How does the Lean Product Process differ from other frameworks?

Using the Lean canvas as a framework is a great way to communicate the purpose, value, and impact of a product. It has often been described as a one page business plan. Using tools like Leantime, where you can connect your work with the lean canvas and it quickly becomes a tool that helps align projects and work quickly and something that everyone else can return to in order to reference.

The Lean Product Process is rooted in Lean thinking, focusing on maximizing customer value while minimizing waste. It emphasizes rapid iteration, learning from customer feedback, and continuous improvement. Imagine you're building a new mobile app. With Lean, you might start with a basic version, gather user feedback, make quick adjustments, and then release another version. It's like cooking a dish, tasting it, adjusting the seasoning, and repeating until it's perfect.

The Lean Product Process stands out by its emphasis on rapid iteration and customer feedback. Unlike traditional frameworks, it prioritizes learning through minimal viable products (MVPs). Picture launching a basic version of a project management tool, gathering user feedback, and swiftly refining based on insights. This approach minimizes waste, accelerates time-to-market, and fosters a customer-centric mindset, distinguishing it from more rigid methodologies. In essence, it's about continuous learning and adaptability, ensuring products align closely with evolving user needs.

In essence, the Lean Product Process champions the idea that a successful product begins with a deep understanding of the problem it aims to solve. This emphasis on the problem space as a primary key not only steers the development process but also instills a culture of continuous learning and adaptation. By regularly revisiting and refining each step based on insights gained from MVP testing, teams can optimize their product for genuine market fit, ultimately minimizing waste and maximizing learning. Keep in mind that as any other framework, you may end up having to adapt it to your own needs and context.

In my experience, the Lean Product Process differs from other frameworks in its specific emphasis on efficiency and value delivery. It's highly effective for projects with a clear customer value proposition and a well-defined problem. Lean focuses on eliminating waste and delivering exactly what the customer needs. On the other hand, Agile frameworks, including Scrum and Kanban, offer more flexibility and responsiveness, particularly in environments with high uncertainty and frequent changes. These Agile frameworks are structured to accommodate evolving requirements and foster continuous improvement and adaptation.

Agile Scrum is like a team sport for product development. It involves breaking down the project into short, fixed-length iterations (sprints) where the team collaborates closely to deliver a potentially shippable product at the end of each sprint. Think of it like a relay race. Each team member has a specific role (like a sprinter passing a baton), and after each leg (sprint), the team delivers a piece of the product. The key is adaptability – adjusting the strategy based on how well the team is performing.

Agile Scrum is an iterative and collaborative framework for software development that emphasizes adaptability and customer feedback. It divides projects into short cycles called sprints, allowing teams to deliver incremental value. The framework includes key roles like Product Owner, Scrum Master, and the Development Team, along with ceremonies such as Sprint Planning, Daily Stand-ups, Sprint Review, and Sprint Retrospective. Agile Scrum fosters flexibility and continuous improvement, making it a popular choice for teams seeking a responsive and customer-centric approach to development.

Agile Scrum is a framework for agile practices and focuses on continuous improvement, agility and adaptability. Here's how it works: ?Teamwork: Everyone works together like a kitchen team. ?Tasks: You make a list of what needs to be done, like a menu. ?Sprints: You focus on a few tasks at a time, like cooking one course. ?Daily Check-Ins: The team talks every day to make sure everything is on track. ?Delivering Goodies: At the end of each sprint, you share a working part of the product. Why Scrum is Awesome? ?Flexible: You can change the recipe if you get new ideas. ?Fast and Fresh: You deliver cool stuff to users often. ?Feedback is Food: You keep learning and making the product better.

The Design Sprint is a structured five-day process for solving complex problems and testing ideas. Developed by Google Ventures, it involves a diverse team working together to ideate, prototype, and test a solution in a short timeframe. The process includes activities like mapping, sketching, deciding, prototyping, and testing. The Design Sprint aims to rapidly validate ideas, reduce the risk of bringing a product to market, and encourage collaboration among team members. It's particularly useful for innovation, product development, and addressing critical business challenges efficiently.

Teams start by gaining a deep understanding of the problem. Google Ventures, the pioneer of Design Sprints, begins by mapping out the problem space and sharing insights. Participants individually brainstorm and sketch possible solutions. For example, Slack used this phase to brainstorm features that could enhance user interaction. Teams converge to decide on the most promising ideas. Dropbox, in its early days, used this to prioritize features for its MVP. A prototype is developed that's good enough to test with users. Blue Bottle Coffee, for instance, prototyped a new subscription service model in this phase. The prototype is tested with actual users to gather feedback. Airbnb used this approach to test and refine new app features.

I've facilitated over 200 design sprints, both remotely and in person. When to opt for a design sprint: 1. When facing a clear, significant customer problem. This aligns with the problem-solution fit stage in design thinking. 2. To create alignment within your team, ensuring everyone is onboard. 3. To involve actual users in the co-creation of solutions. When a design sprint might not be suitable: 1. If there's a lack of clarity on your customers' problems and needs. 2. If the problem isn't substantial enough to warrant a four-day solution-focused session. 3. If you already have a clear idea of what to build. Design sprints are valuable for strategic problem-solving and team alignment.

Design sprints is a five-day test flight to create new products or improve existing ones. This is how the 5 days look like: Day 1: Teams Assemble! Designers, developers, and strategists unite to define the mission and map the sprint journey. Day 2: Through research, the team discovers the desires and frustrations of your target audience. Day 3: Sketches and prototypes emerge, representing potential solutions for user needs. Day 4: Real users test the prototypes, providing invaluable feedback to guide design refinement. Day 5: Armed with learnings and a validated roadmap, the team prepares for product launch. Design sprints are not just rapid tests, but journeys of discovery. They provide a safe space to refine concepts and experiment.

Como tudo na vida real funciona um pouco diferente do estabelecido bos frameworks, antes de tomar tempo precioso dos membros da sua empresa tenha seu checklist pessoal em m?os e preenchido. Eu procuro responder minimamente as seguintes perguntas: ? O problema está claro? Está bem definido? ? Temos alguém experiente para conduzir a sprint? ? Os principais stakeholders poder?o participar? ? Como vamos evitar bias coletivo? ? Já temos uma solu??o em mente? vamos apenas confirmar isso? Fora esses pontos, meu grande problema com o Design Sprint é a espera até a fase final para iniciar a valida??o do produto e ter um risco de hipóteses acumuladas.

There are two main methodologies in Jobs to be Done (JTBD): 1. Outcome-Driven Innovation (ODI) by Tony Ulwick: ODI focuses on the process customers undergo to achieve their JTBD. It features a 'job map' with 8 predefined steps. I prefer defining this job map through one-on-one customer interviews. The needs discovered qualitatively are then validated broadly through a JTBD survey. This helps segment the market based on customer needs and the specific contexts in which these needs arise. 2. Bob Moesta's Approach: This leans more towards qualitative analysis, emphasizing 'switch interviews' and the 'forces of progress'. It's effective in identifying the motivations and forces that influence changes in customer behaviour.

Lean Product Process focuses on rapid build-measure-learn iterations directly informed by customer usage and feedback data. It shares similarities with other approaches such as SCRUM and Design Sprint, but the primary focus on data-driven learning cycles makes it unique. The goal is to inefficiently discover what will be efficient to scale based on real customer validation rather than conceptual models or untested prototypes.

Lean is more about the overall process and efficiency, while Agile is about teamwork and adaptability. Lean focuses on eliminating waste, while Agile is about flexibility and responding to change.

O PPL se destaca na gest?o de produtos pela agilidade. Ao contrário das outras abordagens como o Waterfall, ele permite ajustes conforme necessário, sendo mais flexível que próprio frameworks Scrum. A ênfase no aprendizado contínuo e na resolu??o eficiente de problemas destaca-o como uma abordagem adaptável, alinhada aos princípios do Lean Startup. Logo o torna uma escolha valiosa para equipes de gest?o de produtos em busca de eficácia e adapta??o constante.

Nonsense discussion. Sorry for being the party pooper, but talking about this doesn't help any team create value faster. Unless you want to lecture others, why should you bother? Here are more important questions: - How can we reduce time to value? - How can we differentiate from competition? - How can we uncover our unknowns faster? - How can we accelerate idea testing? Your learning speed is key to your success. Don't let theory distracts you.

“In practice, the theory is so different.” I like to say that the problem always comes first, before any framework. Honestly, you will never use all the steps of any framework. It would help if you adapted to what makes sense for your context.

You don't have to stick to just one framework. Many teams blend elements of different frameworks to suit their specific needs. All these frameworks emphasize the importance of gathering feedback from real users. Whether it's Lean, Agile, Design Sprint, or Jobs-to-be-Done, hearing from your customers is crucial to building successful products. In a nutshell, these frameworks are like different tools in a toolbox. Depending on the job at hand, you might use one tool more than the others, or you might use a combination for the best results.

With the advent of a new era of technologies, discussing the Lean Product Process without mentioning AI and ML would be incomplete. These technologies don't just support the process; they elevate it. AI and ML delve into customer feedback, turning it into a roadmap for iteration, ensuring each product tweak is a step in the right direction. They make the process leaner and more intelligent, predicting needs and refining features with precision. This tech-enabled approach transforms the Lean Product Process into a dynamic, data-driven journey, perfectly poised to meet the evolving demands of the market.

I really appreciate what Nassim Taleb discusses in his book "Antifragile" when he mentions that, in hindsight, every disruption seems to follow an obvious path, but in reality, it rarely unfolds that way. The product development process should indeed embrace frameworks as they help reduce cognitive load and attempt to bring order to chaos. However, in practice, the success of a venture relies on factors such as perseverance, relationships, market dynamics, team dynamics, and many others. Read, learn continually, but don't expect magic, as the journey will demand that you navigate things in your own way.