近年來新創產業盛行，相信也是許多軟體從業人員夢寐以求的工作經歷。 但是，Lean Startup的概念是否僅適用於小而美的新創團隊？有沒有可能在大型企業中施行？又該如何執行呢？這些懷疑也應運而生。 趨勢科技作為國際級資安技術領先的軟體公司，我們從2007年在軟體研發團隊導入Agile Mentality並已獲得一定的成效。下一步，如何將這些Agile的能力與Business Model結合，快速而確實地做出客戶真正想要且有商業價值的產品，成為我們的新課題。此次的演講中，我們將分享從Agile到Lean Startup，趨勢在軟體開發上所面臨的挑戰和演變、lesson learned，與因應的作法。

1. 贊 助 單 位：協 辦 單 位：
主 辦 單 位：AgileCommunity.tw
從 Agile 到 Lean Startup
趨勢的軟體開發之旅
Jason L Lin（林立仁）
Principal Engineer
Trend Micro R&D (SQA/SEPG)

2. 大綱
• 趨勢科技的 Agile 導入
• 新的問題和挑戰
• 我們的精創甘苦談 － 成功經驗與失敗教訓
• Fast Business Validation Process
• Q & A
AgileCommunity.tw

3. 趨勢科技
• 成立於 1998 年
• 員工人數：5112
• 研發中心：台灣、中國、美加、日本 （全球 36 辦事處）
• 品牌價值：13.16 億美元
• 願景：一個交換數位資訊零風險的世界
• 經營理念：
–自我提升、保持創新領先地位
–滿足客戶需求
–全球研究與支持
AgileCommunity.tw

4. 業界領先、台灣之光
AgileCommunity.tw

5. 2007
2009
2012
2015
趨勢的 Agile 之旅
AgileCommunity.tw
Agile
Mentality

6. AgileCommunity.tw

7. 市場瞬息萬變 …
AgileCommunity.tw

8. 公司內的雜音
AgileCommunity.tw
這功能真的有用嘛？
Engineer 自己做出來的產品叫我們
拿去賣。天知道客戶在哪裡？
PM 一直加 feature，還要
守住產品的品質，怎麼可能！
每次都得花這麼多時間來說服 RD，PM 是不是應
該有更彈性的 resource 來快速反應客戶需求？
根本沒幾個客戶，有必要把 quality
搞到那麼好嗎？浪費時間！
那是 PM 說要做的，
別問我！
這設計還不夠 perfect，為什
麼這麼趕？
我根本不 buy in 這個 idea，我都按 PM
的需求交付了，產品不賣跟我無關！不知為何而戰！？

9. Users /
Customers
Needs
組織上的隔閡
AgileCommunity.tw
Product
Manager
Require-
ment
Software Designer
Product
Support
Operation
UI Designer RD QA
Requirement 往往來
自於組織內的“英雄”
開發團隊孤立於客戶之外，
聽不見客戶的聲音

10. 面臨的挑戰
AgileCommunity.tw
High Growth Low Growth
1
2 3
4
Material
Not Material
Future Rewards
PresentRewards
Growth Mature
Emerging Decline
Source: “Escape Velocity” by Geoffrey A. Moore

11. AgileCommunity.tw

12. Lean Startup vs. Agile
AgileCommunity.tw
Steve Blank
(still alive)

13. 精創之旅
AgileCommunity.tw
…

14. Lean Startup -
Validated Learning Cycle
AgileCommunity.tw

15. The Rise of Lean …
AgileCommunity.tw
Lean
Startup
(A Model)
Lean
Analytics
Lean UX
Lean……
Running
Lean
Practical measures in
6 types of business
Process, Tool,
Interview Skills
UX practice
change

16. AgileCommunity.tw
成功經驗
(Mobile App Virtualization)
Concierge
MVP
Video MVP
Online MVP
A few
Trenders
People w/
customer insight
or connection
Dedicated team (scaled) (e.g. IT)
Demo to sales
& customers
Deliver to sales & customers
TimeProduct validationProduct validation
Customer Seg.Customer Seg.
Sales
…

17. 成功經驗
(Mobile App Virtualization)
AgileCommunity.tw
Quality & UsabilityQuality & Usability

18. [MKT/PM/JM/HIE] Validate Product Value
成功經驗
（Home Network Security)
AgileCommunity.tw
Product Value ValidationProduct Value Validation
Cycle 1
[MKT/PM]
Overall Research
Plan
Cycle 2 Cycle 3 Cycle 4
• 3 wks
• Overall research plan
approved by
executives
• 1 month per cycle
• Product concept validated by
mockup UI
• 3-6 users validated in each cycle

19. [PDG/PM/HIE] MVP Validation
成功經驗成功經驗
（Home Network Security)
AgileCommunity.tw
MVP ValidationMVP Validation
Iteration 1
[PDG/PM/HIE]
Iteration 0 Iteration 2 Iteration 3 Iteration 4
• 2 months
• Hardware selection &
kernel engine porting
& integration
• App build-up
• Cloud service build-
up
• 3 wks per iteration
• Agile development
• POC quality
Home
Visit 1
Home
Visit 2
20 internal
testers
100 external
testers
• 1 wk for each
round
• JM/PM/HIE/JP
MKT to visit 6
users’ home in
each round for
observation and
feedback
collection

20. Lesson Learnt
• Marketing & Sales 介入得太晚
• Feature-driven 的商業模式
• 無效的驗證＆學習
– 誤導式驗證
– 沒有定價策略
– 背後阻擋軸轉的手
• 小團隊的確幸
• 頭先洗下去了
AgileCommunity.tw
浪費 風險
協作
模式

21. 下一步?
AgileCommunity.tw
Customer Development Process
From the book 「The four Steps to the Epiphany」by Steve Blank
Objective: To build a sustainable/scalable business with minimal waste
(time and cost) by mitigating risks through “Fast Business Validation
Process” in an iterative manner

22. 使用工具
AgileCommunity.tw
LEAN
Canvas
• Problem – it’s worth to resolve for
specific/potential customer Segments
• Solution – it’s what early adopter
willing to pay.
Market
Business
Model Canvas
Efficiency
• Scale Execution
• Reach mainstream customers

23. Fast Business
Validation Process
AgileCommunity.tw
Step 3 Product/Market FitStep 2 Problem/Solution FitStep 1 Initialization
Lean
Canvas
Lean
Canvas
Validation
Plan
Validation
Plan
Problem
Validation
Problem
Validation
Solution
Validation
Solution
Validation
MVP
Development
MVP
Development
Product
/Market
Validation
Product
/Market
Validation
Focus Focus Focus
• Generate Canvas
• Identify highest risks
1. Product Risk
2. Customer Risk
3. Market Risk
• Validation Plan
• BVT(Business Validation Team)
Forming
1. Product Risk -
What problems worth to solve
and how?
2. Customer Risk -
Who has the pain?
3. Market Risk -
How much they are willing to
pay?
• MVP development
& validation
1. Product Risk -
What is the UVP (Unique Value
Proposition)?
2. Customer Risk -
Whether channels can reach
early adopters?
3. Market Risk-
Is the price right ?

24. Validation Plan &
Risk Prioritization
AgileCommunity.tw
High
Uncertainty
Low
Uncertainty
High
Risk
Low
Risk
Problem
Existing
Alternativ
e
Solution Unique
Value
Proposition
Unfair
advantag
e
Customer
segment
Key
metrics
Channels
Cost Structure Revenue streams
Eg. 1st version Canvas
unknownunknown
unknownunknown
unknownunknown unknownunknown
6. Revenue Streams
8. Key Metrics
9. Unfair Advantage
1. Problem
2. Customer Seg.
5. Channel
7. Cost Structure
3. Unique value
proposition
4. Solution
unknownunknown
Prioritization
Prioritized Canvas for 1st Validation Plan

25. Business Validation Team
AgileCommunity.tw
Product Risk
Customer
Risk
Market Risk
PM
PM
PM
PM
RD, HIE
Marketing
Marketing Marketing
Marketing
Sales, TS, BD
Sales, TS, BD
Sales, TS, BD
PM is accountable owning the entire business model and making all the pieces
fit

26. 新興產品的作法與思維
AgileCommunity.tw
Experimentation :
Continuous
Customer Validation
Big Design Up Front
Quick release
Long Cycle
Validated learning
OVER
Product Quality
Measures:
Outcome
Output
One team:
Common goals,
flatting management
and collaboration.
Limited Roles
Build a sustainable
business
Build a Product

27. User Research & Validation
AgileCommunity.tw
Strategizing Design Develop
Evaluative
User Research
Concept Validation
Design Validation
Product Validation
Exploratory
User Research
Opportunity
Exploration

28. 跨越鴻溝
AgileCommunity.tw
Key
Partner
Key
Activities
Value
Proposition
Customer
Relations
hips
Customer
segment
Key
Resources
Channels
Cost Structure Revenue streams
Problem
Existing
Alternativ
e
Solution Unique
Value
Proposition
Unfair
advantag
e
Customer
segment
Key
metrics
Channels
Cost Structure Revenue streams
Product Market Efficiency Market

29. AgileCommunity.tw
 With BU Head’s endorsement, will validate & pivot the
process in 2016 emerging products / projects
 Continuously collect and tailor good practices to
support process activities execution smoothly

30. Thank You!!
AgileCommunity.tw
https://www.facebook.com/tmfreshman/