Startup Lessons Learned
NOVEMBER 13, 2008
Because five whys kept turning up a few key metrics that were hard to set static thresholds for, we even had a dynamic prediction algorithm that would make forecasts based on past data, and fire alerts if the metric ever went out of its normal bounds. Case Study: Continuous deployment makes releases n.
Startup Lessons Learned
SEPTEMBER 30, 2008
Ive forecasted the issues you have spoken of without entertaining the thoughts of solutions like you have. Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuous deployment for mission-critical applica.
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Startup Lessons Learned
JUNE 5, 2009
Companies that reliably fail to make their forecasted numbers are exceptionally prone to “management retooling.&# Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ▼ 2009 (88) ► December (4) Continuous deployment for mission-critical applica.
Startup Lessons Learned
OCTOBER 30, 2008
Get 18 months or more of cash (runway) in the business against a conservative forecast. Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuous deployment for mission-critical applica. Act now, act with speed. Use Google Apps.
Startup Lessons Learned
FEBRUARY 7, 2013
Struggling to explain the successes and failures of those companies, I discussed principles like continuous deployment, customer development, and a hyper-accelerated form of agile. My personal background was as an engineer and my companies had been Web-based startups, so that is what I wrote about.
Startup Lessons Learned
JULY 9, 2009
Talking about trends is more about trying to forecast the future, like a guru, sometimes it works, sometimes not. Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ▼ 2009 (88) ► December (4) Continuous deployment for mission-critical applica. About spot trends.
Startup Lessons Learned
JULY 13, 2009
After all, when upper management has been told a project will succeed for 4 years, it is very hard for anyone in middle management to stand up and reverse this forecast. Case Study: Continuous deployment makes releases n. It becomes a death march where all participants know they are doomed, but no one has the power to stop.
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