This document discusses lean management and startup methodology. It begins by defining a startup as an organization designed to deliver a new product or service under extreme uncertainty. It describes the empirical and iterative process of testing hypotheses and adapting based on results that startups use rather than the waterfall management approach of more traditional companies. The document then explains how scrum, the startup's preferred management style, uses transparency, inspection, and adaptation as its three pillars. It provides details on how scrum works through the use of stories, backlogs, sprints, daily standup meetings, and sprint reviews to monitor progress in an iterative process.

1. LEAN MANAGEMENT
Andrea Dal Piaz
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2. FROM SMEs TO STARTUPS
2012

3. FROM SMEs TO STARTUPS
2012 2017

4. FROM SMEs TO STARTUPS
LOCAL SCALABLE
LOANS EQUITY
BUSINESS PLAN BUSINESS MODEL & ITERATION
EXECUTION SEARCHING FOR A MODEL
SINGLE FOUNDER TEAM

5. a startup is not a smaller version of a company
Steve Blank
WHAT IS A STARTUP
a startup is a human institution designed to deliver a new
product or service under conditions of extreme uncertainty
Eric Ries
a startup is a company that is confused about what its
product is, who its customers are, and how to make money
Dave McLure

6. Source: CB Insights 2019
UNCERTAINTY

7. EMPIRICISM

8. ITERATION LOOP

9. WATERFALL MANAGEMENT
THE SME’S WAY

10. SCRUM
THE STARTUP’S WAY

11. TRANSPARENCY INSPECTION ADAPTATION
3 PILLARS OF SCRUM

12. HOW IT WORKS: STORIES

13. ID
Name: business goal of the story
Category: “department" in charge
Priority: (0-100)
Estimation: days needed / S-M-L proxy
Demo: how the story will be presented
Notes
STORIES

14. STORIES: AN EXAMPLE
ID
Name
Category
Priority Estimation
Demo
List of names, characteristics
and contact point
Notes
Marketing
Identify early adopters
36 90 5 days

15. BACKLOG

16. HOW IT WORKS: THE SPRINT

17. 1. SPRINT PLAN
1. Give a name / goal to the sprint
2. Select the most relevant stories to deal within the sprint
3. Divide each story into operative tasks and identify every output
4. Check if time is enough and if everything is feasible

18. 2. DAILY MEETING
1.What did you do yesterday?
2.What will you do today?
3.What is blocking your work?

19. 3. SPRINT REVIEW
1. What has been done and not been done?
2. Discussion about problem may have occured
3. Anticipation of the following sprint goal

20. PROGRESS MONITORING
Useful tools:

21. AND NOW…
QUESTIONS