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Lessons Learned by Eric Ries Monday, March 16, 2009 Combining agile development with customerdevelopment Today I read an excellent blog post that I just had to share. 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.
The application of agile development methodologies which dramatically reduce waste and unlock creativity in product development. See CustomerDevelopment Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the CustomerDevelopment process.
There are several ways to make progress evident - the Scrum team model is my current favorite. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? When its receding, we rescope. Do you have a spec? I think the new question needs to be "does the team have a clear objective?"
Darn good - I have struggled in relevant conversations with our in house move to scrum/agile. Are the engineers in the customerdevelopment team allowed to push quick and dirty "prototypes" to production? The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup?
Eventually, I hope to get them on a full agile diet, with TDD, scrums, sprints, pair programming, and more. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? No departments The Five Whys for Startups (for Harvard Business R. Take a look and let me know what you think. Amazon PostRank
Thats the essence of so many of the lean startup techniques Ive evangelized: customerdevelopment , the Ideas/Code/Data feedback loop , and the adaptation of agile development to the startup experience. Answering that question is what Im striving to do on this blog (and at future webcasts and workshops ). Register here.
When youve mastered that, consider adding operations, customer service, marketing, product management, business development - the idea is that when the team needs to get approval or support from another department, they already have an "insider" who can make it happen. At IMVU, we found 60 days was just about right.
Heres something I can relate to: We used assembla for subversion, scrums, milestones, wikis, and for general organizational purposes. We had all the tools in place but we didn’t actually practice agile development. Scrum reports would come in once a month, nobody was actually responsible for anything.
At IMVU , we called this person a Producer (revealing our games background); in Scrum , they are called the Product Owner. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? What is customerdevelopment? No departments The Five Whys for Startups (for Harvard Business R.
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