2013 scandev 10 principles keynote

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2013 scandev 10 principles keynote

  1. 1. Lean StartupProduct TeamsPrinciples of SuccessJanice FraserCEO, LUXr
  2. 2. © LUXR.CO MARCH 2013
  3. 3. TWEET! @clevergirl #LeanStartup cc @LUXRCO© LUXR.CO MARCH 2013
  4. 4. http://saptstrength.com/© LUXR.CO MARCH 2013
  5. 5. sedonaweddingcakes.com© LUXR.CO MARCH 2013
  6. 6. freebestpictures.blogspot.com© LUXR.CO MARCH 2013
  7. 7. thekitchn.com© LUXR.CO MARCH 2013
  8. 8. brides.com© LUXR.CO MARCH 2013
  9. 9. brides.com© LUXR.CO MARCH 2013
  10. 10. sedonaweddingcakes.com brides.com brides.com© LUXR.CO MARCH 2013
  11. 11. LEAN Startup© LUXR.CO MARCH 2013
  12. 12. Build measure learn!© LUXR.CO MARCH 2013
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  14. 14. Lean Startup is NOT Cheap Startup Fast Startup Shortcut Startup© LUXR.CO MARCH 2013
  15. 15. Lean Startup is... An approach for building companies that are creating new products and services in situations of extreme uncertainty. The approach advocates creating small products that test the entrepreneurʼs assumptions, and using customer feedback to evolve the product, thereby reducing waste.© LUXR.CO MARCH 2013
  16. 16. 1. List your assumptions. 2. Understand your customers. 3. Experiment efficiently. 4. Adjust direction based on evidence.© LUXR.CO MARCH 2013
  17. 17. Lean Startup advocates experiments & learning© LUXR.CO MARCH 2013
  18. 18. Go backward to go forward. Learn Build Measure© LUXR.CO MARCH 2013
  19. 19. Think of it like this... TDD Test-driven product management A Lean Startup is a test-driven COMPANY© LUXR.CO MARCH 2013
  20. 20. Victory is measured in learning.© LUXR.CO MARCH 2013
  21. 21. RISK = UNVALIDATED EFFORT Plot the difference MAKE release MAKE release MAKE release THINK TIME© LUXR.CO MARCH 2013
  22. 22. RISK = UNVALIDATED EFFORT Lots of little wiggles TIME© LUXR.CO MARCH 2013
  23. 23. Each wiggle is a learning cycle. RISK = UNVALIDATED EFFORT MEASURE MAKE BUILD release BUILD TIME LEARN© LUXR.CO MARCH 2013
  24. 24. This will change how you think about your role, your work, your team, your process.© LUXR.CO MARCH 2013
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  26. 26. Principles for Lean Startup Teams 1. Team first, then product. 2. PM + Dev + UX = 1 Product Team 3. Work out loud. 4. Make processes repeatable, then routine. 5. Donʼt get stuck in your happy place. 6. Invest in clarifying the problem. 7. Drive toward goals and measure outcomes. 8. Ideas are cheap. Have a lot of them. 9. Decide quickly. Hold decisions lightly. 10. Donʼt carry the past.© LUXR.CO MARCH 2013
  27. 27. Team first, then product© LUXR.CO MARCH 2013
  28. 28. Team first, then product • Not just whoʼs on the team, but how they work together (no ninjas, gurus, rockstars!) • Invest time in developing productive relationships© LUXR.CO MARCH 2013
  29. 29. Chris Min10 years as CEO, Wharton MBA, Silicon Valley trained
  30. 30. Burning social capital© LUXR.CO MARCH 2013
  31. 31. Team first, then product • Not just whoʼs on the team, but how they work together (no ninjas, gurus, rockstars!) • Invest time in developing productive relationships • Continuous process improvement© LUXR.CO MARCH 2013
  32. 32. Why does this matter to Lean Startups? • Most of your decisions as a team, as a company, will be wrong. • Flexible teams can solve almost any problem. • Respectful, trusting team wastes little time on pettiness, gossip, arguments© LUXR.CO MARCH 2013
  33. 33. Lean Startup teams believe in... (from Lean Manufacturing and Extreme Programming) Simplicity Courage Trust Process Continuous Improvement© LUXR.CO MARCH 2013
  34. 34. The Influence of Agile “The courage to speak truths, pleasant or unpleasant, fosters communication and trust. “The courage to discard failing solutions and seek new ones encourages simplicity. “The courage to seek real, concrete answers creates feedback.”© LUXR.CO MARCH 2013
  35. 35. If you get the team right, you’ll find your way to the right product.© LUXR.CO MARCH 2013
  36. 36. Dev + PM + UX = 1 team No “Product Owner”© LUXR.CO MARCH 2013
  37. 37. Dev Dev Dev Dev Dev Dev Dev© LUXR.CO MARCH 2013
  38. 38. Learning culture Small increments of working code Standup Short development User Stories Dev cycles Dev Dev Testing early & Refactor often Dev Dev Continuous Dev Integration Dev Product Owner Retrospectives Lightweight communication over written specifications© LUXR.CO MARCH 2013
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  40. 40. Dev Dev Dev Dev Dev Dev Dev© LUXR.CO MARCH 2013
  41. 41. Dev Dev Dev Dev Dev Dev Dev© LUXR.CO MARCH 2013
  42. 42. } Rest Dev of Dev Dev the Dev Dev World Product Owner Dev Dev© LUXR.CO MARCH 2013
  43. 43. BLAME } Rest Dev of Dev Dev the Dev Dev World Dev Dev© LUXR.CO MARCH 2013
  44. 44. BURNOUT } Rest Dev of Dev Dev the Dev Dev World Dev Dev© LUXR.CO MARCH 2013
  45. 45. SHARED OWNERSHIP blah blah blah blah blah blah blah blah PRODUCT IDEAS UX & Design De /PM v& Biz En g • Credit for this idea goes to Tim McCoy, now at Pivotal Labs© LUXR.CO MARCH 2013
  46. 46. Design + Product Management + Development = 1 product team© LUXR.CO MARCH 2013
  47. 47. DESIGN Empathizer-in-Chief Understand the customer at an expert level. Define and prioritize customer problems. Translate high-value needs into product. ➡ Design is a strategic problem-solving role, not merely an aesthetic role.© LUXR.CO MARCH 2013
  48. 48. DEVELOPMENT “Raise high the roof” Envision the best possible solutions based on available technology. Match code to problem and desired (ie, measurable) outcomes. ➡ Developer is a creative and experimentation role, as well as an execution role© LUXR.CO MARCH 2013
  49. 49. PM & BUSINESS Scales of Justice Identify the business the value in customer needs. Make fast, concrete decisions despite inadequate evidence and conflicting priorities. ➡ Decison-making is a service role, not an ownership role© LUXR.CO MARCH 2013
  50. 50. When things go wrong, thereʼs no one to blame but ourselves...and thatʼs okay.© LUXR.CO MARCH 2013
  51. 51. When to use this model ➡ DO use this model when developing a new product in situations of extreme uncertainty (ie, successive failures are likely) ➡ DO NOT use this model when you need to defer failure risk onto an external party (ie, in professional services)© LUXR.CO MARCH 2013
  52. 52. Don’t carry the past.© LUXR.CO MARCH 2013
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  54. 54. Tom Conrad Grew Pandora from 10 people to IPO© LUXR.CO MARCH 2013
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  59. 59. Pandora-Style Planning • Whole company (up to 6 ppl), every 60 or 90 days. • Ahead of the meeting, everyone submits requests to the CEO/ CTO, with the prompt “We would be stupid not to…” • Submit each idea as a slide, with a headline and a few bullet points to explain. • 70-100 items. CEO/CTO de-duplicates and assigns a $-value that represents the amount of effort • “Dollars” are created in an amount that represents current capaticy, divided equally among the 6 participants. • Day-long working session to “shop” for the most important items. • Chuck the unfunded. Group the fully funded, nearly funded, radically under-funded. • Discuss and bargain until you have a set of fully funded items.© LUXR.CO MARCH 2013
  60. 60. Friday, before I left for this conference.© LUXR.CO MARCH 2013
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  62. 62. WHICH LEADS US TO Icebox Zero© LUXR.CO MARCH 2013
  63. 63. Icebox Zero • User stories go stale after 60 days. • Rewrite as high-level objectives and put those into the 60-day planning process. • When the high-level objectives are “funded”, rewrite the stories...better, stronger, more relevant, based on newest learning and metrics.© LUXR.CO MARCH 2013
  64. 64. Thank you! happiness@luxr.co #LeanStartup cc @LUXRCO, @clevergirl© LUXR.CO MARCH 2013

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