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Enter “ The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses “, a New York Times bestseller by founder of IMVU (creator of 3D avatars) Eric Ries. The Lean Startup’s core is represented by the Build-Measure-Learn feedback loop.
If youre trying to design an architecture to maximize agility, how can that work if some people are working in TDD and others not? Platform selection and technical design - if your business strategy is to create a low-burn, highly iterative lean startup, youd better be using foundational tools that make that easy rather than hard.
I hope to show why lean and agile techniques actually reduce the negative impacts of technical debt and increase our ability to take advantage of its positive effects. Startups especially can benefit by using technical debt to experiment, invest in process, and increase their productdevelopment leverage.
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.
It seems your cluster architecture is one of the key architectural constraints making continuous deployment possible. But also, the ETL doesn't change much anymore (except when integrating a new system), now that the warehouse is in production most of the change occurs in the marts and analytic products. Expo SF (May.
In a startup, both the problem and solution are unknown, and the key to success is building an integrated team that includes productdevelopment in the feedback loop with customers. 2008 09 06 Eric Ries Haas Columbia Customer Development Engineering View SlideShare presentation or Upload your own. Expo SF (May.
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 Lean Startup Intensive is tomorrow at Web 2.0. The engineering team wasn’t happy either.
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. Support multiple sharding schemes. Easy to understand.
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.
Of all the tactics I have advocated as part of the lean startup , none has provoked as many extreme reactions as continuous deployment , a process that allows companies to release software in minutes instead of days, weeks, or months. The Lean Startup Intensive is tomorrow at Web 2.0. Expo SF (May. for Harvard Business Revie.
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. After all, the worst kind of waste in software development is code to support a use case that never materializes. The Lean Startup Intensive is tomorrow at Web 2.0.
Guest post by Lisa Regan, writer for T he Lean Startup Conference. We’ve posted the full program for The Lean Startup Conference , and it includes more than three days of events for Gold pass holders and six days of events for VIP pass holders. On the evening of December 8, Ignite Lean Startup kicks off the conference.
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.
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.)
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. Convergent Technologies was one of those OEM suppliers. I was surprised to see that they were in the room.
Not too long ago, German software giant SAP blew up the management framework for its 20,000-person development department and replaced it with “mini-teams” of roughly 10 people. As a result, productdevelopment time was cut nearly in half in a three-year period.
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.
This is a great example of lean startup thinking. This is one of the most powerful aspects of web architecture, and it often gets lost in other client-server programming paradigms. As you suggest, Thought Experiment Part II is going to involve lots of changes to the classic MMO architecture that makes it more like the web.
Beyond just those who will be hearing about the lean startup for the first time, Im expecting to shake a lot of hands and have a lot of interesting side conversations. Government IT solutions can be iterative, they don't have to be designed down to the last detail by architecture astronauts before implementation. Expo SF (May.
One of the most important lessons entrepreneurs can learn from Dropbox is to adopt the lean start-up methodology and start. To design and integrate your software , workflows, collaboration and communication, alerts, business rules, and data visualizations, you don't need a degree in software architecture or data science. 2- Dropbox.
In fact, in many ways talking to your customer and understanding them great detail is often much more powerful before you even go through the productdevelopment process. It took an enormous amount of time to work through the same responses and emails and cost money not budgeted due to leaning on the side of generosity.
Lessons Learned by Eric Ries Monday, July 13, 2009 The Principles of ProductDevelopment Flow If youve ever wondered why agile or leandevelopment techniques work, The Principles of ProductDevelopment Flow: Second Generation LeanProductDevelopment by Donald G.
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?
If your construction tastes lean toward the more aesthetic, check out Contract. This publication puts the spotlight on commercial interior design and architecture, an angle most other sites don’t take. Read the blog, or subscribe to the magazine here. Construction Enquirer.
It wasn’t always perfect, but it was way more right than wrong, It informed our productdevelopment to a great degree and kept us working on more or less the right stuff. Relational architecture (a collection of data organized as a set of formally described tables) in the first place—all new stuff, and technically compelling.
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. Why do they harbor that paranoia?
The Lean Start-Up movement, as exemplified in Eric Ries' book The Lean Start-Up, has appropriately focused a great deal of attention on the hard decisions and techniques required to create a company from nothing. This is the magic of what Akamai and other multi-product companies achieve as they scale. How did Akamai do it? .
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.
Guest post by Lisa Regan, writer for The Lean Startup Conference, who has created content for a number of startups. In our ongoing exploration of how people actually implement Lean Startup methods in their workplaces, we’re asking practitioners to share their techniques. But this is where the notion of "lean content" comes into play.
In Lean Startup methodology, it’s called a pivot. Use the findings from talking to people, surveys and analytics data to write the copy on your site and decide on the information architecture. Use it for your productdevelopment (and for deciding what to sell in the first place). Relevancy leads to sales.
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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