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Lessons Learned by Eric Ries Monday, June 15, 2009 Why ContinuousDeployment? Of all the tactics I have advocated as part of the lean startup , none has provoked as many extreme reactions as continuousdeployment , a process that allows companies to release software in minutes instead of days, weeks, or months.
Lessons Learned by Eric Ries Tuesday, February 10, 2009 Continuousdeployment and continuous learning At long last, some of the actual implementers of the advanced systems we built at IMVU for rapid deployment and rapid response are starting to write about it. At IMVU it’s a core part of our culture to ship.
Lessons Learned by Eric Ries Monday, January 18, 2010 Case Study: Continuousdeployment makes releases non-events The following is a case study of one entrepreneurs transition from a traditional development cycle to continuousdeployment. ContinuousDeployment is Continuous Flow applied to software.
Lessons Learned by Eric Ries Monday, December 28, 2009 Continuousdeployment for mission-critical applications Having evangelized the concept of continuousdeployment for the past few years, Ive come into contact with almost every conceivable question, objection, or concern that people have about it.
Lessons Learned by Eric Ries Monday, August 3, 2009 Minimum Viable Product: a guide One of the most important lean startup techniques is called the minimum viable product. MVP, despite the name, is not about creating minimal products. We have to manage to learn something from our first product iteration.
Lessons Learned by Eric Ries Monday, February 16, 2009 Continuousdeployment with downloads One of my goals in writing posts about topics like continuousdeployment is the hope that people will take those ideas and apply them to new situations - and then share what they learn with the rest of us.
Lessons Learned by Eric Ries Sunday, October 5, 2008 The product managers lament Life is not easy when youre working in an old-fashioned waterfall development process, no matter what role you play. I met one recently that is working on a really innovative product, and the stories I heard from their development team made me want to cringe.
Lessons Learned by Eric Ries Monday, July 13, 2009 The Principles of Product Development Flow If youve ever wondered why agile or lean development techniques work, The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen is the book for you.
Lessons Learned by Eric Ries Monday, January 19, 2009 Lean hiring tips In preparing for the strategy series panel this week, I have been doing some thinking about costs. And all of that cost was caused by one activity: hiring. Hiring is no different from any other company process. Sounds a little abstract, though, doesnt it?
Its had tremendous impact in many areas: continuousdeployment , just-in-time scalability , and even search engine marketing , to name a few. I owe it originally to lean manufacturing books like Lean Thinking and Toyota Production System. Similar results apply in product management, design, testing, and even operations.
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. Each five whys email is a teaching document. and so forth.
I spent some time with his company before the conference and discussed ways to get started with continuousdeployment , 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.
You get increasing growth by optimizing the viral loop , and you get revenue as a side-effect, assuming you have even the most anemic monetization scheme baked into your product. Paid - if your product monetizes customers better than your competitors, you have the opportunity to use your lifetime value advantage to drive growth.
The application of agile development methodologies which dramatically reduce waste and unlock creativity in product development. My belief is that these lean startups will achieve dramatically lower development costs, faster time to market, and higher quality products in the years to come. July 15, 2009 11:18 PM markmontgomery said.
Lessons Learned by Eric Ries Wednesday, February 11, 2009 The free software hiring advantage This is one of those startup tips Im a little reluctant to share, because its been such a powerful source of competitive advantage in the companies Ive worked with. This approach gives you an edge in hiring. Instead, engage with the project.
Thats the conclusion Ive come to after watching tons of online products fail for a complete lack of customers. Our goal is to find out whether customers are interested in your product by offering to give (or even sell) it to them, and then failing to deliver on that promise. Nothing made any difference.
I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software product development team. For more on continuousdeployment, see Just-in-time Scalability.
Lessons Learned by Eric Ries Saturday, November 29, 2008 The ABCDEFs of conducting a technical interview I am incredibly proud of the people I have hired over the course of my career. This second objective plays no small part in allowing you to hire the best. Hiring decisions are among the most difficult, and the most critical.
We loved the product. Test users loved the product. I envisioned the product would be popular with 8 to 12 year old boys. I already knew how the product would be used. The first hire The first hire was critical. Hiring him was a no brainer, and he didn't disappoint. It was way ahead of its time.
In a startup, both the problem and solution are unknown, and the key to success is building an integrated team that includes product development in the feedback loop with customers. If you can build cars with it, Im pretty sure you can use it to add agility and flexibility to any product development process.
If you havent seen it, Pascals recent presentation on continuousdeployment is a must-see; slides are here. It’s common, perhaps the norm, for startups to pivot like that—to discover that a product is catching on in unintended ways worth pursuing. kaChing has been very active in the Lean Startup movement.
Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence. my startup is Blank Label (www.blank-label.com), which is a provider of custom dress shirts that empowers consumers to become the designer of their own product. November 25, 2009 9:54 AM Danny Wong said.
As Steve writes in the Four Steps to the Epiphany , we always seek to find a market for the product as currently specified , not conduct a focus group to tell us what the spec should be. It gave the whole company license to go heads-down building product as fast as possible during the development cycle, acting as a solution team should.
After all, if you already have an all-male startup, you’re already at a disadvantage when it comes to hiring the very women that could fix that imbalance. And yet, when I suggest this practice to hiring managers and recruiters alike, they rarely do it. Beyond hiring, our actual work process matters, too.
When we build products, we use a methodology. We know some products succeed and others fail, but the reasons are complex and the unpredictable. a roadmap for how to get to Product/Market Fit." The theory of Product/Market Fit is one key component of customer development, and I highly recommend Marcs essay on that topic.
The foundation of TPS ( Toyota Production System ) is that people need to be (and feel) productive and society needs people to produce value. We are all engaged in creating valuable (we hope) services for society in some form or other and simultaneously meeting our own need to feel significant and productive.
If the CEO wants to completely change the product in order to serve a new customer segment, you need someone in the room who can digest the needs of the new (proposed) business, and lay out the costs of each possible approach. Labels: product development 15comments: mukund said. Case Study: Continuousdeployment makes releases n.
In my experience, the majority of changes we made to products have no effect at all on customer behavior. This kind of result is typical when you ship a redesign of some part of your product. Without split-testing, your product tends to get prettier over time. First of all, why split-test? One last note on reporting.
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.
Lessons Learned by Eric Ries Saturday, September 13, 2008 SEM on five dollars a day How do you build a new product with constant customer feedback while simultaneously staying under the radar? In a mature company with a mature product, the goal is to pay for lots of people to come to your website. SEM is a simple idea. chatted once?
Case Study: Continuousdeployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuousdeployment 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?
Case Study: Continuousdeployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuousdeployment 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?
The team hired only the best and the brightest. 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. Meanwhile the drawbacks of functional departments can cause real and lasting harm. The engineering team wasn’t happy either.
Lessons Learned by Eric Ries Sunday, April 26, 2009 Product development 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 product development. We didnt think wed able to compete with that.
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.
Labels: agile , continuousdeployment 1 comments: timothyfitz said. Case Study: Continuousdeployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuousdeployment for mission-critical applica. and more ► January (6) Lo, my 18891 subscribers, who are you?
Now he really thought I was nuts, replying "from the recruiter who hired me, of course!" If youre hiring creative, resourceful and smart people (and you are screening for that , right?) Take a failed product launch. post) is very similar, I think the key is to hire smart people first, though. Are you hiring sysadmins?
Case Study: Continuousdeployment makes releases n. Towards a new entrepreneurship ▼ 2009 (88) ► December (4) Continuousdeployment for mission-critical applica. Please teach kids programming, Mr. President Work in small batches Continuousdeployment with downloads What is a market? (a
Startups especially can benefit by using technical debt to experiment, invest in process, and increase their product development leverage. The biggest source of waste in new product development is building something that nobody wants. Unfortunately, customers hated that initial product.
Customers dont care if you have good metrics, only if you have a good product. And while its true that metrics sometimes can lead to a better product, in my experience just as often they had led to no insight whatsoever, like fancy reports that nobody reads or after-the-fact rationalizations (with graphs!) Well, lack of usage, really.
Lessons Learned by Eric Ries Wednesday, June 2, 2010 The Five Whys for Startups (for Harvard Business Review) I continue my series for Harvard Business Review with the Lean Startup technique called Five Whys. Five Whys has its origins in the Toyota Production System. Five Whys has its origins in the Toyota Production System.
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.
This is the first post that moves into making specific process recommendations for product development. Everyone was in the flow; the team was hyper-productive. In many cases, they did the impossible, building a new product faster, cheaper, and better than anyone could have predicted.
Five Why’s rarely works for general abstract problems like “our product is buggy&# or “our team moves too slow.&# The net effect of all this was to make new engineers incredibly productive right away – in most cases, we’d have them deliver code to production on their very first day.
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