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ArchitectureCustomer DevelopmentProduct Development
Lessons Learned by Eric Ries Sunday, September 7, 2008 CustomerDevelopment Engineering Yesterday, I had the opportunity to guest lecture again in Steve Blank s entrepreneurship class at the Berkeley-Columbia executive MBA program. Ive attempted to embed the relevant slides below.
If youre trying to design an architecture to maximize agility, how can that work if some people are working in TDD and others not? That means knowing whats written and whats not, what the architecture can and cant support, and how long it would take to build something new. Thats more than just drawing architecture diagrams, though.
Lessons Learned by Eric Ries Sunday, April 26, 2009 Productdevelopment leverage Leverage has once again become a dirty word in the world of finance, and rightly so. But I want to talk about a different kind of leverage, the kind that you can get in productdevelopment. Its a key lean startup concept.
Startups especially can benefit by using technical debt to experiment, invest in process, and increase their productdevelopment leverage. The biggest source of waste in new productdevelopment is building something that nobody wants. Leverage productdevelopment with open source and third parties.
Through rapid experimentation, short productdevelopment cycles, and rigorous measurements of the right metrics, they can ascertain what customers really want. Such direct experiences allows one to test critical “leap-of-faith” assumptions about what customers like and dislike.
They couldn’t keep up with the fast productdevelopment times that were enabled by using standard microprocessors. So their management teams were insisting that they OEM (buy from someone else) these products. The answer depends on your answer to two questions: which step in the CustomerDevelopment process are you on?
Market Risk vs. Invention Risk - Click to Enlarge For companies building web-based products, productdevelopment may be difficult, but with enough time and iteration engineering will eventually converge on a solution and ship a functional product - i t’s engineering, not invention.
Lessons Learned by Eric Ries Monday, September 22, 2008 Thoughts on scientific productdevelopment I enjoyed reading a post today from Laserlike (Mike Speiser), on Scientific productdevelopment. I agree with the less is more productdevelopment approach, but for a different reason. Now that is fun.
We wanted an agile approach that would allow us to build our software architecture as we needed it, without downtime, but also without large amounts of up-front cost. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? No departments The Five Whys for Startups (for Harvard Business R.
Lessons Learned by Eric Ries Sunday, January 4, 2009 Sharding for startups The most important aspect of a scalable web architecture is data partitioning. So far, this is just a summary of what all of us who have attempted to build web-scale architectures considers obvious. Customer data is normally partitioned according to customer id.
It seems your cluster architecture is one of the key architectural constraints making continuous deployment possible. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? What is customerdevelopment? No departments The Five Whys for Startups (for Harvard Business R.
I suggested that we change the underlying architecture of our UI system so that the artists would be able to build their own UI pieces themselves and then integrate them into the product without requiring new code every time. The Entrepreneur’s Guide to CustomerDevelopment ▼ June (3) What is a startup?
I know them right away - we can talk high-level architecture all the way down to the bits-and-bytes of his system. When the architecture needs modifying - why do we need a meeting? Building a good application architecture is not just coding. The "just fix it" mentality is counter-productive here. Just change it.
And as Kapor himself points out, the core ideas have even older origins: The Roman architecture critic Vitruvius advanced the notion that well-designed buildings were those which exhibited firmness, commodity, and delight. The economics of these process trade-offs are discussed in the Principles of ProductDevelopment Flow.)
Both sides start to think of their point of view in moralistic terms: “those guys don’t see the economic value of fast action, they only care about their precious architecture diagrams&# or “those guys are sloppy and have no professional pride.&# No departments The Five Whys for Startups (for Harvard Business R.
You dont need to invent a new architecture, and you dont need to even build your architecture up-front. You can turn your entire application infrastructure investment into a pay-as-you-go variable cost, and bring new products to market at speeds an order of magnitude faster than just 10 years ago. yeah, its awesome.
He turned his PhD thesis into a killer product, got it funded and now was CEO of a company of 30. It was great to watch him embrace the spirit and practice of customerdevelopment. He was constantly in front of customers, listening, selling, installing and learning. Filed under: CustomerDevelopment.
Lets start with a distinction between shipping new software to the customer, and changing the customers experience. The idea is that often you can change the customers experience without shipping them new software at all. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup?
I started my last company with 100% off-shore resources because I could never have completed CustomerDevelopment at a reasonable cost of money or regulatory burden had I employed US Citizens. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup?
Lessons Learned by Eric Ries Monday, July 13, 2009 The Principles of ProductDevelopment Flow If youve ever wondered why agile or lean development techniques work, The Principles of ProductDevelopment Flow: Second Generation Lean ProductDevelopment by Donald G. Reinertsen is the book for you.
Lessons Learned by Eric Ries Monday, October 20, 2008 The engineering managers lament I was inspired to write The product managers lament while meeting with a startup struggling to figure out what had gone wrong with their productdevelopment process. Eric, Is this post about Architecture? Good luck, engineering manager.
The technical interview is at the heart of these challenges when building a productdevelopment team, and so I thought it deserved an entire post on its own. and going into a long diatribe about how insecure the ActiveX architecture was compared to Javas pristine sandbox. what happens if we have a pipelined architecture?
It’s important to invest in good architecture so that your website will scale once customers arrive. If you make that investment, and then customers arrive, and the site stays up, most companies will reward the people who built the architecture and, thus, prevented the scaling problems.
Thats a perfectly reasonable reaction, given that most releases of most products are bad news. Even worse, the sad state of productdevelopment generally means that the new "features" are as likely to be ones that make the product worse, not better. Its likely that the new release will contain new bugs.
“ There are no facts inside your building, so get outside ,” is one of the mantras of Steve Blank , the father of customerdevelopment and author of The Startup Owner’s Manual. Use it for your productdevelopment (and for deciding what to sell in the first place). Talk to people.
" => I have not bothered to put up a landing page, survey to test customer demand, or done any customerdevelopment whatsoever. "Where is the best place to find a rockstar developer to bring it to life?" "I am a creative guy with a startup idea." However, I do spend a lot of time daydreaming.
it really doesn’t matter if you’re not in SV, i think that’s what the author is trying to say [link] tenthings what he’s saying is he partnered up with engineers, not with other business grads/entrepreneurs, and that’s what’s important to have a team that can produce the product not just market it.
Even though some aspects of the product were eventually vindicated as good ones, the underlying architecture suffered from hard-to-change assumptions. Without conscious process design, productdevelopment teams turn lines of code written into momentum in a certain direction. Even a great architecture becomes inflexible.
The engineering team has decided its reached a breaking point, and is taking several weeks to bring it up to modern standards, including unit tests, getting started with continuous integration , and a new MVC architecture. On the other, they already have a team fully engaged on making their productarchitecture better.
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