This deck contains Lean Startup and Agile Development and the presentation done at Startup

1. Lean
Startup and
Agile
Product
Development
by
Niranjan
Nerlige
V,
M.Tech (IIT-­‐B),
PMI-­‐ACP
,
SPC4,
CSP,
CSM
Founder,
Chief
Consultant,
Scaled
Agile
Framework
(SAFe)
Program
Consultant,
Agile
Coach
and
Trainer.
ExelPlus Services,
Niranjan
Nerlige
V,
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Right
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2. 2
NIRANJAN NERLIGE V,
M.TECH(IIT-­‐B),
PMI-­‐ACP,
CSP,
CSM,
SPC
AGILE COACH,
SCALED AGILE FRAMEWORK CONSULTANT AND TRAINER
• Consulting,
Coaching,
Mentoring
and
Training
in
Agile
Methodologies,
Transitioning
to
Agile
Successfully,
Agile-­‐CMMI,
Software
Estimation
and
Project
Management
• 17
Years
of
Overall
Experience
in
Software
Quality
Assurance,
Agile
–Scrum,
XP,
Hybrid,
Deployment
of
Software
Development
Processes
and 8
Years
as
a
Consultant
and
Entrepreneur
• Agile
Certified
Practitioner
(PMI-­‐ACP)
from
PMI,
Certified
Scrum
Master
(CSM)
, holds
Certified
Scrum
Professional
(CSP)
certification
from
Scrum
Alliance
and
Scaled
Agile
Framework
Consultant(SPC4)
• Trained
more
than
3000
plus
professionals
in
Agile
Methodologies
and
70
Plus
Organisations
in
the
last
8
years.
• Has
been
Consultant
,
Coach
and
Trainer
to
IT
and
Non
IT
Organisations
in
India
and
Overseas.
• Core
Committee
Member
for
Bangalore
Chapter
Agile
Leadership
Network.
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Lean Start Up

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70 % Startups fail

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Why do they fail?

6. Top 10 Valuable Startups
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7. Top 20 Reasons for failure
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Ø Attraction
to
great
business
plan
Ø Attraction
to
Solid
Strategy
Ø Attraction
to
thorough
market
research
Ø Just
Do
it

8. Benefits of Lean Startup
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Ø Be
more
Innovative
Ø Stop
wasting
people’s
time
Ø Be
more
successful
“Lean Startup isn't about being cheap [but is about] being
less wasteful and still doing things that are big.”

9. Roots of Lean Startup
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The
Lean
Startup
takes
its
name
from
the
lean
manufacturing
revolution
that
Taiichi Ohno and
Shigeo
Shingo
are
credited
with
developing
at
Toyota.
Lean
thinking
is
radically
altering
the
waysupply chains
and
production
systems
are
run.

10. About
Lean
Startup
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“The Lean Startup isn’t just about how to create a more
successful entrepreneurial business; it’s about what
we can learn from those businesses to improve
virtually everything we do. I imagine Lean Startup
principles applied to government programs, to health
care, and to solving the world’s great problems. It’s
ultimately an answer to the question How can we learn
more quickly what works and discard what doesn’t?”
—Tim O’Reilly, CEO, O’Reilly Media

11. Principles
of
Lean
Startup
1) Entrepreneurs
are
everywhere
2) Entrepreneurship
is
management
3) Validated
Learning
4) Build-­‐Measure-­‐Learn
5) Innovation
Accounting
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12. Entrepreneurs are everywhere
• “SnapTax”
was
developed
by
Intuit
(7000
plus
employees)
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a human institution designed to create
new products and services under
conditions of extreme uncertainty.

13. Entrepreneurship is management
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So
it
requires
management,
a
new
kind
of
management
specifically
geared
to
its
context

14. Validated Learning
Startups
exist
not
to
make
stuff,
make
money,
or
serve
customers.
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Eg:
on
web,analytics software
can
track
visitor
behavior
and
give
accurate statistics and
insight
on
how
website
features
work
in
reality
This
learning
can
be
validated
scientifically,
by
running
experiments
that
allow
us
to
test
each
element
of
our
vision

15. Build-Measure-Learn
The
fundamental
activity
of
a
startup
is
to
turn
ideas
into
products,
measure
how
customers
respond,
and
then
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.

16. Build-­‐Measure-­‐Learn
Example
• The
mobile
app
startup
comes
up
with
an
idea.
• The
startup
comes
up
with
a business
model
canvas,
presented
in
a
short
business
plan.
(BUILD)
• They
start
talking
with
customers
and
ask
them
what
features
they
are
looking
for
in
an
app.
(MEASURE)
• They
will
obtain
the
feedback
of
customers.
(LEARN)
• Using
the
feedback
obtained,
they
will
have
to
repeat
Step
2
and
make
revisions
on
the
business
plan
until
they
get
it
right.
• Once
they
got
the
business
plan
right,
they
would
proceed
to
the
implementation
of
a
prototype,
or
the
MVP
(minimum
viable
product)
for
testing.
(BUILD)
• The
prototype
is
then
shown
to
the
customers.
(MEASURE)
• Feedback
from
customers
is
obtained
and
learned.
(LEARN)
• Step
6
is
repeated,
making
improvements
on
the
prototype
until
they
got
the
app
right.
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Source: https://www.cleverism.com/how-­build-­measure-­learn-­cycle-­really-­works/

17. Innovation Accounting
To
improve
entrepreneurial
outcomes,
and
to
hold
entrepreneurs
accountable,
we
need
to
focus
on
the
boring
stuff:
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18. Innovation Accounting
Ø A
start-­‐up
requires
a
degree
of
fluidity
early.
Ø most
dangerous
moves
any
business
start-­‐up
can
make
is
persevering
for
far
too
long
according
to
Ries.
1) rigorously
measure
where
it
(the
startup)
is
right
now,
confronting
the
hard
truths
that
assessment
reveals,
2) devise
experiments
to
learn
how
to
move
the
real
numbers
closer
to
the
ideal
reflected
in
the
business
plan.
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19. Innovation Accounting-Example
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20. Lean Startup Methodology
“The
Lean
Startup
method
teaches
you
how
to
drive
a
startup-­‐how
to
steer,
when
to
turn,
and
when
to
persevere-­‐and
grow
a
business
with
maximum
acceleration.”
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21. Lean Startup Process-New Product
Development
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22. Traditional V/S Agile Product Development
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23. Product Development in a Lean Startup
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24. Lean
Startup
and
Agile
Development
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source:https://newentrepreneurship.nl/lean-­startup-­method/

25. Lean
Startup
and
Agile
Difference
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http://cabforward.com/the-­differences-­between-­lean-­startup-­and-­agile-­methodology/

26. Eliminate Uncertainty
• Lack
of
Tailored
management
process
• Abandon
all
process
and
take
just
do
it
approach
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27. Continuous Innovation
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28. Work Smarter not harder
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• Don’t
ask
the
question
”
Can
this
product
be
built”
ask
”Should
this
product
be
built”
• Experiment
it
than
just
theoretical
enquiry
• Then,
– enlist
early
adopters
– Add
employees
to
each
experiment
or
iteration
– Customer
development

29. Build an MVP
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• Figuring
the
problem
to
be
solved
• Then
develop
minimum
viable
product
(MVP)
• Measurement,
learning
and
tuning
the
engine
• Use
5
whys
to
know
the
cause
and
effect
• Pivot
if
the
company
is
not
moving
the
drivers
of
business
• test
a
new
fundamental
hypothesis
about
the
product,
strategy
and
engine
of
growth. Image courtesy :https://mobisoftinfotech.com/services/mvp-­
development-­services
Use Build- Measure-Learn loop

30. ©Niranjan N V, Exelplus Services

31. ©Niranjan N V, Exelplus Services

32. Validated Learning
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• Demonstrating
progress
in
the
soil
of
extreme
uncertainty
• measuring
it
against
potential
customers
to validate the
effect.
• Customers
will
pay
• Need
not
spend
months
waiting
for
a
beta
launch
to
change
direction

33. ZAPPOS
Case
Study
• One
of
the
biggest
online
shoe
and
clothing
shops
in
the
world
• founded
in
1999
as
a
startup
• It
was
originally
just
a
site
where
customers
can
order
shoes
• It
is
not
a
manufacturer
or
a
retailer
since
it
does
not
have
any
shoe
inventory.
• This
was
the
Build
phase
• When
the
first
orders
started
coming
in,
the
founders
of
the
startup
went
to
a
local
store
to
purchase
the
shoes
• Subsequently
shipped
them
to
the
customers
who
placed
the
order.
• This
was
where
they
implemented
the
Measure
phase
of
the
cycle.
• Founders
tried
to
gauge
the
interest
of
the
customers
in
their
idea
and
even
obtained
their
thoughts
and
reactions.
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34. Contd….
• Using
the
lessons
learned
from
the
first
orders,
they
made
the
necessary
adjustments
and
iteration
• applied
improvements,
and
continued
the
cycle.
• by
using
the
Build-­‐Measure-­‐Learn
approach,
it
was
able
to
test
the
waters
first
• Zappos
could
have
gone
another
route
entirely.
• Instead
of
spending
a
lot
of
time
building
its
inventory
and
hiring
personnel
to
handle
operations
• getting
orders
first
before
procuring
the
shoes
was
more
important
• Their
first
attempt
worked,
and
it
was
only
then
that
the
founders
decided
to
continue
(“persevere”)
with
it.
• If
they
Build-­‐Measure-­‐Learn
feedback
loop.
It
would
probably
still
have
succeeded,
but
they
may
have
taken
more
time
to
achieve
the
results
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35. SnapTax
Case
Study
• In
2009,
a
startup
decided
to
try
something
really
audacious
• They
wanted
to
liberate
taxpayers
from
expensive
tax
stores
(the
end-­‐of-­‐year
statement
that
most
employees
receive
from
their
employer
to
know
the
taxable
wages)
• The
startup
quickly
ran
into
difficulties.
• Even
though
many
consumers
had
access
to
a
printer/scanner
in
their
home
or
office,
few
knew
how
to
use
those
devices.
• After
numerous
conversations
with
potential
customers,
the
team
lit
upon
the
idea
of
having
customers
take
photographs
of
the
forms
directly
from
their
cell
phone
• customers
asked
something
unexpected:
would
it
be
possible
to
finish
the
whole
tax
return
right
on
the
phone
itself?
• It
wasn’t
easy
task
as
traditional
tax
preparation
had
hundreds
of
questions,
many
forms
and
lot
of
paper
work
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36. SnapTax
Case
Study-­‐Contd….
• Decided
to
ship
an
early
version
of
its
product
that
could
do
much
less
than
a
complete
tax
package
• The
initial
version
worked
only
for
consumers
with
a
very
simple
return
to
file
,
only
in
california
• Instead
of
having
consumers
fill
out
a
complex
form,
they
allowed
the
customers
to
use
the
phone’s
camera
to
take
a
picture
of
their
W-­‐2
forms
• Instead
fill
out
a
complex
form,
customers
to
use
the
phone’s
camera
to
take
a
picture
of
their
W-­‐2
forms
• new
product—called
SnapTax—provides
a
magical
experience
Compared
with
the
drudgery
of
traditional
tax
fling
• Its
nationwide
launch
in
2011
more
than
350,000
downloads
in
the
first
three
weeks
• kind
of
amazing
innovation
you’d
expect
from
a
new
startup.
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37. References
• Lean
Start
up
by
Eric
Ries
• Blog
-­‐ https://www.cleverism.com/how-­‐build-­‐measure-­‐learn-­‐
cycle-­‐really-­‐works/
• Running
Lean:
Iterate
from
Plan
A
to
a
Plan
That
Works
(Lean
(O'Reilly))
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38. Thank
You
For
Your
Time
…………..
Global
Excellence
Through
Innovative
solutions
38
Niranjan
N.V.,
M.Tech
(IIT-­‐B),
PMI-­‐ACP,
CSP,
CSM,
SPC4
Founder,
Chief
Consultant,
Scaled
Agile
Framework
(SAFe)
Program
Consultant,
Agile
Coach
and
Trainer.
ExelPlus
Services,
A1,
Samhita
Vista,
1st
Main,
Pai
Lay
Out,
Old
Madras
Road
Bangalore-­‐560016,INDIA
Tel:
+91
9900055943
E
mail:
niranjan@exelplus.com
Linkedin:
in.linkedin.com/in/niranjannerlige/
Please
feel
free
to
contact
us
for:
i)
Agile
Solutions
and
organization
wide
Transformations
ii)
Agile,
Scrum
Project
Management
Consulting
and
Training
iii)
Scaling
Agile
at
Enterprise
Level
using
SAFe
iii)
Estimation Competency
solutions