Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

HEROES

Think Big and Different

THE ONE-PAGE LEAN STARTUP
3 Dashboards for Organizing Ideas and Managing Risks in All Lean Startup Projects

See
Apple’s One-Page
Lean Startup
For
Dr. Rod King
The Classic iPod

Welcome To
Lean Startup
AP

Project
Management

In This Presentation,
A Lean Startup
Refers To
“A human institution or lean innovation
AP
designed to create
a new product, service, or organization
under conditions of extreme uncertainty”
The above is a combination of Eric Ries’s definition of
a “startup” and “lean startup.”
See Eric Ries’s book, “The Lean Startup”

For
Readers and Practitioners
Of
AP

Eric Ries’s “The Lean Startup”
Lean Startup is a trademark and
service mark owned by Eric Ries.
www.theleanstartup.com

As Long As There is
Competition
And
ExternalP Forces,
A

There is Risk That
A Project’s Vision
Will Not Be Achieved

The Lean Startup Methodology
Can Be Used
To Increase the Odds of Success
In
AP

Every Risky Project
On
The Planet

HOWEVER, … A PROBLEM
Too Many Silos

Too Many and Disparate Tools
Are Being Used
To Organize Ideas
AP

And
Manage Risks
Especially in
Lean Startup Projects

A FURTHER PROBLEM
Single Level Approach to Lean Startup Project Management (LSPM)

Existing Tools For Organizing Ideas
And Managing Risks
In Lean Startup Projects
AP
Focus
On An Operational Perspective And
Neglect
Strategic and Visionary Perspectives

CONSEQUENCES …
‘Where There Is No Vision, The People Perish’

 Weak collaboration between users of disparate tools
 Slow learning and poor knowledge transfer:
Inadequate communication and sharing of knowledge between users
of disparate tools in high risk (Lean Startup) projects
 Higher project costs involving practitioners of disparate tools
AP
 Inefficiency in decision-making: too much or too little information
for personnel at a given level of management: leaders, managers/
strategists, and operators in high risk (Lean Startup) projects
 Weak connection to bodies of knowledge in other domains:
e.g., business strategy, innovation, and performance management
 Indirect and slow translation, into reality, of principles and ideas in
Eric Ries’s book, “The Lean Startup”
 Increase in risk of project failure

A SOLUTION …
Multilevel Approach to Lean Startup Project Management (LSPM)

The One-Page Lean Startup
Can Be Used As A Single
(Multilevel) Dashboard For
AP

Collaboratively Documenting,
Organizing, and Managing
Ideas and Risks In
All Lean Startup Projects

The One-Page Lean Startup
Provides a
Universal Framework and Language
For Visually Integrating as Well as
AP

Facilitating
The Use of Disparate Tools In
Business and Project Management

ONE-PAGE LEAN STARTUP: 3 Levels of Tools and Perspectives in a Domain
“Think Big and Different”

ONE-PAGE LEAN STARTUP
A Multilevel Dashboard for Collaboratively Organizing Ideas and Managing Risks in Projects

Visionary P
A Right-Brain Perspective
(Big Picture: Visionaries/Leaders)
One-Page Lean Startup

Strategic Total-Brain Perspective
(Managers/Strategists)

Left-Brain Perspective
Tactical (Operational) (Details: Pragmatists/
One-Page Lean Startup Operators)

This Presentation
Focuses On
The Minimum Viable Product (MVP)
AP
Of
The Visionary

MINIMUM VIABLE PRODUCT (MVP)

VISIONARY DASHBOARD

OF AP


A Visionary One-Page Lean Startup
Focuses on
Efficiently A P
Translating
A Lean Startup or Project’s Vision
Into Reality

Can Be Used As
A Generic End-Means Diagram
AP

For Comprehensively
Describing or Modeling Any System

Saves Time, Money, Energy, and
Other Resources
As Well as
AP

Accelerates Learning
Especially in
Risky or Lean Startup Projects

“VISIONARY” ONE-PAGE LEAN STARTUP (Classic)  Past  Present  Future

CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………

MEANS (TOOL)
END

SHARED
DREAM/
VISION
ITENN

Prototype (Build) - Measure Learn

Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ONE-PAGE LEAN STARTUP (Methodology)  Past  Present  Future


MEANS (TOOL: What? How?)
END
LEAN STARTUP (LS) PROJECT MANAGEMENT
(Value/
 STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP
Why?)
- Leap (Problem; Vision/Hypotheses/Value (Proposition))
 SHARED
- Test (Criteria for Problem; Minimum Viable Product(MVP))
DREAM/
- Measure (Actionable Metrics for Customer Growth)
- Pivot (or Persevere)
ITENN VISION
(Strategy/Business Model/Customer Ecosystem) - Start
- Define
 ACCELERATE: LAUNCH-SCALE - Learn
- Experiment
- Batch (Size/Version; Time/Cycle)
- Grow (Engines of Customer Growth)
- Adapt (Adaptive Org./5 Whys)
- Innovate (Disruptive Inno.)

Unique Summary of Lean Startup Model and Methodology Based on Eric Ries’s Book, “The Lean Startup”


DETAILED
VISIONARY DASHBOARD
AND
AP
APPLICATION
OF

VISIONARY ONE-PAGE LEAN STARTUP (Brief)  Past  Present  Future


MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service)
(Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
END
CUSTOMER DESIGN BRIEF/CANVAS for …………………………………. PROJECT
Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision
 Most Valuable Customer (MVC): SHARED
List (Contacts) DREAM/
VISION
 Customer Problem/Goal/Need/Job:
ITENN
Top 5 Big Urgent Market Problems (BUMPs) of Existing Tool(s): ………………………………….
-
-
-
-
-
 Solution/Minimum Viable Product (MVP):
Top 5 Features for Proposed Tool: ……………………………………………….
-
-
-
-
-



APPLE’S ONE-PAGE LEAN STARTUP for iPod  Past  Present  Future

CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001
PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players

END
CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT
Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision
 Most Valuable Customer (MVC): SHARED
List (Contacts): Persona of High-end Technologist-Artist DREAM/
VISION
 Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time
ITENN
Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players
For Music
Player:
- Big/Clunky Size of Music Players  Put a Dent in
- Complex Interface and Operations The Universe
- Inadequate Battery Life  Create
- Ugly Design/Aesthetic/Color Insanely Great
- Inadequate Storage for Songs; High Cost of Songs Customer
 Solution/Minimum Viable Product (MVP): Experience
Top 5 Features for Proposed Digital Music Player
- Small Size: Portable; Lightweight
- Simple Interface and Operations: Simplicity of Use; Seamless Music Experience
- Long Battery Life
- “Cool” Design/Aesthetic/Color
- Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs

-

APPLE’S ONE-PAGE LEAN STARTUP (S-Wave)  Past  Present  Future


INTERNAL/EXTERNAL MEANS (TOOL)
(Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – END
Natural, Planned, and/or Disruptive Customer Ecosystem (Value)
For Digital Music Player)
SHARED
DREAM/
VISION
ITENN For Music
Player:
 Put a Dent in
The Universe
 Create
Insanely Great
Customer
Experience

-

VALIDATED LEARNING LOOP
Product-Market Fitness Cyle

MEASURE

AP
PROBLEM/
CUSTOMER
ECOSYSTEM
(Business Model;
PROTOTYPE Strategy/Value Chain;
LEARN
Product/Service)
(Build) (Insight/
Leap/Pivot)


ONE-PAGE LEAN STARTUP (S-Wave: Details)  Past  Present  Future


4 Phases of a Customer Growth Plan or Business Model Cycle
(Evolutionary Reality vs. Hypotheses)
Customer Experience, Happiness, or Value

Fault (Line) SHARED
DREAM/
VISION:
= Delight/Pain

ITENN
Traditional/Hypothetical Ecosystem Demand
Ideal Final
Result
(Market, Industry, Enterprise, or Technology) (IFR)
Requirements
for
Insanely Great
Chasm Customer
(Traction; Tipping Point; Experience
Product-Market Fit)

Time
Infancy Growth Maturity Renewal
(Prototype) (Optimize) (Scale) (Renew)

Angel Funding Seed Funding Venture Funding
(Up to $100,000) ($100,000-$1M) ($1M-$5M)


ONE-PAGE LEAN STARTUP (Customer Growth)  Past  Present  Future


END
LEAN STARTUP (LS) PROJECT MANAGEMENT
(Value/
 STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP
Why?)
- Leap (Problem; Vision/Hypotheses/Value (Proposition))
 SHARED
- Test (Criteria for Problem; Minimum Viable Product(MVP))
DREAM/
- Measure (Actionable Metrics for Customer Growth)
- Pivot (or Persevere)
ITENN VISION
(Strategy/Business Model/Customer Ecosystem) - Start
- Define
 ACCELERATE: LAUNCH-SCALE - Learn
- Experiment
- Batch (Size/Version; Time/Cycle) Elimination of
- Grow (Engines of Customer Growth) Big Urgent
- Adapt (Adaptive Org./5 Whys) Market
- Innovate (Disruptive Inno.) Problems
(BUMPs)

Unique Summary and Template of Eric Ries’s Methodology of Lean Startup (LS) Project Management


MOST VALUABLE CUSTOMER (MVC)

Who Is
The Most Valuable Customer (MVC)
In
AP

 Short Term (Birth Phase)?
 Medium Term (Growth Phase)?
 Long Term (Maturity Phase) ?

ASPIRATION MAP: Risk vs. Reward
Customer Segments, Ecosystems, and Business Model Archetypes for Trade-off of Pain vs. Delight

Insanely Great Experience
Ideal Final Result (IFR)
Infinite Shared Greatness Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….…………
………………………………………………………………………………………..…………….………….………….

10 Blue Ocean Sweet Spot Luxury Spot
(Value Innovation) Model (Differentiated/
Model Luxury Spot
Sustaining-
[R]evolutionary)
Model
6
Disruption Spot/Lean Oasis Volcano
(Disruptive Innovation) (‘Stuck-in-the-middle’) Model
Disruption Spot
Model Model
(+): DELIGHT

(Reward;
Profitability; ROI; 3
Abundance)
Green Ocean No-Man’s-Island Red Ocean
Model Model Model
Strategic
Choice
Key 0
High Level of Customer Experience 3 6 10
Low Level of Customer Experience
(-): PAIN

(Risk; Uncertainty)


PYRAMID OF DASHBOARDS
FOR

AP
Visionary

Strategic

Tactical (Operational)

“VISIONARY” ONE-PAGE LEAN STARTUP  Past  Present  Future


INTERNAL/EXTERNAL MEANS (TOOL) END
(Resources: People/Culture-Process/Strategy-Product/Service) (Value)
SHARED
DREAM/
VISION
ITENN



“STRATEGIC” ONE-PAGE LEAN STARTUP: …………………………………..………………………………………

Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..……

PAIN/PROBLEM/NEED/GOAL/JOB: ………………….…………………………………………………. Date: …………..…………

PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE
(Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?)
(Eliminate/Reduce/Increase/Create) Short/Medium/Long-term

(“RED OCEAN”)  Learn-Prototype-Measure (LPM) (“BLUE OCEAN”)
Fitness Cycle SHARED
DREAM/
 Value Proposition Factors/ VISION
Competitive Features/Criteria

CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/
dream/Ideal Final Result (IFR)?

Zooming


“TACTICAL” ONE-PAGE LEAN STARTUP  Past  Present  Future


D Design N Needs A Asp.

S E M P O R C E S

Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared
Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value
Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)

Prototype (Build) Measure Learn


ONE-PAGE LEAN STARTUP: Evolution of a Lean Startup


PAST PRESENT FUTURE
One-Page Lean Startup One-Page Lean Startup One-Page Lean Startup SHARED DREAM/VISION/
VALUE/IDEALS/PROFIT



S E M P O R C E S

How? What? Why?

Apple’s
For
AP

Classic iPod:
Multilevel Dashboard (2001)

APPLE’S STRATEGIC ONE-PAGE LEAN STARTUP

Client/Customer (Segment/Persona): High end Technologist-Artist (Luxury Spot)

PAIN/ROBLEM/NEED/GOAL/JOB: Reinvent the ecosystem experience of digital music players Date: 2001

PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE
(Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?)
PRODUCT (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term
What if … we DISRUPT:
TRADITIONAL DIGITAL Eliminate: CLASSIC IPOD SHARED
• Usual control buttons; On-off switch; DREAM/
MUSIC PLAYERS
Traditional gray/black color VISION
Reduce: • Seamless music experience For Music
• Size/thickness; Weight; Complexity in • Thousand songs in your pocket Player:
usage; Learning curve; Manual  Cool design/form/useability  Put a
Big/Clunky/Ugly/Difficult-to-use/… Increase:  Simple and easy to use Dent in The
 CD Players • Price; Simplicity of use; Battery life;  Ultra-portable; Ultra-light Universe
 Flash Players Storage capacity; Functions/Form/Design  Enough skip protection  Create
 MP3-CD Players Create:  Long battery life Insanely
 Hard Drive Jukebox Players • LCD Screen; Packaging; Scroll wheel;  “Cool” & disruptive ads (on TV) Great
Illegal music download from Internet Fast download; Disruption/Unique Ads  Fast and legal music download Cust.
Exp.
CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/
dream/Ideal Final Result (IFR)?

Zooming


APPLE’S TACTICAL ONE-PAGE LEAN STARTUP  Past  Present  Future


D Design Hypotheses N Needs Hypotheses A Asp.

S E M P O R C E S


OEMs CEO IT Infra- Obtain 2001 Apple Segments Competi- “Seamless
Mngt structure Higher Insanely Retail Technologist- tors/ Music
Record Staff Profit Great Stores; Artist Entrants/ Experience”
Companies Techno- (Margin) Digital apple.com (High-end) Comple-
Brand/IP logy Music mentors/ Cost; PAIN
iTunes Engage, Player: PR/ PROJECTS: Influen- Low
“Think Buildings Acquire, Media/ Crises/ cers/
Different” Revenue;
and Retain Classic Ads Problems Non-cus-
DELIGHT
(EAR) iPod * Clunky, tomers/
High
More (Features/ ugly, and PESTLIED
Profitable Price) complex Trends
Profit
Customers digital music CD Player
(Margin);
and (Product players Flash
VALUE
Partners Sale) * Inadequate MP3-CD
High
song storage Jukebox


ONE-PAGE LEAN STARTUP (Pivots)  Past  Present  Future



S E M P O R C E S

Pivot Pivot Pivot Pivot Pivot Pivot Pivot Pivot Pivot

 Techno-  Zoom-in  Channel  Customer  Value
logy Pivot Pivot Pivot Segment Pivot Capture
Pivot

 Platform  Zoom-  Engine of  Customer  Business
Pivot out Pivot Growth Need Pivot Architec-
Pivot ture Pivot

Based on: Eric Ries’s Book, “The Lean Startup”

ONE-PAGE LEAN STARTUP (Metrics)  Past  Present  Future


D Design Metrics N Needs Metrics A Asp.

S E M P O R C E S

Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics
Ideal

No. of No./Quality Type of No. of No. of No. of No. of No. of Customer
Suppliers/ of Team Technology Interviews Prototypes/ Channels Retentions Contacts/ Experience
Partners/ Members (Minimum Leads (Delight to
Contracts/ No. of Viable) Engage- No. of Pain Ratio)
Agreements No. of Iterations Product/ ment/ Referrals No. of
Major Level of Service No. of Influenc- Revenue
No. of Co- Insights Technology Iteration Prospects Net Promoter ers
creators Cycle/ Price of or Visitors Score (NPS) Cost
No. of Learning Product/ No. of
Capital Validated Time Service Pain/No. of Direct Revenue to
Investment Patents
Learning/ Acquisition/ Bugs/ Competi- Cost Ratio
External No. of Delight/ No. of Complaints/ tors/
Cash Burn and Internal Pivots No. of Registrants Big Urgent New Bus. Model
Rate Per Lessons Unique Market Entrants Analog
Month Learned Delivery Features Problems
Time (BUMPs) Insights
Customer Ecosystem Metrics

ONE-PAGE LEAN STARTUP (Charter)  Past  Present  Future



S E M P O R C E S

Partners/ Project Facility Business Solutions/ Online Customer/ Industry/ Impacts;
Alliances/ Sponsor/ Objectives Deliverables Client Sector Viability;
Co-creators Champion Competitive
Advantage
Technology
Project Offline Problems/ Scope Profit
Manager Start Date Needs/ (Margin);
Project Require- VALUE
Objectives ments/
Other Team Equipment/ Job-To-Be- External Cost;
Members Machinery Done Stakehold- PAIN (-)
Capital
End Date - Physical ers
Investment
- Intellectual
- Emotional Revenue;
- Spirital Investors DELIGHT (+)

Customer
Experience

Abundance Project Charter


ACTUAL SALES CHART FOR EVOLUTION OF THE IPOD-LEAN STARTUP PROJECT

Steve Jobs’ Question: Why and How to Compete Differently in the Universe of Digital Music Players?

Source: http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg


APPLE’S FRACTAL S-WAVE FOR ECOSYSTEM INNOVATION
Classic Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints?

Customer Segment/Persona:
∞ Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem …………………………………………...……………
(Supersystem/Economy/Value Network/Supply Chain/Market/ Customer Goal/Job To Be Done/Tool:
EXPERIENCE:
Industry Trends, Expectations, or Demand) …………….……………………………………….….
Shared Maturity
Happiness

(Experience =

Happiness =
3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM Innovation
Value = +/- Growth (Ecosystem/Industry/Platform: Shared Value-focus)
= Examples: Digital Lifestyle - iPod; iPod Touch; iPhone; iPad
Delight/Pain
~
Revenue/Cost Birth 2nd Wavelet of Innovation: BUSINESS MODEL Innovation
= (Business Model/Marketing Engine: Scalable Revenue & Profit-focus)
Differentn/Cost Examples: Internet Software – iTunes; eStore; App Store
=
1/Trade-off)
1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation
(Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus)
Examples: Personal Computer; Printer – Apple I; Apple II; MacIntosh; iMac; Apple TV
∞
TIME

(Arrow of Time: Past/Present/Future)


With Regard to
The Minimum Viable Product
(MVP) Of
The Visionary AP
One-Page Lean Startup,
We Would Appreciate You
Sharing Your Experiences,
Ideas, and Suggestions

At VDD University,
We Are Looking for
“A+” Team Members
Who Think Big and Different. AP

If You Think Big and Different,
Join Us At:
http://businessmodels.ning.com

Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

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Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects