Startup Lessons Learned

SEPTEMBER 15, 2008

Lessons Learned by Eric Ries Monday, September 8, 2008 The lean startup Ive been thinking for some time about a term that could encapsulate trends that are changing the startup landscape. After some trial and error, Ive settled on the Lean Startup. I like the term because of two connotations: Lean in the sense of low-burn.

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Lean San Francisco Startup Continuous Deployment 168

Startup Lessons Learned

MARCH 16, 2009

XP and Scrum don’t have much to say - they punt. Ever since that time, I have struggled to explain how the feedback loop in customer development should interface with the feedback loop in product development. What causes projects like this to fail in traditional software development is that the solution is unknown.

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Agile Customer Development Developer San Francisco 111

The Next Web

MARCH 24, 2013

But between visioning sessions, collaborative software development and Linus’ Law of bug detection — we’ve been taught to accept the wisdom of crowds as necessary to most startup decision-making. Investor and 500 Startups founder Dave McClure offered TNW a few of his thoughts. You know what’s cool?

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The Next Web

SEPTEMBER 8, 2013

Christian Jurinka is Chief Engagement Officer and Co-founder of Attack! There is no better person to lean on while wading through uncharted waters than a guide who knows each bend and what it has to offer. Talking scrum to creative won’t work as well as to developers. Partner with champions.

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Management SCRUM Cofounder Software Developers 139

David Teten

OCTOBER 1, 2015

Should you co-found your company with a software development shop? I’ve talked with a number of software development shops who are eager to get into the business of cofounding companies, i.e., getting product revenue and equity instead of just consulting revenue. equity that belongs to departed cofounders)?

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Software Developers Software Development Software Review Technical Cofounder 60

Startup Lessons Learned

DECEMBER 6, 2008

When youve mastered that, consider adding operations, customer service, marketing, product management, business development - the idea is that when the team needs to get approval or support from another department, they already have an "insider" who can make it happen. At IMVU, we found 60 days was just about right.

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