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We use SCRUM. As its official website suggests, it is a better way of building products. Moreover, scrum and agile aren’t the same thing. The first and foremost shelf of the scrum framework is the product backlog. Now that all of this is set, who is going to manage the scrum team? Startups and SCRUM.
Different ways of working are better suited to different industries and business sizes, so it’s crucial to consider these sorts of things before you begin hiring or go to market. One of the major benefits of using a SOM approach is that productdevelopment costs are drastically decreased and technical risk is also reduced.
Successful collaboration between a company’s business development and productdevelopment requires mutual understanding and purpose. Hire T-Shaped People. Make sure to hire T-shaped individuals. Workflow solutions can make a huge impact on the productivity of a team if the communication is well-facilitated.
Everyone has to be a generalist and able to work on any kind of problem - specialists will be (at best) somewhat bored and (at worst) highly distracting because they want to steer productdevelopment into whatever realm they specialize in. Stage 2: The first hires. Don’t do that stuff.
Ideally, the economics of a development investment look like those of a cash investment; typically, a seed investor will get no more than about 20% of a company for his capital. Second, the company must eventually own the productdevelopment and maintenance functions in-house.
XP and Scrum don’t have much to say - they punt. Its by far the hardest part of the puzzle of shipping successful products and both recommend that you get a customer in the room and ask them to clarify what they want as you go. Labels: customer development , productdevelopment 8comments: Sarah Milstein said.
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 productdevelopment team. He wrote it in 2000, and as far as I know has never updated it.
Speed of productdevelopment, of brand-building, of customer acquisition, of team-building and talent aggregation. They set goals like “growing 5% next year” or “hiring a new salesperson” or “redesigning the email newsletter.” Like Uber raising $8.7 billion over 7 years. Or Airbnb raising $2.3 billion over 8. Dream a little.
Startups especially can benefit by using technical debt to experiment, invest in process, and increase their productdevelopment leverage. The biggest source of waste in new productdevelopment is building something that nobody wants. Leverage productdevelopment with open source and third parties.
The application of agile development methodologies which dramatically reduce waste and unlock creativity in productdevelopment. See Customer Development Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the Customer Development process.
Eventually, I hope to get them on a full agile diet, with TDD, scrums, sprints, pair programming, and more. But first I think we need to save the product manager from that special form of torture only a waterfall productdevelopment team can create. Labels: productdevelopment 8comments: Vincent van Wylick said.
For starters, theres whole volumes that need to be written about how to actually find and hire the people your startup needs. But most startups succeed in hiring, one way or another, and are still left with the problems of organizing the people that rapid growth brings in. At IMVU, we found 60 days was just about right.
I have been using various forms of Agile development -- mainly XP and Scrum -- for many years, but only recently came across "customer development" which makes a whole lot of sense to me. Productdevelopment leverage Validated learning about customers Built to learn Web 2.0 Excellent post.
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.
I believe its important that product teams be cross-functional, no matter what other job function the product champion does. At IMVU , we called this person a Producer (revealing our games background); in Scrum , they are called the Product Owner. .
AgileZen – project management visually see and interact with your work Kanbanery – Simple online team or personal kanban board LeanKit Kanban – Great for visualizing work of productdevelopment Kanban Pad – “Nice and lean” and free online Kanban tool Banana Scrum – A tool simple as Scrum itself.
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