I find much of value in lean startup, lean UX and agile software development approaches. In some cases, I was specifically led or coached in the techniques (e.g., Lean Startup Weekend events, working on an agile development team with a Scrum Master). In other cases, colleagues and I did things that I only later found out could be called “lean”. Now, after learning and practicing, I find I can lead colleagues in many of these methods.
After the release of BlueStripe Software’s FactFinder 1.0, we worked quickly to address needs that weren’t addressed in the initial release. One result was the definition of a new performance measurement calculated and displayed in FactFinder.
After the Wily Technology Introscope redesign (see above), I worked with developers, testers, product managers, and writers on the SCRUM team that created subsequent versions of the existing software.
Before the large Introscope redesign project, a team of two developers and I designed and proposed low-effort and low-risk ways to improve Introscope to reduce the effort to deploy in a large environment.
After being involved for years as a Boston resident in city planning efforts, I decided to put my application design and data analysis skills to work, with the Lean ethos of prioritizing learning in mind. The results include two alpha-released mobile applications, and preliminary analysis of school bus routes’ overlap with transit bus routes.
This Lean Startup Machine weekend team researched local retailer loyalty then developed paper prototypes to evaluate with business owners and customers, resulting in two business owners handing over cash as down payment on t0-be-developed software.
After running into a hard dead end early in the weekend, this Lean Startup Machine team took on the challenge of counting food calories with photos and ran a crowdsourcing experiment to verify that crowdsourced calorie estimates were usefully accurate.