"Mantras of startups: "fail fast", "move fast and break things", "keep shipping" - these are all great slogans, but unknown to many - these are really all about learning. It's about getting things in front of your customers early, and often. Watching - and learning. Finding what ideas were not quite as brilliant as you once thought - and finding this out as fast and cheap as possible.
How are modern product teams making this happen? Where does User Experience and customer research fit in this model? Taking from Agile, Lean, and User Centered Design - this talk will go over the build-measure-learn process, and how you can start to shape your organization to move fast, without leaving your customers behind."
5. “fail fast” is actually better
framed as “experiment fast.”
The most effective innovators
succeed through
experimentation.
- Victor Lombardi
http://www.uxbooth.com/articles/fail-fast-fail-often-an-interview-with-victor-lombardi/
10. Freeman John Dyson FRS is
an English American
theoretical physicist and
mathematician, famous for
his work in quantum
electrodynamics, solidstate physics, astronomy
and nuclear engineering.
11. 1998
“Say something about failure in experiments or businesses
or anything else. What's the value of failure?”
http://www.wired.com/wired/archive/6.02/dyson.html?pg=7&topic=
12. “You can't possibly get a good
technology going without an
enormous number of failures. It's a
universal rule. If you look at
bicycles, there were thousands of
weird models built and tried before
they found the one that really
worked. You could never design a
bicycle theoretically. Even now,
after we've been building them for
100 years, it's very difficult to
understand just why a bicycle
works - it's even difficult to
formulate it as a mathematical
problem. But just by trial and error,
we found out how to do it, and the
error was essential. The same is
true of airplanes.”
13. “So you're saying just go ahead and try stuff and you'll sort out the
right way.”
“That's what nature did. And it's almost always true in
technology. That's why computers never really took off
until they built them small.”
14. “Why is small good?”
“Because it's cheaper and faster, and you can make
many more. Speed is the most important thing - to be
able to try something out on a small scale quickly.”
15. !
“Fail fast.”
“Yes. These big projects are guaranteed to fail because
you never have time to fix everything.”
1998
20. Systrom, Intuit founder Scott Cook, and Lean
Startup author Eric Ries talked about the
changes that have swept through product
development in both big and small
organizations. Many companies have moved
from what's called "waterfall development" -- a
method that relies on large engineering
executing a carefully mapped-out plan -- to
"lean" development, where creators move
quickly to push out products and revise them
on the fly.
!
"We thought about what we could do to
iterate more quickly," Systrom said of
Burbn's pivot. "People loved posting
pictures on Burbn" -- so that's where they
took the venture, jettisoning other planned
features. Burbn now lives on only as an
abandoned Twitter feed.
http://money.cnn.com/2011/09/13/technology/startups/instagram_burbn/
28. “The timing of longrange plans is screwed
up too.
You have the most
information when you’re
doing something, not
before you’ve done it.
Yet when do you
write a plan? Usually it’s
before you’ve even
begun.
That’s the worst time to
make a big decision.”
http://37signals.com/rework
30. Keep your team small. Smaller
than that. No team at all if you
can help it.
http://99u.com/tips/6249/Seth-Godin-The-Truth-About-Shipping
31. A throwback to their days with Jeff Bezos at
Amazon, projects are assigned to "two
pizza teams," groups of engineers small
enough for them to be fed on two large pies.
"We want the team to be flat and allow
everyone to communicate with each
other," Rajaraman says.
http://www.fastcompany.com/1811934/walmartlabs-brings-two-pizza-team-startup-culture-walmart-empire
41. “real artist ship”
- steve jobs
http://gloriamarie.com/stay-focused-and-keep-shipping
42. - problem -
It’s going to cost
too much to try
that out.
How do we know our customers will
want this?
43. - Mike Krieger, Instagram’s founder
The Wizard Of Oz Techniques For
Social Prototyping – You don’t need to
build everything at first. You can be the
man behind the curtain. Krieger says him
and Systrom tested an early version of a
feature which would notify you when
friends joined the service. Instead of
building it out, they manually sent
people notifications “like a human bot”
saying ‘your friend has joined.’ It turned
out not to be useful. “We wrote zero
lines of Python, so we had zero lines to
throw away.”
http://techcrunch.com/2012/11/30/instagram-co-founder-mike-kriegers-8-principles-for-building-products-people-want/
49. It was an MVP (Minimal Viable Product). I skipped a bunch of
features I figured I would implement later. First I wanted to see if
people would use it and how they would use it.
(...)
Implementing user accounts (in Rails) would take me 2 weekends of work;
registration, accounts, saving lists, removing lists, tracking, designing screens,
edge cases etc.
I didn’t want to spend the time if it turned out no one signed up so I ran an
experiment.
I dropped in a link on the top of the page that said “Sign up to save
multiple lists.” and tracked the number of clicks it got with
Mixpanel.
http://www.leemunroe.com/lean-product-development-validate-feature-ideas/
63. Why did the associate damage his thumb?
!
Because his thumb got caught in the conveyor.
!
Why did his thumb get caught in the conveyor?
!
Because he was chasing his bag, which was on a
running conveyor.
!
Why did he chase his bag?
!
Because he placed his bag on the conveyor, but it
then turned-on by surprise
!
Why was his bag on the conveyor?
!
Because he used the conveyor as a table
!
So, the likely root cause of the associate’s
damaged thumb is that he simply needed a table,
there wasn’t one around, so he used a conveyor as
a table. To eliminate further safety incidences, we
need to provide tables at the appropriate stations
or provide portable, light tables for the
associates to use and also update and a greater
focus on safety training. Also, look into
preventative maintenance standard work.
http://www.shmula.com/jeff-bezos-5-why-exercise-root-cause-analysis-cause-and-effect-ishikawa-lean-thinking-six-sigma/987/
68. ideas ideas ideas ideas
ideas ideas ideas ideas
ideas ideas discovery
Idea or ideas ideas
backlog ideas
ideas ideas ideas
ideas ideas ideas ideas
ideas ideas ideas ideas
id
id
id
id
id
id
69. The Discovery track is all
about quickly generating
validated product backlog
items, and the Delivery track
is all about generating
releasable software.
- marty cagan
http://www.svproduct.com/dual-track-scrum/
87. ...it is collaborative – the product
manager, designer and lead
engineer are working together, sideby-side, to create and validate
backlog items.
- marty cagan
http://www.svproduct.com/dual-track-scrum/