • !"#$%%&&&7+084012%#!131*%7."1#<:;%==:>VZL<L6
    • @zachnies