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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.
Some really great stuff in 2010 that aims to help startups around product, technology, business models, etc. Steve Blank , January 25, 2010 10 Tips for Adding Game Mechanics to a Non-Gaming Service - ReadWriteStart , September 21, 2010 Startups & VCs: Learn How to Design, Market, & Eat Your Own. -
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.
For the last 75 years products (both durable goods and software) were built via Waterfall development. This process forced companies to release and launch products by model years, and market new and “improved” versions. The Old Days – Waterfall Product Development. Then validation ensures the product was built to spec.
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.
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.
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.
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.
When we build products, we use a methodology. But too often when its time to think about customers, marketing, positioning, or PR, we delegate it to "marketroids" or "suits." Many of us are not accustomed to thinking about markets or customers in a disciplined way. a roadmap for how to get to Product/Market Fit."
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.
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.
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.
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. If and only if we cant find any market for our current vision is it appropriate to change it. So how do you know its time to change direction?
On one axis we have the degree of market uncertainty for a given industry. For "cure for cancer" type businesses, there is no question about who the customer is and what the customer wants, and therefore there is no market uncertainty. We loved the product. Test users loved the product. It was way ahead of its time.
These posts and videos are about logo design , web design , startups, entrepreneurship, small business, leadership, social media, marketing, and more! Design for ContinuousDeployment – [link]. Showcase of unusual and creative product designs – [link]. Don’t Be A Free User – [link].
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? Trying to answer that question at IMVU led me to discover Google AdWords and the world of search engine marketing. SEM is a simple idea.
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.
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.
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.
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.
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.
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.
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.
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.
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?
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.
They are launching their next book, a true field guide for entrepreneurs, called The Lean Entrepreneur: How to Create Products, Innovate with New Ventures, and Disrupt Markets. The book is still in production, so I haven't seen the whole thing yet. Market segments drive your business model.
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?
Third, you market it far and wide. And as for marketing it, this post is already on the first page of Hacker News. How about "teach kids marketing", or "teach kids business skills", or "teach kids financial literacy", or "teach nerds social skills"? Case Study: Continuousdeployment makes releases n. Hint, hint.
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?
In most agile development systems, there is a notion of the "product backlog" a prioritized list of what software is most valuable to be developed next. But, over the years I’ve realized that the toughest problem - the one that matters most and was consistently the most challenging - was figuring out what the product backlog should be.
The results of the Customer Development process may indicate that the assumptions about your product, your customers and your market are all wrong. The results of the Customer Development process may indicate that the assumptions about your product, your customers and your market are all wrong.
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.
I’ve lived through the over-architecture failure – where attempting to prevent all kinds of problems wound up delaying the company from putting out any product at all. Case Study: Continuousdeployment makes releases n. Myth: Entrepreneurship Will Make You Rich Inc Magazine on Minimum Viable Product (and a resp.
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.
Palantir is a deep technical play and we had a lot of code to write just to fill out the product vision that we had already validated with potential customers; it took us two straight years of development to go from early prototypes to software that could be used in production. So what was going on?
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