Product Development in Lean Startups Using Minimum Viable Products and Validated Learning
•Download as PPT, PDF•
0 likes•1,093 views
The document discusses concepts related to lean product development in startups. It mentions that the majority of startups fail because there was no market need for their product/technology, not because they couldn't build it. It emphasizes the importance of developing the minimum viable product with only necessary features to get early feedback. It also discusses principles of failing fast through validated learning, pivoting if needed, and using agile methodologies like Scrum and Kanban that value working software and customer collaboration over heavy processes and documentation.
Recommended
More Related Content
Viewers also liked
Viewers also liked (7)
Similar to Product Development in Lean Startups Using Minimum Viable Products and Validated Learning
Similar to Product Development in Lean Startups Using Minimum Viable Products and Validated Learning (20)
Product Development in Lean Startups Using Minimum Viable Products and Validated Learning
- 1. Product Development in Lean Startups Manoj
- 2. Myself….. What I do? • Product Development India lead What I love to do? • Agile/lean coach • XP mentor What I want to do? • Entrepreneur • Mentor/Trainer twitter - #goodoldmanoj blog - www.goodoldmanoj.com LinkedIn - http://in.linkedin.com/pub/manoj-k-g-csp-pmp/12/811/495
- 3. Ground rules Law of two legs Law of closed mouth
- 9. The vast majority of startup fail NOT because they couldn’t build great product/Technology, but because no one wanted it.
- 11. Minimum Viable Product The product with just the necessary features to get money and feedback from early adopters.
- 13. The first version of Gmail was literally written in a day.” – Paul Buchheit
- 15. Fail fast and Validated Learning
- 16. Pivoting
- 17. They pivoted……….
- 20. Let’s play a game……
- 21. Lean principles
- 22. Heavy weight methodologies Water fall RUP
- 23. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 24. Agile Software Methodologies SCRUM KANBAN
- 25. Thanks….
Editor's Notes
- Change in market trends Shorter product cycle
- Nokia was the world's largest vendor of mobile phones from 1998 to 2012. [7] However, over the past five years it has suffered a declining market share as a result of the growing use of smartphones from other vendors, principally the Apple iPhone and devices running on Google 's Android operating system . As a result, its share price has fallen from a high of US$40 in late 2007 to under US$2 in mid-2012. [10] [11] Although Kodak developed a digital camera in 1975, the first of its kind, the product was dropped for fear it would threaten Kodak's photographic film business. [25] [26] In the 1990s,
- Founded in 2005, YouTube began as a video dating site called " Tune In Hook Up ," similar to HotOrNot.com. When the site failed to gain traction , the founders scrapped the idea, and instead focused on simply sharing videos online. Acquired by Google for around $1.65 billion in stock, YouTube users now upload over 35 hours of video per minute . A great example of a feature becoming its own product, Flickr’s roots lie in the development of an online role-playing game from gaming startup Ludicorp. Recognizing they had developed a solution to a much larger problem, Caterina Fake and husband Stewart Butterfield decided to scrap development of the game, and focus instead on the larger potential of simplifying photo sharing on the web. In 2006, podcasting startup Odeo was quickly made irrelevant after the release of iTunes and other competition. Seeing the writing on the wall, Twitter began as a side project originating from “hackathons” to identify viable new opportunities.