Startup Lessons Learned

MARCH 25, 2009

This workshop brings together leading thinkers from Lean Production and Lean software. Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ▼ 2009 (88) ► December (4) Continuous deployment for mission-critical applica. Two Ways to Hold Entrepreneurs Accountable (for Ha.

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Agile Lean San Francisco Continuous Deployment 60

Startup Lessons Learned

OCTOBER 28, 2008

We pitch to potential partners, vendors, publishers, conferences, employees, and even lawyers. Its different from selling a product, because it is not part of our regular business practice, is not something that relates to our core competence, and tends not to happen in a repeatable and scalable way. whats the launch plan?

San Francisco 128

San Francisco Lean Continuous Deployment DC 128

Startup Lessons Learned

SEPTEMBER 30, 2008

When Ive asked mentors of mine who have worked in big companies about the role of the CTO, they usually talk about the importance of being the external face of the companys technology platform; an evangelist to developers, customers, and employees. Labels: product development 15comments: mukund said. What made them exceptional?

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CTO Fractional CTO CTO Hire Technical Review 168

Startup Lessons Learned

JULY 3, 2009

The same has been true of an unfortunate number of startups, they manage to generate a lot of hype, raise a lot of money, and sometimes make some of their investors, employees, or founders rich. ericries #leanstartup Another new idea in the section on continuous deployment and the cluster immune system. Danger, Will Robinson.

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Lean San Francisco Continuous Deployment Cofounder 60

Startup Lessons Learned

MARCH 17, 2009

Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ▼ 2009 (88) ► December (4) Continuous deployment for mission-critical applica. Tell your Startup Visa story Speaking 2010: Webstock, GDC, Web 2.0, and more ► January (6) Lo, my 18891 subscribers, who are you?

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Lean San Francisco Web Continuous Deployment 76

Startup Lessons Learned

JUNE 17, 2010

The art team would often be involved in the specification phase of a new feature, since they were responsible for the look-and-feel of the product. Not to be outdone, the technologists on the team had also brought their big guns, and the meeting was packed with employees of every level – from VP’s all the way down to me.

Technical Review 164

Technical Review San Francisco Lean Software Review 164

Startup Lessons Learned

OCTOBER 26, 2009

Many companies seek to involve customers directly in the creation of their products. The key to successful integration of customer feedback is to make each kind of collection part of the regular company discipline of building and releasing products. Just those few IM features made the product dramatically better.

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Advisory Board Customer San Francisco Lean 151

Startup Lessons Learned

OCTOBER 20, 2008

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 product development process. He has a good team, and theyve shipped a working product to many customers.

Software Review 164

Software Review Engineer Management Technical Review 164

Startup Lessons Learned

APRIL 14, 2009

This may sound crazy, coming as it does from an advocate of c harging customers for your product from day one. Their product definition fluctuates wildly – one month, it’s a dessert topping, the next it’s a floor wax. In fact, this company hasn’t shipped any new products in months. What’s going on?

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Customer San Francisco Lean Hockey Stick 167

Startup Lessons Learned

OCTOBER 19, 2009

Lessons Learned by Eric Ries Monday, October 19, 2009 Inc Magazine on Minimum Viable Product (and a response) Inc Magazine has a great new piece up about the increasing use of the Minimum Viable Product by businesses (and not just startups). Like many companies, TPGTEX rolls out new products several times a year.

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San Francisco Product Lean Continuous Deployment 137

Startup Lessons Learned

MARCH 4, 2009

Every product ultimately is satisfying a need in the customers who buy it or use it. Products that dont solve satisfy any need for any customers tend to die out quickly. The more painful curse for startups is the product that satisfies a need or solves a problem - but that problem is not very important. Thats an early adopter.

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San Francisco Lean Continuous Deployment DC 68

Startup Lessons Learned

MAY 7, 2009

I spent some time with his company before the conference and discussed ways to get started with continuous deployment , including my experience introducing it at IMVU. They were deploying to production with every commit before they had an automated build server or extensive automated test coverage in place.

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San Francisco Continuous Deployment Software Review Lean 131

Startup Lessons Learned

MARCH 23, 2009

Lessons Learned by Eric Ries Monday, March 23, 2009 Venture Hacks interview: "What is the minimum viable product?" So, the minimum viable product is that product which has just those features (and no more) that allows you to ship a product that resonates with early adopters; some of whom will pay you money or give you feedback.

San Francisco 167

San Francisco Lean Continuous Deployment Audio 167

Startup Lessons Learned

OCTOBER 30, 2008

Over-communicate with employees, investors, customers. Ive also used the voluntary salary reduction tool - its particularly useful as a way to get passionate employees who dont have a lot of personal expenses to buy into the mission of the company at a deep level. Case Study: Continuous deployment makes releases n.

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Lean San Francisco Continuous Deployment DC 121

Startup Lessons Learned

FEBRUARY 7, 2010

Whether youre a US citizen or an immigrant, entrepreneur or investor, founder or employee, theres something you can do. Whether youre a US citizen or an immigrant, entrepreneur or investor, founder or employee, theres something you can do. Case Study: Continuous deployment makes releases n. Soon, I promise.

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San Francisco DC Startup Lean 118

Startup Lessons Learned

JUNE 23, 2009

Priority will be given to employees of companies participating in the fbFund REV program, but I am confident that there will be room for members of the general public who want to attend. Case Study: Continuous deployment makes releases n. Pivot, don't jump to a new vision Why Continuous Deployment?

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Lean San Francisco Continuous Deployment DC 74

Startup Lessons Learned

SEPTEMBER 19, 2009

In my presentation this morning, I emphasized three key areas: reducing the personal cost of failure for entrepreneurs, innovation-friendly legal reforms, and access to the digital means of production (slides from my White House presentation are available at the end of this post). Case Study: Continuous deployment makes releases n.

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San Francisco Founder DC Washington 150

Startup Lessons Learned

JUNE 21, 2010

A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty. And yet, we so often loose sight of the fact that startups are not their products, their technological breakthroughs, or even their data. Let’s take each of these pieces in turn.

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San Francisco Startup Lean Continuous Deployment 168

Startup Lessons Learned

MARCH 3, 2009

Lessons Learned by Eric Ries Tuesday, March 3, 2009 Employees should be masters of their own time Every startup should have a culture of learning. The rule is simple: every employee is 100% responsible for how they spend their time. The suggestion is that you implement one single company-wide rule. I asked why.

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Employee San Francisco Lean Software Review 146

Startup Lessons Learned

MARCH 31, 2009

That survey is the minimum viable product! Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ▼ 2009 (88) ► December (4) Continuous deployment for mission-critical applica. Thanks April 1, 2009 10:24 AM Anonymoussaid. Come on Hazem, dont you read any Eric Reis?

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Lean San Francisco Continuous Deployment DC 68

Startup Lessons Learned

JULY 2, 2009

Five Why’s rarely works for general abstract problems like “our product is buggy&# or “our team moves too slow.&# For example, I often cite a real example of a problem that has as its root cause a new employee who was not properly trained. If new employees are causing problems, that will be a routine topic.

San Francisco 164

San Francisco Lean Technical Review Software Review 164

Startup Lessons Learned

AUGUST 20, 2009

Because this radical notion of progress is located firmly in the heads of its employees, and not in any artifacts they produce, the lean startup is employee-centric and knowledge-obsessed. How about a fictive short story about few guys starting up a web product company on lean startup way? It is a truly fun place to work.

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Lean San Francisco Startup Continuous Deployment 68

Startup Lessons Learned

NOVEMBER 13, 2008

Lessons Learned by Eric Ries Thursday, November 13, 2008 Five Whys Taiichi Ohno was one of the inventors of the Toyota Production System. His book Toyota Production System: Beyond Large-Scale Production is a fascinating read, even though its decidedly non-practical. why did that code get written?

Software Review 167

Software Review Technical Review San Francisco Continuous Deployment 167

Startup Lessons Learned

MAY 1, 2009

Heres the working definition Ive started using: A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty. A: have them deploy code to production on their first day as an employee. Case Study: Continuous deployment makes releases n. made a big impression.

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Lean San Francisco Startup Continuous Deployment 60

Startup Lessons Learned

SEPTEMBER 27, 2010

One of the sayings I hear from talented managers in product development is, “good enough never is.&# This is precisely the dilemma that the doctrine of minimum viable product is designed to solve. Almost everything we know today about how to build quality products in traditional management has its origins with W.

San Francisco 167

San Francisco Lean Continuous Deployment Software Review 167

Startup Lessons Learned

JULY 9, 2009

Id been on the internet since I was playing MUDs as a kid, but by 1999 I felt Id already missed the boat. Then I wouldnt have the chance to work with the incredible employees and mentors from whom I learned so much. All my products and ideas focus on early cash and a business model that works from the first day.

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San Francisco Lean Continuous Deployment DC 94

Startup Lessons Learned

MARCH 13, 2009

Announce a new product, start its PR campaign, and engage in buzz marketing activities. Marketing launch) Make a new product available to customers in the general public. Product launch) In todays world, there is no reason you have to do these two things at the same time. Establish credibility with potential partners.

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San Francisco PR Lean Early Stage 168

Startup Lessons Learned

NOVEMBER 29, 2008

On the one hand, it gives you insight into what kind of employee the candidate might be. The technical interview is at the heart of these challenges when building a product development team, and so I thought it deserved an entire post on its own. At IMVU , most of them thought our product was ridiculous at best; hopeless at worst.

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San Francisco Lean Agile Java 146

Startup Lessons Learned

FEBRUARY 11, 2009

Although he didnt know much about our app when he started, he was able to be productive from day one, because we immediately put him to work extending our applications use of the library in question. Thats all helpful for recruiting, retaining, and ramping-up a new employee. Case Study: Continuous deployment makes releases n.

Software Review 68

Software Review Software Hiring San Francisco 68

Startup Lessons Learned

AUGUST 1, 2009

He doesnt put out crappy, buggy products and then ask for feedback. My normal answer is that I dont really think thats how Apple products are built. Thats what so many techniques that I advocate are all about: customer validation , minimum viable product , vision pivots , and even throwing away working code. It just wasnt great.

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San Francisco Lean Continuous Deployment DC 166

Startup Lessons Learned

MARCH 27, 2009

This is why I constantly stress the need to set specific, actionable targets for new product initiatives or new feature split-tests. Customer Development : a disciplined approach to finding out if there is a market for your product before its too late. Case Study: Continuous deployment makes releases n.

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San Francisco Lean Continuous Deployment DC 117

Startup Lessons Learned

OCTOBER 6, 2008

Lessons Learned by Eric Ries Monday, October 6, 2008 When NOT to listen to your users; when NOT to rely on split-tests There are three legs to the lean startup concept: agile product development , low-cost (fast to market) platforms , and rapid-iteration customer development. The most common need is becoming more customer-centric.

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San Francisco Lean Continuous Deployment Agile 128

Startup Lessons Learned

NOVEMBER 17, 2008

But they are often counter-productive when placed in a management role for other kinds of work. Successful products and features have a natural lifecycle. The problem is that people who were essential to the product in a previous phase can get carried along and find themselves stuck downstream.

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San Francisco Lean Continuous Deployment DC 79

Startup Lessons Learned

MARCH 24, 2009

These decisions are critical to the success of any high-engagement product, and they take place entirely inside the minds of customers. Its the ultimate high-engagement product. Your product has become part of a customers daily ritual, like Facebook has for a lot of people. Impressive. And yet, WoW never sends me emails.

Metrics 88

Metrics San Francisco Lean Viral 88

Startup Lessons Learned

DECEMBER 7, 2008

In a few cases, they are clearly smart people in a bad situation, and Ive written about their pain in The product managers lament and The engineering managers lament. The "just fix it" mentality is counter-productive here. At the end of the day, the product development team of a startup (large or small) is a service organization.

Software Review 94

Software Review Technical Review San Francisco Part-Time VPE 94

Startup Lessons Learned

DECEMBER 6, 2008

Lessons Learned by Eric Ries Saturday, December 6, 2008 The four kinds of work, and how to get them done: part three Those startups that manage to build a product people want have to deal with the consequences of that success. And still being a startup means continuing to innovate as well as keep the lights on.

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San Francisco SCRUM Lean Continuous Deployment 74

Startup Lessons Learned

SEPTEMBER 13, 2010

Most of the article is about the features – new and old – of the product. Are employees paying more attention to those reports than to the positive press coverage? For understanding what’s really going on with a product, this alternate form is far superior. But is that true? I sure hope so. But is that true?

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San Francisco Metrics Lean PR 154