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從 Agile 到 Lean Startup

趨勢的軟體開發之旅

Jason L Lin（林立仁）Principal Engineer

Trend Micro R&D (SQA/SEPG)

大綱

• 趨勢科技的 Agile 導入

• 新的問題和挑戰

• 我們的精創甘苦談 － 成功經驗與失敗教訓

• Fast Business Validation Process

• Q & A

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趨勢科技

• 成立於 1998 年

• 員工人數：5112

• 研發中心：台灣、中國、美加、日本 （全球 36 辦事處）

• 品牌價值：13.16 億美元

• 願景：一個交換數位資訊零風險的世界

• 經營理念：

–自我提升、保持創新領先地位

–滿足客戶需求

–全球研究與支持

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業界領先、台灣之光

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2007

2009

2012

2015

趨勢的 Agile 之旅

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Agile

Mentality

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市場瞬息萬變 …

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公司內的雜音

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這功能真的有用嘛？

Engineer 自己做出來的產品叫我們拿去賣。天知道客戶在哪裡？

PM 一直加 feature，還要守住產品的品質，怎麼可能！

每次都得花這麼多時間來說服 RD，PM 是不是應該有更彈性的 resource 來快速反應客戶需求？

根本沒幾個客戶，有必要把 quality 搞到那麼好嗎？浪費時間！

那是 PM 說要做的，別問我！

這設計還不夠 perfect，為什麼這麼趕？

我根本不 buy in 這個 idea，我都按 PM 的需求交付了，產品不賣跟我無關！不知為何而戰！？

Users / Customers

Needs

組織上的隔閡

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Product Manager

Require-ment

Software Designer

Product

Support

Operation

UI Designer RD QA

Requirement 往往來自於組織內的“英雄”

開發團隊孤立於客戶之外，聽不見客戶的聲音

面臨的挑戰

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High Growth Low Growth

1

2 3

4

Material

Not Material

Future Rewards

Pre

sen

t R

ewa

rds

Growth Mature

Emerging Decline

Source: “Escape Velocity” by Geoffrey A. Moore

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Lean Startup vs. Agile

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Steve Blank (still alive)

精創之旅

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…

Lean Startup -Validated Learning Cycle

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The Rise of Lean …

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Lean Startup

(A Model)

Lean Analytics

Lean UX

Lean……

Running Lean

Practical measures in 6 types of business

Process, Tool,Interview Skills

UX practice change

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成功經驗(Mobile App Virtualization)

Concierge MVP

Video MVP

Online MVP

A few Trenders

People w/ customer insight

or connection

Dedicated team (scaled) (e.g. IT)

Demo to sales & customers

Deliver to sales & customers

TimeProduct validationProduct validation

Customer Seg.Customer Seg.

Sales…

成功經驗(Mobile App Virtualization)

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Quality & UsabilityQuality & Usability

[MKT/PM/JM/HIE] Validate Product Value

成功經驗（Home Network Security)

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Product Value ValidationProduct Value Validation

Cycle 1

[MKT/PM]Overall Research

PlanCycle 2 Cycle 3 Cycle 4

• 3 wks• Overall research plan

approved by executives

• 1 month per cycle• Product concept validated by

mockup UI• 3-6 users validated in each cycle

[PDG/PM/HIE] MVP Validation

成功經驗成功經驗（Home Network Security)

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MVP ValidationMVP Validation

Iteration 1[PDG/PM/HIE]

Iteration 0 Iteration 2 Iteration 3 Iteration 4

• 2 months• Hardware selection &

kernel engine porting & integration

• App build-up• Cloud service build-

up

• 3 wks per iteration• Agile development• POC quality

Home Visit 1

Home Visit 2

20 internal testers

100 external testers

• 1 wk for each round

• JM/PM/HIE/JP MKT to visit 6 users’ home in each round for observation and feedback collection

Lesson Learnt

• Marketing & Sales 介入得太晚

• Feature-driven 的商業模式

• 無效的驗證＆學習

– 誤導式驗證

– 沒有定價策略

– 背後阻擋軸轉的手

• 小團隊的確幸

• 頭先洗下去了

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浪費 風險

協作模式

下一步?

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Customer Development ProcessFrom the book 「The four Steps to the Epiphany」by Steve Blank

Objective: To build a sustainable/scalable business with minimal waste (time and cost) by mitigating risks through “Fast Business Validation Process” in an iterative manner

使用工具

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LEAN Canvas

• Problem – it’s worth to resolve forspecific/potential customer Segments

• Solution – it’s what early adopterwilling to pay.

Market

Business Model Canvas

Efficiency

• Scale Execution• Reach mainstream customers

Fast Business Validation Process

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Step 3 Product/Market FitStep 2 Problem/Solution FitStep 1 Initialization

Lean Canvas

Lean Canvas

ValidationPlan

ValidationPlan

Problem ValidationProblem

ValidationSolutionValidationSolutionValidation

MVP Development

MVP Development

Product /Market

Validation

Product /Market

Validation

Focus Focus Focus

• Generate Canvas

• Identify highest risks1. Product Risk 2. Customer Risk3. Market Risk

• Validation Plan

• BVT(Business Validation Team)

Forming

1. Product Risk -What problems worth to solve and how?

2. Customer Risk -Who has the pain?

3. Market Risk -How much they are willing to pay?

• MVP development & validation

1. Product Risk -What is the UVP (Unique Value Proposition)?

2. Customer Risk -Whether channels can reach early adopters?

3. Market Risk-Is the price right ?

Validation Plan & Risk Prioritization

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High Uncertainty

LowUncertainty

High Risk

LowRisk

Problem

ExistingAlternative

Solution UniqueValueProposition

Unfairadvantage

Customer segment

Key metrics

Channels

Cost Structure Revenue streams

Eg. 1st version Canvas

unknownunknown

unknownunknown

unknownunknown unknownunknown

6. Revenue Streams8. Key Metrics9. Unfair Advantage

1. Problem2. Customer Seg.

5. Channel7. Cost Structure

3. Unique value proposition4. Solution

unknownunknown

Prioritization

Prioritized Canvas for 1st Validation Plan

Business Validation Team

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Product Risk

CustomerRisk

Market Risk

PM

PM

PM

PM

RD, HIE

Marketing

Marketing Marketing

Marketing

Sales, TS, BD

Sales, TS, BD

Sales, TS, BD

PM is accountable owning the entire business model and making all the pieces fit

新興產品的作法與思維

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Experimentation : Continuous Customer Validation

Big Design Up Front

Quick release

Long Cycle

Validated learning

OVER

Product Quality

Measures: Outcome

Output

One team: Common goals, flatting management and collaboration.

Limited Roles

Build a sustainable business

Build a Product

User Research & Validation

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Strategizing Design Develop

EvaluativeUser Research

Concept Validation

Design Validation

Product Validation

ExploratoryUser Research

OpportunityExploration

跨越鴻溝

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KeyPartner

Key Activities

ValueProposition

Customer Relationships

Customer segment

Key Resources

Channels

Cost Structure Revenue streams

Problem

ExistingAlternative

Solution UniqueValueProposition

Unfairadvantage

Customer segment

Key metrics

Channels

Cost Structure Revenue streams

Product Market Efficiency Market

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With BU Head’s endorsement, will validate & pivot the process in 2016 emerging products / projects

Continuously collect and tailor good practices to support process activities execution smoothly

Thank You!!

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