Acclaim for THE LEAN STARTUP

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eturning a 500 error. Proportional investment: Jim—We’ll work on the API, but let’s make our CMS more forgiving for the user. Allow users to add and edit drafts without errors for a better user experience. Why do we add additional gems that we don’t intend to use right away? Answer: In preparation for a code push we wanted to get all new gems ready in the production environment. Even though our code deployments are fully automated, gems are not. Proportional investment: Bennett—Automate gem management Why was the content API returning 500 errors? Answer: The bson_ext gem was incompatible with other gems it depends upon. Proportional investment: King—Remove the gem (already done to resolve the outage). Why was the gem incompatible? Answer: We added a new version of the gem in addition to the existing version and the app started using it unexpectedly. Proportional investment: Bennett—Convert our rails app to use bundler for gem management. Why did we add a new version of a gem in production without testing? Answer: We didn’t think we needed a test in these cases. Proportional investment: Bennett and Jim—Write a unit or functional test in the API and CMS that will catch this in the future.
and installation into Continuous Integration and Continuous Deployment process. Bonus—Why are we doing things in production on Friday nights? Answer: Because no one says we can’t and it was a convenient time for the developer to prepare for a deployment we’d be doing on Monday. Proportional investment: Tony—Make an announcement to the team. There will be no production changes on Friday, Saturday, or Sunday unless an exception has been made and approved by David (VP Engineering). We will reevaluate this policy when we have a fully automated continuous deployment process in place. As a result of this Five Whys session and the proportional investments we made, our deployments are easier, quicker, and never again will our process allow a developer to place gems into production systems with unintended consequences. Indeed, we have not had another issue like this. We strengthened our “cluster immune system” as you would say. Without the Five Whys, we would have never discovered all of the information we did here. My guess is that we would have told that one developer to not do stupid things on Friday nights and moved on. This is what I emphasized earlier, where a good Five Whys session has two outputs, learning and doing. The proportional investments that came out of this session are obviously valuable, but the learnings are much more subtle, but amazing for growing as developers and as a team.
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Acclaim for THE LEAN STARTUP
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—Geoffrey Moore, author, Crossing
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Copyright © 2011 by Eric Ries All
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Contents Cover Title Page Copyright
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Introduction S top me if you’ve h
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can be engineered by following the
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product vision. These supposed xes
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entrepreneurship, the movement has
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have neither. The second problem is
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shooting in the dark. We are relyin
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Part One VISION
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previous time in history. This has
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manufacturing is measured by the pr
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Every new version of a product, eve
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Products change constantly through
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2 DEFINE WHO, EXACTLY, IS AN ENTREP
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ecosystem regardless of company siz
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In 2009, a startup decided to try s
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accountable. In other words, cultiv
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signicant number of existing custom
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3 LEARN A s an entrepreneur, nothin
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ventures that had failed, and we we
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moving parts that we had to cut a l
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Out of desperation, we decided to t
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eight.” We had no idea how many i
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eliminate it has allowed lean compa
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trying to convince investors, emplo
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gathered suggested new experiments
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entrepreneur in residence. I’ve a
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FROM ALCHEMY TO SCIENCE The Lean St
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1. It had more accurate data about
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nicely. Yet despite all that work,
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second time? How many are willing t
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finding justified the significant e
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them to dry, which takes two to sev
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and innovation to make the agency m
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have the opportunity to closely mon
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Part Two STEER
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This Build-Measure-Learn feedback l
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objectively; they are also invaluab
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spent. In other words, Facebook als
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The problem with analogies like thi
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the biggest market opportunities in
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To demonstrate, take a look at the
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conversations were designed to answ
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6 TEST G roupon is one of the faste
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At IMVU, when we were raising money
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Most entrepreneurs approach a quest
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made a video. The video is banal, a
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sign up for a new service sight uns
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city?” and the technology flails.
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with humans replicating pieces of t
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we are not even sure who the custom
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quality products, but only in servi
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of these cases, there is an easy so
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7 MEASURE A t the beginning, a star
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changes we’ve made are related to
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For example, a startup might create
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INNOVATION ACCOUNTING AT IMVU Here
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This graph represents approximately
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might, we were getting straight C
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When I meet with those teams, there
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much more exciting. That’s why I
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important connection: “I have thi
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equirements of the product owner (t
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was judged by its ability to improv
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The questioning inspired the team t
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I have implemented this system with
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Even more important than reducing w
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from their actions. Human beings ar
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metrics, “auditable,” is so ess
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8 PIVOT (OR PERSEVERE) E very entre
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1. Customers would be interested en
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easy; it is to make sure that there
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@2gov had a slightly dierent set of
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leap-of-faith questions, David conc
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the U.S. population and has deliver
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pivot or persevere, whether to chan
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THE PIVOT OR PERSEVERE MEETING The
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2. The game would grow using the vi
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not launched its current product, t
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A customer segment pivot is an espe
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incorrectly as a synonym for change
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Value Capture Pivot There are many
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similar to that of a successful com
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Part Three
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Start Your Engines Most of the deci
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accounting method described in Part
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is so named because it has a batch
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Page 187 and 188: in consumer electronics. The latest
Page 189 and 190: Small Batches in Education Not ever
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Page 193 and 194: The original version had been years
Page 195 and 196: warehouses immediately shrink, as t
Page 197 and 198: This has enabled Alphabet Energy to
Page 199 and 200: THE STARTUP WAY
Page 201 and 202: companies had used their early succ
Page 203 and 204: We saw in Part Two how important it
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Page 207 and 208: and its speed is determined by a si
Page 209 and 210: Imagine that the rst company uses G
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Page 215 and 216: Chapter 6 emphasized the importance
Page 217 and 218: 11 ADAPT W hen I was the CTO of IMV
Page 219 and 220: eward extreme polarization, that’
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Page 223 and 224: 3. Why was it not lubricated sucien
Page 225 and 226: I used the example of engineering t
Page 227 and 228: When blame inevitably arises, the m
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Page 231 and 232: game players in the world. More tha
Page 233: Tony relates, “As the new master
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Page 239 and 240: problems that aict large-batch deve
Page 241 and 242: Historically, QuickBooks had been b
Page 243 and 244: successful startup expect to have y
Page 245 and 246: Scarce but Secure Resources Divisio
Page 247 and 248: development.1 On the ip side, I kno
Page 249 and 250: spent debating the data because, in
Page 251 and 252: can we protect the internal startup
Page 253 and 254: are considered real and the innovat
Page 255 and 256: Once the market for the new product
Page 257 and 258: to train new team members in the ne
Page 259 and 260: It took a constant eort to consider
Page 261 and 262: online, and suggestions for how you
Page 263 and 264: extremely harmful and required the
Page 265 and 266: century, too, before people knew ab
Page 267 and 268: good system must be that of develop
Page 269 and 270: spawned to correct those deficienci
Page 271 and 272: test the impact of those factors on
Page 273 and 274: vision but not to abandon it. We wo
Page 275 and 276: yourself. The Lean Startup Wiki Not
Page 277 and 278: • Ash Maurya has emerged as a lea
Page 279 and 280: The idea of the Build-Measure-Learn
Page 281 and 282: 350000-downloads-for-snapt
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more on Dropbox’s success, see
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you move the pile around between st
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article2/0,2817,35549,0
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Acknowledgments I owe a tremendous
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Telepathy, designed and built the w
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About the Author ERIC RIES is an en
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Acclaim for THE LEAN STARTUP

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