• Kosala Nuwan Perera
    Kosala Nuwan Perera
    schedule 10 months ago
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    45 mins
    Experience Report

    Typical mistake many startups do is engineering idea before validating to learn whether it'd solve the problem. Obvious approach, also another mistake, is to run in a shorter sprints, demo, & get feedback till team realizes that features doesn’t seems delightful or satisfactory. Consequently, the app isn't often used by many as predicted once shipped. Speaking of learning, experimenting with a fake app to validate the idea is a cheaper, faster, a smarter strategy that's worth investing therefore.

    What's there to validate about your ideas? What are the cheaper, smarter, and faster ways to engage with users to decide what a good idea is and what a stupid idea is? Let's meet to learn some of the pragmatic ways to validate your ideas before putting everything to leap-of-faith.

    I had been introducing some of these tactics to many product teams, forums such as IIBA, Google Business Group events during last few years and now that entrepreneurship and startups has become one of the buzzwords, I am pleased to learn new methods that audience has to share.

  • Liked Mathias Eifert

    Don’t assume you’re creating value – prove it!

    Mathias Eifert
    Mathias Eifert
    schedule 9 months ago
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    45 mins

    Does your organization find it hard to determine “the right thing” to build? You are not alone – studies show that even in very high performing organizations only 10-35% of initial ideas actually generate business value. Agile development should make it easier to obtain early customer feedback, but in most organizations Agile approaches are limited to software development teams with little connection to the rest of the business. In addition, Agile methods by themselves offer few guidelines on how to translate organizational goals and customer needs into the backlog’s content and relative priorities in the first place. As a result, there is a significant, but often underappreciated risk that Agile teams end up very efficiently building “the wrong thing right.”

    In this session, we explore how Lean Discovery and experimentation can expand the scope of Agile’s “inspect and adapt” feedback loops to systematically identify and validate critical assumptions about our product’s value proposition. Based on the Lean Startup and Lean UX approach to product development as a series of hypotheses about customers’ behaviors and value perceptions, we discuss ways to derive testable assumptions from organizational goals to enable validated learning. Finally, we explore the implications of this approach on project planning and budgeting to support increased business agility.

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