Architecture Continuous Deployment Development Team Review 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
APRIL 26, 2009
The idea of leverage is simple: for every ounce of effort your product development team puts into your product, find ways to magnify that effort by getting many other people to invest along with you. That engine of creativity has led to a catalog of something like 2 million virtual goods authored by a hundred thousand developers.
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Startup Lessons Learned
JULY 13, 2009
But it goes beyond that, including techniques for improving the economics of product development. Reinertsen weaves together ideas from lean manufacturing, maneuver warfare, queuing theory, and even the architecture of computer operating systems and the Internet. That is what we started with on the Internet 30 years ago.
Startup Lessons Learned
NOVEMBER 29, 2008
Finding great engineers is hard; figuring out whos good is even harder. The technical interview is at the heart of these challenges when building a product development team, and so I thought it deserved an entire post on its own. I have found this quite rare in engineers. At the time, I was a die-heard Java zealot.
Startup Lessons Learned
DECEMBER 7, 2008
In a few cases, they are clearly smart people in a bad situation, and Ive written about their pain in The product managers lament and The engineering managers lament. I know them right away - we can talk high-level architecture all the way down to the bits-and-bytes of his system. Hire a CTO or VP Engineering. Just change it.
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