2010 Continuous Deployment Employee Engineer 
Startup Lessons Learned
OCTOBER 20, 2008
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. This engineering manager is a smart guy, and very experienced.
Startup Lessons Learned
OCTOBER 4, 2008
Lessons Learned by Eric Ries Saturday, October 4, 2008 About the author ( Update January, 2010: This post originally dates from October, 2008 back when I first started writing this blog. That institution will touch many people in its life: customers, investors, employees, and everyone they touch as well. My first time at your blog.
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Startup Lessons Learned
JULY 28, 2010
Lessons Learned by Eric Ries Wednesday, July 28, 2010 Case Study: kaChing, Anatomy of a Pivot (The following guest post is a new experiment for this blog. If you havent seen it, Pascals recent presentation on continuous deployment is a must-see; slides are here. kaChing has been very active in the Lean Startup movement.
Startup Lessons Learned
SEPTEMBER 10, 2008
If you want to do continuous deployment, youd better be able to certify that build too, which brings us to. Daily builds are giving way to true continuous integration, in which every checkin to the source control system is automatically run against the full battery of automated tests. Do you make daily builds?
Startup Lessons Learned
JUNE 17, 2010
Lessons Learned by Eric Ries Thursday, June 17, 2010 No departments Big companies have departments. I was an engineer on the engineering team. For one, the engineers consider the artists stupid; the artists consider the engineers arrogant. Startups are companies. Startups aspire to become big companies.
Startup Lessons Learned
SEPTEMBER 30, 2008
When Ive asked mentors of mine who have worked in big companies about the role of the CTO, they usually talk about the importance of being the external face of the companys technology platform; an evangelist to developers, customers, and employees. So I initially gravitated to the CTO title, and not VP of Engineering. Heres my take.
Startup Lessons Learned
MARCH 16, 2009
In the case of C3, that was to run payroll for 87,000 employees, who were presumably receiving payroll before the project began. Last year, I found myself back in Steve Blanks class at Haas, this time trying to teach the students about what its like running engineering alongside customer development. Thats pretty clear.
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