Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

THE ONE-PAGE LEAN STARTUP 3 Dashboards for Organizing Ideas and Managing Risks in All Lean Startup Projects

Dr. Rod King

Think Big and Different

HEROES

See Apple’s One-Page

Lean Startup For

The Classic iPod

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Welcome To Lean Startup

Project Management

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In This Presentation,

A Lean Startup

Refers To

“A human institution or lean innovation designed to create

a new product, service, or organization under conditions of extreme uncertainty”

The above is a combination of Eric Ries’s definition of a “startup” and “lean startup.”

See Eric Ries’s book, “The Lean Startup”

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For

Readers and Practitioners

Of

Eric Ries’s “The Lean Startup”

Lean Startup is a trademark and service mark owned by Eric Ries. www.theleanstartup.com

http://www.amazon.com/gp/reader/0307887898/ref=sib_dp_pt

http://www.theleanstartup.com/

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As Long As There is

Competition

And

External Forces,

There is Risk That

A Project’s Vision

Will Not Be Achieved

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The Lean Startup Methodology

Can Be Used

To Increase the Odds of Success

In

Every Risky Project

On

The Planet

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Too Many and Disparate Tools Are Being Used

To Organize Ideas And

Manage Risks Especially in

Lean Startup Projects

HOWEVER, … A PROBLEM

Too Many Silos

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Existing Tools For Organizing Ideas And Managing Risks

In Lean Startup Projects Focus

On An Operational Perspective And Neglect

Strategic and Visionary Perspectives

A FURTHER PROBLEM

Single Level Approach to Lean Startup Project Management (LSPM)

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Weak collaboration between users of disparate tools

Slow learning and poor knowledge transfer: Inadequate communication and sharing of knowledge between users of disparate tools in high risk (Lean Startup) projects

Higher project costs involving practitioners of disparate tools

Inefficiency in decision-making: too much or too little information for personnel at a given level of management: leaders, managers/ strategists, and operators in high risk (Lean Startup) projects

Weak connection to bodies of knowledge in other domains: e.g., business strategy, innovation, and performance management

Indirect and slow translation, into reality, of principles and ideas in Eric Ries’s book, “The Lean Startup”

Increase in risk of project failure

CONSEQUENCES …

‘Where There Is No Vision, The People Perish’

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The One-Page Lean Startup Can Be Used As A Single

(Multilevel) Dashboard For Collaboratively Documenting,

Organizing, and Managing Ideas and Risks In

All Lean Startup Projects

A SOLUTION …

Multilevel Approach to Lean Startup Project Management (LSPM)

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The One-Page Lean Startup

Provides a

Universal Framework and Language

For Visually Integrating as Well as

Facilitating

The Use of Disparate Tools In

Business and Project Management

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ONE-PAGE LEAN STARTUP A Multilevel Dashboard for Collaboratively Organizing Ideas and Managing Risks in Projects

ONE-PAGE LEAN STARTUP: 3 Levels of Tools and Perspectives in a Domain

“Think Big and Different”

Visionary

One-Page Lean Startup

Strategic


Tactical (Operational)


Right-Brain Perspective (Big Picture: Visionaries/Leaders)

Left-Brain Perspective (Details: Pragmatists/

Operators)

Total-Brain Perspective (Managers/Strategists)

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This Presentation

Focuses On

The Minimum Viable Product (MVP)

Of

The Visionary


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VISIONARY DASHBOARD

OF

ONE-PAGE LEAN STARTUP

MINIMUM VIABLE PRODUCT (MVP)


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A Visionary One-Page Lean Startup

Focuses on

Efficiently Translating

A Lean Startup or Project’s Vision

Into Reality

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Can Be Used As

A Generic End-Means Diagram

For Comprehensively

Describing or Modeling Any System

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Saves Time, Money, Energy, and

Other Resources

As Well as

Accelerates Learning

Especially in

Risky or Lean Startup Projects

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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“VISIONARY” ONE-PAGE LEAN STARTUP (Classic)

CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………

PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………

Present Past Future

SHARED DREAM/ VISION

END

Prototype (Build) - Measure Learn

MEANS (TOOL)

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing

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- Start - Define - Learn - Experiment

ONE-PAGE LEAN STARTUP (Methodology)



Present Past Future

MEANS (TOOL: What? How?)

LEAN STARTUP (LS) PROJECT MANAGEMENT STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP

- Leap (Problem; Vision/Hypotheses/Value (Proposition))

- Test (Criteria for Problem; Minimum Viable Product(MVP))

- Measure (Actionable Metrics for Customer Growth)

- Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)

ACCELERATE: LAUNCH-SCALE

- Batch (Size/Version; Time/Cycle)

- Grow (Engines of Customer Growth)

- Adapt (Adaptive Org./5 Whys)

- Innovate (Disruptive Inno.)

Unique Summary of Lean Startup Model and Methodology Based on Eric Ries’s Book, “The Lean Startup”

END (Value/ Why?)




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DETAILED VISIONARY DASHBOARD

AND APPLICATION

OF ONE-PAGE LEAN STARTUP

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MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)

CUSTOMER DESIGN BRIEF/CANVAS for …………………………………. PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): List (Contacts)

Customer Problem/Goal/Need/Job: Top 5 Big Urgent Market Problems (BUMPs) of Existing Tool(s): …………………………………. - - - - -

Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Tool: ………………………………………………. - - - - -


VISIONARY ONE-PAGE LEAN STARTUP (Brief)



Present Past Future

Learn Prototype (Build) - Measure

END




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CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): List (Contacts): Persona of High-end Technologist-Artist

Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players - Big/Clunky Size of Music Players - Complex Interface and Operations - Inadequate Battery Life - Ugly Design/Aesthetic/Color - Inadequate Storage for Songs; High Cost of Songs

Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs

APPLE’S ONE-PAGE LEAN STARTUP for iPod

CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001

PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players

Present Past Future

SHARED DREAM/ VISION For Music Player: Put a Dent in The Universe Create Insanely Great Customer Experience

Prototype (Build) -

- Measure Learn

END




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http://www.google.com/imgres?imgurl=http://images.businessweek.com/ss/06/05/phaidon/image/11_979-ipod.jpg&imgrefurl=http://images.businessweek.com/ss/06/05/phaidon/source/12.htm&usg=__5UwlmeQQeGhKtohDaLcX7qSF-oA=&h=309&w=440&sz=20&hl=en&start=1&zoom=1&um=1&itbs=1&tbnid=noESIJ-yrxi9CM:&tbnh=89&tbnw=127&prev=/images?q=ipod+2001&um=1&hl=en&rlz=1T4HPNN_enUS317US317&tbs=isch:1

http://en.wikipedia.org/wiki/File:SonyWalkmanFamily.JPG

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APPLE’S ONE-PAGE LEAN STARTUP (S-Wave)



Present Past Future


END (Value)

INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – Natural, Planned, and/or Disruptive Customer Ecosystem For Digital Music Player)

Prototype (Build) -

- Measure Learn






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MEASURE

LEARN

(Insight/

Leap/Pivot)

PROTOTYPE

(Build)

PROBLEM/ CUSTOMER ECOSYSTEM

(Business Model; Strategy/Value Chain;

Product/Service)

VALIDATED LEARNING LOOP

Product-Market Fitness Cyle




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4 Phases of a Customer Growth Plan or Business Model Cycle (Evolutionary Reality vs. Hypotheses)

Infancy (Prototype)

Time

Cu

sto

mer

Exp

erie

nce

, Hap

pin

ess,

or

Val

ue

= D

elig

ht/

Pain

Growth (Optimize)

Maturity (Scale)

Renewal (Renew)

Chasm (Traction; Tipping Point;

Product-Market Fit)

Fault (Line)

ONE-PAGE LEAN STARTUP (S-Wave: Details)



Present Past Future

Traditional/Hypothetical Ecosystem Demand (Market, Industry, Enterprise, or Technology)

SHARED DREAM/ VISION:

Ideal Final Result (IFR)

Requirements for

Insanely Great Customer

Experience

Angel Funding (Up to $100,000)

Seed Funding ($100,000-$1M)

Venture Funding ($1M-$5M)




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- Start - Define - Learn - Experiment Elimination of Big Urgent Market Problems (BUMPs)

ONE-PAGE LEAN STARTUP (Customer Growth)



Present Past Future


LEAN STARTUP (LS) PROJECT MANAGEMENT STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP

- Leap (Problem; Vision/Hypotheses/Value (Proposition))

- Test (Criteria for Problem; Minimum Viable Product(MVP))

- Measure (Actionable Metrics for Customer Growth)

- Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)

ACCELERATE: LAUNCH-SCALE

- Batch (Size/Version; Time/Cycle)

- Grow (Engines of Customer Growth)

- Adapt (Adaptive Org./5 Whys)

- Innovate (Disruptive Inno.)

Unique Summary and Template of Eric Ries’s Methodology of Lean Startup (LS) Project Management

END (Value/ Why?)




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MOST VALUABLE CUSTOMER (MVC)


Who Is

The Most Valuable Customer (MVC)

In

Short Term (Birth Phase)? Medium Term (Growth Phase)? Long Term (Maturity Phase) ?




Disruption Spot

Luxury Spot

Strategic Choice

Sweet Spot Model

Blue Ocean (Value Innovation)

Model

Luxury Spot (Differentiated/

Sustaining-[R]evolutionary)

Model

Disruption Spot/Lean (Disruptive Innovation)

Model


Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….………….

ASPIRATION MAP: Risk vs. Reward

Customer Segments, Ecosystems, and Business Model Archetypes for Trade-off of Pain vs. Delight

Volcano Model

Green Ocean Model

Red Ocean Model

No-Man’s-Island Model

Oasis (‘Stuck-in-the-middle’)

Model

(-): PAIN

(Risk; Uncertainty)

(+): DELIGHT

(Reward; Profitability; ROI;

Abundance)

Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness

Key High Level of Customer Experience Low Level of Customer Experience

6 10 3

6

10

3

0

http://www.facebook.com/home.php?ref=logo




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PYRAMID OF DASHBOARDS

FOR

ONE-PAGE LEAN STARTUP

Visionary


Strategic


Tactical (Operational)


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“VISIONARY” ONE-PAGE LEAN STARTUP



Present Past Future

INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-Process/Strategy-Product/Service)


END (Value)

Prototype (Build) - Measure Learn





“STRATEGIC” ONE-PAGE LEAN STARTUP: …………………………………..……………………………………… Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..…… PAIN/PROBLEM/NEED/GOAL/JOB: ………………….…………………………………………………. Date: …………..…………

CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/ dream/Ideal Final Result (IFR)?


PRESENT SYSTEM/EXPERIENCE (Where currently are we?)

VALUE TRANSFORMATION TOOL - Evolve, Explore, or Disrupt: What if … we

(Eliminate/Reduce/Increase/Create)

FUTURE SYSTEM/EXPERIENCE (Where must we go?)

Short/Medium/Long-term

(“RED OCEAN”) Learn-Prototype-Measure (LPM) Fitness Cycle

Value Proposition Factors/ Competitive Features/Criteria

(“BLUE OCEAN”)

Zooming





Design

Needs

Asp.

Suppliers/ Inputs/ Partners

Employees/ Culture/ Brand/IP

Machinery/ Technol./ Infra’

Process/ Strategy/ Venture

Output (Product/ Service)

Retailers/ Channels/ Distributors

Customers/ Customer Rel. Management

Environ-ment: Global

Shared Value (Profit)

S M E P R C E O S

D N A

“TACTICAL” ONE-PAGE LEAN STARTUP



Present Past Future

Prototype (Build) Measure Learn





ONE-PAGE LEAN STARTUP: Evolution of a Lean Startup


Design

Needs

Asp.









Shared Value (Profit)

D A N

SHARED DREAM/VISION/ VALUE/IDEALS/PROFIT

S M E P R C E O S

PAST One-Page Lean Startup

PRESENT One-Page Lean Startup

FUTURE One-Page Lean Startup

How? What? Why?




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Apple’s One-Page Lean Startup

For Classic iPod:

Multilevel Dashboard (2001)

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CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): List (Contacts): Persona of High-end Technologist-Artist

Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players - Big/Clunky Size of Music Players - Complex Interface and Operations - Inadequate Battery Life - Ugly Design/Aesthetic/Color - Inadequate Storage for Songs; High Cost of Songs

Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs

APPLE’S ONE-PAGE LEAN STARTUP for iPod



Present Past Future


Prototype (Build) -

- Measure Learn

END








CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/ dream/Ideal Final Result (IFR)?

PRESENT SYSTEM/EXPERIENCE (Where currently are we?)

PRODUCT

VALUE TRANSFORMATION TOOL - Evolve, Explore, or Disrupt: What if … we

(Eliminate/Reduce/Increase/Create)

FUTURE SYSTEM/EXPERIENCE (Where must we go?)

Short/Medium/Long-term

Big/Clunky/Ugly/Difficult-to-use/… CD Players Flash Players MP3-CD Players Hard Drive Jukebox Players Illegal music download from Internet

What if … we DISRUPT: Eliminate: • Usual control buttons; On-off switch; Traditional gray/black color Reduce: • Size/thickness; Weight; Complexity in usage; Learning curve; Manual Increase: • Price; Simplicity of use; Battery life; Storage capacity; Functions/Form/Design Create: • LCD Screen; Packaging; Scroll wheel; Fast download; Disruption/Unique Ads

• Seamless music experience • Thousand songs in your pocket Cool design/form/useability Simple and easy to use Ultra-portable; Ultra-light Enough skip protection Long battery life “Cool” & disruptive ads (on TV) Fast and legal music download

TRADITIONAL DIGITAL MUSIC PLAYERS

CLASSIC IPOD

Zooming

SHARED DREAM/ VISION For Music Player: Put a Dent in The Universe Create Insanely Great Cust. Exp.

APPLE’S STRATEGIC ONE-PAGE LEAN STARTUP Client/Customer (Segment/Persona): High end Technologist-Artist (Luxury Spot) PAIN/ROBLEM/NEED/GOAL/JOB: Reinvent the ecosystem experience of digital music players Date: 2001









Design Hypotheses

Needs Hypotheses

Asp.


OEMs Record Companies iTunes


CEO Mngt Staff Brand/IP “Think Different”


IT Infra-structure Techno-logy Buildings


Obtain Higher Profit (Margin) Engage, Acquire, and Retain (EAR) More Profitable Customers and Partners


2001 Insanely Great Digital Music Player: Classic iPod (Features/Price) (Product Sale)


Apple Retail Stores; apple.com PR/ Media/ Ads


Segments Technologist-Artist (High-end) PROJECTS: Crises/ Problems * Clunky, ugly, and complex digital music players * Inadequate song storage


Competi-tors/ Entrants/ Comple- mentors/ Influen-cers/ Non-customers/ PESTLIED Trends CD Player Flash MP3-CD Jukebox

Shared Value (Profit) “Seamless Music Experience”

Cost; PAIN Low

Revenue; DELIGHT High

Profit (Margin); VALUE High

S M E P R C E O S

D N A

APPLE’S TACTICAL ONE-PAGE LEAN STARTUP



Present Past Future







Design

Needs

Asp.

Suppliers/ Inputs/ Partners Pivot

Employees/ Culture/ Brand/IP Pivot

Machinery/ Technol./ Infra’ Pivot Techno-logy Pivot

Platform Pivot

Process/ Strategy/ Venture Pivot

Output (Product/ Service) Pivot Zoom-in Pivot Zoom-out Pivot

Retailers/ Channels/ Distributors Pivot Channel Pivot

Engine of Growth Pivot

Customers/ Customer Rel. Management Pivot Customer Segment Pivot Customer Need Pivot

Environ-ment: Global Pivot

Shared Value (Profit) Pivot Value Capture Pivot

Business Architec-ture Pivot

S M E P R C E O S

D N A

ONE-PAGE LEAN STARTUP (Pivots)



Present Past Future

Based on: Eric Ries’s Book, “The Lean Startup”





Design Metrics

Needs Metrics

Asp.

Suppliers/ Inputs/ Partners Metrics No. of Suppliers/ Partners/ Contracts/ Agreements

No. of Co-creators

Capital Investment

Cash Burn Rate Per Month

Employees/ Culture/ Brand/IP Metrics

No./Quality of Team Members No. of Major Insights Validated Learning/ External and Internal Lessons Learned

Machinery/ Technol./ Infra’ Metrics Type of Technology Level of Technology

No. of Patents

Process/ Strategy/ Venture Metrics No. of Interviews No. of Iterations Iteration Cycle/ Learning Time No. of Pivots Delivery Time

Output (Product/ Service) Metrics No. of Prototypes/(Minimum Viable) Product/ Service Price of Product/ Service Delight/ No. of Unique Features

Retailers/ Channels/ Distributors Metrics No. of Channels Engage-ment/ No. of Prospects or Visitors Acquisition/ No. of Registrants

Customers/ Customer Rel. Management Metrics No. of Retentions No. of Referrals Net Promoter Score (NPS) Pain/No. of Bugs/ Complaints/ Big Urgent Market Problems (BUMPs)

Environ-ment: Global Metrics No. of Contacts/ Leads No. of Influenc-ers No. of Direct Competi-tors/ New Entrants

Shared Value (Profit) Metrics Ideal Customer Experience (Delight to Pain Ratio) Revenue Cost Revenue to Cost Ratio Bus. Model Analog Insights

S M E P R C E O S

D N A

Present Past Future

Customer Ecosystem Metrics

ONE-PAGE LEAN STARTUP (Metrics)







Design

Needs

Asp.

Suppliers/ Inputs/ Partners Partners/ Alliances/ Co-creators

Capital Investment

Employees/ Culture/ Brand/IP Project Sponsor/ Champion Project Manager Other Team Members

Machinery/ Technol./ Infra’ Facility Technology Equipment/ Machinery

Process/ Strategy/ Venture Business Objectives Project Objectives

Output (Product/ Service) Solutions/ Deliverables Start Date End Date

Retailers/ Channels/ Distributors Online Offline

Customers/ Customer Rel. Management Customer/ Client Problems/ Needs/ Require-ments/ Job-To-Be-Done - Physical - Intellectual - Emotional - Spirital

Environ-ment: Global Industry/ Sector Scope External Stakehold-ers Investors

Shared Value (Profit) Impacts; Viability; Competitive Advantage Profit (Margin); VALUE Cost; PAIN (-)

Revenue; DELIGHT (+) Customer Experience

S M E P R C E O S

D N A

ONE-PAGE LEAN STARTUP (Charter)



Present Past Future

Abundance Project Charter





ACTUAL SALES CHART FOR EVOLUTION OF THE IPOD-LEAN STARTUP PROJECT

Steve Jobs’ Question: Why and How to Compete Differently in the Universe of Digital Music Players?

Source: http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg




//upload.wikimedia.org/wikipedia/commons/3/34/Ipod_sales_per_quarter.svg

APPLE’S FRACTAL S-WAVE FOR ECOSYSTEM INNOVATION


Classic Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints?

TIME

(Arrow of Time: Past/Present/Future)

Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem (Supersystem/Economy/Value Network/Supply Chain/Market/ Industry Trends, Expectations, or Demand)

1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation (Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus) Examples: Personal Computer; Printer – Apple I; Apple II; MacIntosh; iMac; Apple TV

2nd Wavelet of Innovation: BUSINESS MODEL Innovation (Business Model/Marketing Engine: Scalable Revenue & Profit-focus) Examples: Internet Software – iTunes; eStore; App Store


∞

∞

3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM Innovation (Ecosystem/Industry/Platform: Shared Value-focus) Examples: Digital Lifestyle - iPod; iPod Touch; iPhone; iPad

EXPERIENCE: Shared Happiness (Experience = Happiness = Value = +/- = Delight/Pain ~ Revenue/Cost = Differentn/Cost = 1/Trade-off)

Birth

Maturity

Growth

Customer Segment/Persona: …………………………………………...…………… Customer Goal/Job To Be Done/Tool: …………….……………………………………….….





A P REQUEST

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With Regard to The Minimum Viable Product

(MVP) Of The Visionary

One-Page Lean Startup, We Would Appreciate You Sharing Your Experiences,

Ideas, and Suggestions Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing




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At VDD University, We Are Looking for

“A+” Team Members Who Think Big and Different. If You Think Big and Different,

Join Us At: http://businessmodels.ning.com






Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

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