2013 scandev 10 principles keynote

Lean Startup
Product Teams
Principles of Success

Janice Fraser
CEO, LUXr

TWEET!

@clevergirl

#LeanStartup
cc @LUXRCO

© LUXR.CO MARCH 2013

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LEAN
Startup


Build
measure
learn!


Lean Startup is NOT

Cheap Startup

Fast Startup

Shortcut Startup

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.


1. List your assumptions.
2. Understand your customers.
3. Experiment efficiently.
4. Adjust direction based on evidence.


Lean Startup advocates experiments & learning


Go backward to go forward.

Learn Build

Measure


Think of it like this...

TDD
Test-driven product management

A Lean Startup is a test-driven
COMPANY

Victory is
measured in
learning.


RISK = UNVALIDATED EFFORT
Plot the difference

MAKE
release
MAKE
release
MAKE release

THINK

TIME


Lots of little wiggles

TIME


Each wiggle is a learning cycle.

MEASURE
MAKE

BUILD release
BUILD

TIME

LEARN

This will change
how you think
about your role,
your work, your
team, your process.


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.

Team ﬁrst,
then product


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


Chris Min
10 years as CEO, Wharton MBA,
Silicon Valley trained

Burning
social capital


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


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


Lean Startup teams believe in...
(from Lean Manufacturing and Extreme Programming)

Simplicity
Courage
Trust
Process
Continuous Improvement


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.”


If you get the
team right, you’ll
ﬁnd your way to
the right product.


Dev + PM + UX = 1 team
No “Product Owner”


Dev
Dev
Dev
Dev Dev
Dev
Dev


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

}
Rest Dev
of Dev
Dev
the Dev Dev
World Product
Owner Dev
Dev


BLAME

}
Rest Dev
of Dev
Dev
the Dev Dev
World Dev
Dev


BURNOUT

}
Rest Dev
of Dev
Dev
the Dev Dev
World Dev
Dev


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

Design
+ Product Management
+ Development

= 1 product team


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.


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


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


When things go wrong, thereʼs no one to
blame but ourselves...and thatʼs okay.


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)


Don’t carry the past.


Tom Conrad
Grew Pandora from 10 people to IPO

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.

Friday, before I left for
this conference.


WHICH LEADS US TO

Icebox Zero


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.


Thank you!

happiness@luxr.co

#LeanStartup

cc @LUXRCO, @clevergirl


2013 scandev 10 principles keynote

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