Upstart

There is one school of thought that any activity that is not taking you closer to your goals is a waste of time. To a certain extent I agree, but I also understand that their are many activities that may appear to be a waste of time on the surface that are in fact helping you achieve your goals indirectly.

One such activity for me is reading fiction. You may be asking how as a software developer and entrepreneur my outputs can be increased by reading stories that are completely unrelated to my work? The answer is simple, reading is my disconnect, reading is my off switch.

We’ve all been there, it’s late at night, and after hours of work you’ve gone into that goggle eyed state of monitor hypoxia, you’ve been going around in circles for an hour before convincing yourself it’s time for bed (a decision a properly functioning mind would have made hours earlier). It’s 2am and your know you’ll be awaken an 7.30. A wealth of experience in burning the candle at both ends tells you that any less than five hours sleep means tomorrow is going to be a struggle. Yet despite exhaustion, you lay in bed struggling to keep your eyes closed, whilst your mind is still frantically turning over the days work in preparation for tomorrows assault.

Enter the disconnect. A disconnect is anything that can quickly snap your mind out of work mode and allow it to wind down in a controlled fashion, reading fiction is the perfect disconnect.
Reading a book is one of the few things in this world that requires your full attention and can’t be multi-tasked with other activities. Reading fiction with it’s imagery, emotion and make believe immediately starts utilising the areas of your mind that have been idling during your over extended hackathon while the parts that were red lining are given a timeout. Disconnects are vitally important in maintaining sustainable productivity and avoiding burnout.

I don’t just read fiction before bed, anytime I feel myself reaching the point of mental exhaustion, I walk away from the computer, find a quiet space and begin reading until it’s passed. There are many other forms of disconnects from brisk walks to meditation, but reading is the one that I personally find most effective.

Since the realisation that reading stories is not a luxury that eats into my productive time, but is a disconnect that indirectly increases it, I have started reading A LOT, I now get through two or three books a week! My Kindle is now my number one productivity toy and it goes with me everywhere, always preloaded with two yet to be read books. I must now be one of Amazon’s top customers!

If you want to get the most out each and every day it’s vitally important that you discover your own disconnect and begin using it as an important tool in your personal productivity arsenal.

I just downloaded and skimmed through the “The Noob Guide to Online Marketing” from unbounce.com. This is an excellent guide to marketing your startup and makes for a fantastic compliment to all your other marketing books, guides, mentors, gurus, wise ones etc!

While the infographic Unbounce have made is great and really helps to to see a path to marketing glory it, of course, lacks interactivity. Here at Upstart we are really into this kind of stuff and thought let’s make this interactive!

Usually, for most of us, the quickest way to make something like this interactive and collaborative is to create a new Google Doc spreadsheet which is exactly what we have done. Here is a screen capture:

Noob Marketing Guide Checklist

Another thing that we like to do at Upstart is learn from this process as much as we can and build this into our software, so that we can offer it to you, our users! Essentially we are here to help Startups and an interactive marketing checklist like this is a God send! As the weeks go past, your startup team can get notifications about which marketing efforts need to be carried out that week. This can include ongoing efforts like “write that damn blog post” to “ok it’s time to setup A / B testing” to “style that Twitter page!”.

The other benefit by making this interactive is that we can update this guide anytime as the playing field changes, which as we all know, changes quite frequently. I expect that we would allow any user to contribute ideas to this marketing checklist and maybe have a voting system to see which ones we will actually include. As new items are added to the check list we can probably let each user decide if they want to include that in their marketing efforts or not.

I have no doubt that we will find this exceedingly useful for us at Upstart and, no doubt, we hope that you will too when we launch this as a feature!

I’ve now come to the conclusion that generally speaking Kanban isn’t a good fit for software SME’s. The reason I say this is that most SME’s can’t afford to have a dedicated product owner. I don’t include startup’s in this statement as here the lead developer, product owner and CEO are one and the same.

Most Kanban teams I know haven’t come form Waterfall or chaos, they’ve arrived form Scrum or XP, both of which use time based iterations or ‘sprints’. Sprints mean that most product owners will be very busy on Monday morning during sprint planning and Friday afternoon for demo, of course they still need to be around to answer questions as and when they arise, but this is usually far from a full time job and usually isn’t hugely disruptive. This leaves the multi-faceted product owner to focus on other tasks that are vital to a software SME, such as marketing, customer support or whatever today’s pressing issue is in a never ending sea of pressing issues.

The bottom line is that in most SME’s the product owners responsibilities are much broader than simply gathering requirements, feeding user stories to the team and then later signing them off.

The core of Kanban is simple, visualise the work flow, limit WIP and reduce cycle time. Ultimately if you follow these rules it always leads to the same place; very small stories or minimum marketable features that are often completed in hours rather than days and column limits that allow very little wiggle room. These things are great, don’t get me wrong, this is exactly the desired result, stories flying across the board and into production, no bottlenecks where stories are left to fester, teams who are very clear about the task in hand, great. Kanban is the last word in team agility, no question!

The only drawback is that now the product owner has to be constantly on top of the board to maintain flow. The product owner is involved in crafting new stories and signing off existing ones several times per day, although this is not a huge drain in terms time, it’s definitely disruptive and negatively impacts their ability to focus on other none team related tasks which are part of their daily workload.

If someone was to ask me the biggest difference between Kanban and iterative agile methodologies I would say that they both involve exactly the same actions, with exactly the same desired outcomes, except Kanban is dynamic and any action can occur at anytime where as iterative agile techniques group those actions by type and complete each group at a fixed prearranged time.

The question for you as an SME is whether or not you can afford to have a product owner responding full time to Kanban’s demands or you are willing to sacrifice some agility in order to free up your product owner to work on other responsibilities uninterrupted, because they can’t do both.

Today I’m going unveil my own personal agile technique which I use to increase my overall productivity, the technique is still a work in progress so this article will cover it in its current form.

The technique can be used in isolation or can be used in conjunction with macro team level agile methodologies such as XP, Scrum or Kanban and micro level personal productivity techniques like The Pomodoro Technique.

The aim of the technique is to suppress what I believe to the be the four enemies of personal productivity:

• Multitasking
• Working without a clear objective
• Burnout through not knowing when to stop
• Inventing things to do to avoid the important

To fully embrace the Daily Mission Technique you need to fundamentally change the way you think about work. You need to stop focusing on time and start focusing on outputs. Instead of approaching a work day by deciding try and do as many tasks as possible in a fixed period of time you need to start trying to do a fixed number of tasks in as little time as possible. The change sounds slight, but the effects can be dramatic.

When using the Daily Mission Technique time becomes the carrot on the stick, it’s the reward you are given upon completion of your objectives. Using the traditional method of working against a fixed period of time removes the incentive, when we complete a task more quickly and efficiently our only reward is another task, whilst with the Daily Mission Technique we are credited with free time which we can spend as we see fit, guilt free.

I developed the technique during the six months which has been an extremely hectic period of my life, I’m involved in three separate startups, one social enterprise and am supervising the construction of my new house. This period has personified a pattern that has plagued me for years, massive bursts of productivity followed by equally massive lulls of inactivity.
The pattern always played out in the same way, some event would capture my imagination and I would work every hour available until I burned out, then I would hit a lull that I struggle to climb out of until some new event captures my imagination and the cycle repeats itself.

I also noticed another pattern, it seemed that increased workload actually decreased my outputs and increased the height and depth of these peaks and troughs. I’m sure this is due to increased procrastination, added temptation to multitask and continually working to the point of fatigue.

The Daily Mission Technique has helped me to break the cycle and transform the peaks and troughs into a much flatter line with continued consistency.

The technique is broken into five simple parts outlined below.

1) Mission Planning

Planning for the Daily Mission is as simple as defining the primary and secondary objective. Planning should not be completed on the same day as the mission and not before the previous mission has concluded. This leaves a window between the completion of the current mission and the end of the day prior to the next mission to set your next primary and secondary objectives.

The reason for this is clarity and discipline, it’s often at the end of the current workday that you can be most sure of what the next most important objectives are, also a significant time gap between planning and beginning the mission reduces the temptation to choose objectives which you want to complete rather than the ones you need to complete.

2) Primary Objective

It’s name is self explanatory, this is the all important objective of the day, the objective that you must do everything in your power to complete; no excuses. To finish the day without having completed your primary objective is a failure and a wasted day. Whilst to complete your primary objective is a success and whatever else happens, whatever distractions may arise to prevent you getting anything else done, you can go to bed on this day guilt free, comforted by the fact that today you took another step in the right direction.

3) Secondary Objective

The secondary objective which cannot begin until the primary objective is complete and is the difference between good enough and exceptional, the difference between guilt free and true satisfaction. Think of the secondary objective as a bonus prize, the extra push that when delivered consistently can turbo charge your progress. A day where you complete your secondary objective is not merely guilt free day, it’s an achievement. Something to be celebrated, something to strive towards each and every working day. These are the days that make the difference between success and failure in the realisation of your dreams.

4) Analytics

Progress tracking is a vital part of the Daily Mission Technique, it’s important to be aware of your track record so you can easily spot negative trends and periods of inactivity. The Daily Mission Technique uses a daily percentage score with 100% being a perfect day and 0% being a complete failure. The numbers are also aggregated into weekly, monthly and all time scores so that you can observe trends on a larger scale.

The 100% score is made up of five requirements each worth an equal 20%, as follows:

• Prior Mission Planning (20%)
• Starting Primary Objective (20%)
• Completing Primary Objective (20%)
• Starting Secondary Objective (20%)
• Completing Secondary Objective (20%)

You may question why starting and completing an objective hold equal weight? The answer is simple, in my experience the most challenging part of a task is often mustering the motivation to begin, especially when the task isn’t particularly interesting. This is the point where lulls of inactivity usually begin and the scoring system reflects that.

5) Retrospective

The retrospective is your chance to evaluate the days mission. If you didn’t reach 100% this is your chance to establish the reason why. Was it due to underestimation, fatigue or other distractions? Once you have identified the problem you should then think about how you can prevent this from reoccurring tomorrow. For example in the case of fatigue we could try decreasing the size of the objectives, going to bed earlier, not going to the pub tonight, completing only the primary objective for a few days or taking a day off. The purpose of the Daily Mission Technique is to creating and maintaining a manageable momentum, rather than trying to cram the most we possibly can into every waking minute followed by the inevitable burnout. A rolling stone gathers no moss.

Summary

Once you start using the Daily Mission Technique you will soon realise that the number of hours you work decrease while your outputs and the value of those outputs increase as you trim the fat by replacing general activity with focused productivity.

FAQ

Where does Daily Mission fit with other agile methodologies?

I use the technique primarily in conjunction with Kanban. Stories or minimum marketable features almost always require more than half a days worth of input. I break these stories into smaller parts and use those parts for my objectives. That same can be done for XP or Scrum.

Where does Daily Mission fit with other personal time management techniques?

I often use it in conjunction with the Pomodoro Technique, I simply estimate and break the objective into 25 minute pomodoros and continue as normal. The Daily Mission sits nicely between a macro level methodology like Kanban and micro level time management technique like Pomodoro.

So here it is, my first stab at podcasting. I’ve learned a lot in the last 24 hours, like that fact that I say ‘erm’ and ‘okay’ at every point where a comma would belong in a written sentence.

Today’s topic is the Pomodoro Technique and a bunch of hacks that I use to get the most out of it. The cast assumes that you’re already using the technique, if not go check it out – www.pomodorotechnique.com.

Podcast Feed: http://upstarthq.podomatic.com/rss2.xml

Well, not exactly. Maybe into a siding for a few months. With full time jobs, families and other projects starting up, Upstart has been a bit on the back burner for all of us. Part of it perhaps has been procrastination, being a bit too proud, being a bit too much perfectionist.

“Long projects zap morale. The longer it takes to develop, the less likely it is to launch. Make the call, make progress and get something out now – while you’ve got the motivation and momentum to do so.”

J. Fried & D.H. Hansson – Rework

Momentum is one of those things that is critical to any kind of business; bit/small/funded or bootstrapped. It helps you sail over small obstacles with ease. The combined energy of the team has a life of its own. So how do you create and maintain momentum ?

Looking back over the last few months, I thought it might be neat to try and measure momentum by looking at our group communications, in this case email, which I am just using as an indicator, since the sum of our communications includes a number of online and real world channels. The graph below shows the number of emails per fortnight relevant to UpStart. As you can see we had a good deal of momentum early on, but then started to peter off in the end.

Upstart Momentum

We work in a pretty lean, flexible way, seeking out our next MVP without imposing too many rigid milestone goals on ourselves. But wouldn’t it be nice if we could track the momentum of our Startup, as a motivator (at an individual and team level) to help us keep pushing hard ? Counting emails is a little fuzzy, so we’ve decided to track effort in terms of Pomodoros. The Pomodoro Technique is great as it is a work system, not just a dry record of passing time.

Pomodoro Timer

“The aim of the Pomodoro Technique is to use time as a valuable ally in accomplishing what we want to do in the way we want to do it, and to enable us to continually improve the way we work or study.”

www.pomodorotechnique.com

It’s great for Startups, particularly Lean Startups, where you are are frequently searching for direction from customers, pivoting, weighing options, dealing with uncertainty and trying to find product-market fit. It gives a greater sense of purpose (followed by a sense of achievement) in a given work session and has a motivational/competitive aspect in a team environment.

As an experiment, we’re going to record our individual Pomodoros completed and plot these as a group effort over time. Pretty soon, we hope that customers will be

providing most of our motivation, but Pomodoro will still we an important part of our approach to work.

Let’s see how it goes !

I have just returned from the Echelon conference in Singapore. It was my first trip to Singapore and I must say what a great city! Very clean, very friendly and a great place to do business! The E27 conference was excellent too! I met a lot of really interesting people who are running some really interesting startups.

Startups that caught my eye

Foound – Probably the most exciting and mature startup at Echelon this year was Foound. Based in Singapore, it allows users to organize and arrange social (or business) meetings. One caveat though – it’s only available on iPhone at the moment!

Koprol – the recently Yahoo! acquired social networking site from Indonesia. All the guys were there including the CEO of Koprol and representatives from Yahoo! Koprol is a milestone for South East Asia as it is the first startup to be acquired by such a large player in this region. Well done to the Koprol team and we hope this will inspire other entrepreneurs to startup something of their own!

MyAdEngine – Makes it really easy for businesses to have an advertising campaign online with say Google AdWords or other other providers. It acts as a one-stop-shop for all your online advertising needs. A great idea for an exiting emerging market.

There were also representatives of several investors from incubators and venture capital firms who were on hand to give advice about the path to funding, acquisition or IPO.

Investors that caught my eye

Dave McClure – is from Silicon Valley and has many success stories including Mint.com. He also provides some great advice to startups on funding paths as well has how to improve the likelihood of success with your startup. He recommends following the Lean Startups methodology which falls neatly in line with our values here at Upstart!

Meng Weng Wong – is from Singapore and started the incubator JFDI.asia which focuses on quality and having an ever present mentor during the early phase of a startup. Sounds like it could be a successful model – we will just have to wait and see who comes out of JFDI in the future!

Saeed Amidi – I found to be a very interesting and approachable person from Plug and Play Tech Center. He had a lot of useful advice for startups looking for early stage investment.

What the trip did for our exposure

Obviously we handed out business cards, talked to the attendees, startup founders, asked questions etc etc. We were not sponsors and did not have a presentation slot or physical booth so our overall visibility was fairly low. Our real reason for attending was to get a feel and understanding of some of the challenges startups face.

In the end, we came away with a lot of new contacts and a lot of new ideas. For our blog, traffic remained steady and we managed to pick up 2 additional contacts interested to try out our software, taking the total to 5. What we want to do now is keep blogging, keep up the level of tweeting and exposure and stay on track for our first public beta launch this month!

I am going to keep you guys updated with the state of our marketing campaign here at Upstart. Firstly, it’s important to realize that the marketing efforts are based on everyone involved with the business – so here at Upstart that would be @pgager, @chrisincambo and myself, @jensendarren. We are all blogging, all tweeting and all promoting our startup in anyway that we can. We are studying, reading, researching, learning, testing and generally having a lot of fun getting the word out about our product! Not to mention, of course, we are building it too

So where are we at and where do we want to go?

• Blog running for about 1 month
• Analytics running for about 1 week
• 100 unique visitors
• 32 unique visitors in one day
• 3% have signed up to learn about our beta launch

We are a startup just like the clients who we hope will use our software. We have the same issues as every startup. We are experiencing the same hurdles, challenges, pit-falls and rewards. We are just like you, in fact! In a nutshell, without going into the specifics, we have an online, subscription based software that we want to tell the world about.  In particular, we want to tell our potential clients about us. Currently our potential clients are other software startup companies but this will broaden to encompas other industries once we reach this beachhead.

What are we doing about marketing?

Your reading it! No seriously, the blog plays a big part in our marketing campaign but it’s more than that. For example, we are already using our software with some of our other startups and clients to make them aware and get real early stage feedback on the product. Additionally, and this is the fun part, we are all heading out to Singapore this evening to attend a web startups conference – Echelon 2010. We have worked tirelessly over the last few weeks to get the product in a presentable state for this conference so that we can demonstrate it to any interested parties. Having said that the real benefit of attending this conference is to listen to other startups experiences and use that a way to feedback some features into our software.

Conclusion

Blogging, tweeting, emailing, talking, using and sharing the product early on as well as attending conferences like Echelon 2010 will certainly create some buzz. It will be interesting to check the Analytics for this site to see how many people we talk to in Singapore check us out and if they send a referal to their contacts. Currently, in our very young age that we are, we have had exactly 100 unique visitors (highest unique visits in one day was 32), which is not bad since we only started blogging regularly this month (and we only setup Analytics last week)!

The real win is that out of the 100 unique visitors we have have 3% signup to be notified of our product release! Again, not bad turnaround in my honest opionion! I would like to say a big thank you to all 3 of you!! I hope there will be many more to come!

I was reading something recently that dealt with the issue of partners, tending to take a rather negative view of the idea, whereas I tend to take a much more positive view of the arrangement. This got me thinking about what it was that I liked about partnerships for startups, and in particular for bootstrapping.

The big differentiation between bootstrapping and other startups is the investment required, both in time and money. Although bootstrapping requires a serious, ongoing commitment, it is not an all or nothing approach involving betting the proverbial farm on success. Bootstrapping would often mean that other sources of income are required (such as a steady job) during the startup phase. Bootstrapping also means in many cases, a limit to how much time can be dedicated per week or as someone once said a startup need only take as much time as a hobby. Despite this, I see the following main benefits of a partnership:

• By pooling your time, you can reduce lead times in getting your product to market
• Decisions need not be agonised over and a consensus position can often be reached quite quickly
• Partners normally (and perhaps should) bring a range of expertise to the venture. One person might be specialised in software development, another in business development and another in marketing. As long as there is a common vision, there is a much greater likelihood of success
• A recognition that the contribution made by each person will vary, depending on the stage of the product. Some people favour monitoring and measuring these inputs and apportioning equity accordingly, but I disagree. As long as everyone shows a willingness to contribute and make themselves available at all times, that is enough.
• The business maintains momentum by everyone constantly egging each other on to complete on time or challenge each other to achieve more in a shorter period of time. Procrastination, the enemy of productivity becomes almost impossible.
• Never have to hire. With 2 or more partners and the right, scalable, business model, you may never need to hire anyone. Imagine that; no contracts, no policies, no retention plans, no “us-them” and potentially, no office space !
• Never have to seek funding. In a partnership, you have x times many sources to emergency cash to see you through the tough times, (though of course as a good boostrapper, you should aim to fund yourself through strong cash flow)

So what makes a partnership work ?

• High levels of trust
• A common vision of the product, which develops over time though constant communication, but always remains focused on the shared objectives
• Free exchange of opinions and ideas and healthy debate over product direction
• Frequent communication, “poking” someone when something is coming on a little slow
• Responsiveness to requests and comments within a reasonable time frame
• An inherent acceptance of equal ownership of the product/idea
• A relationship that extends beyond a normal workplace colleague relationship. If you are not socializing with you partners, then you probably will be soon. This all goes to the heart of understanding your partners; their strengths and weaknesses and how best to get the most out of each other.
• Your partners are of a similar age/experience level. This will mean that there is a more even balance of power in the partnership and debates/decisions will more likely represent the consensus view rather than the more experienced partner.

Is it just me or is the story about the waterfall being bad and agile being good starting to get a little old? Maybe I mix in the wrong circles, but I don’t know a single company still using the waterfall. I only see software companies that use a flavour of agile or follow method-c (chaos). The waterfall’s no longer relevant, so why do I still hear about it so much? It’s like a broken record.

Our industry is already past the waterfall and we’ve now entered the reign of the agile native. Developers that have never known anything but agile. I know because I’m one of them, and so are the dozen people currently in the lab with me. Not one of us is over the age of thirty.

We still like to sit around the camp-fire sometimes and have first generation agile immigrants tell us tales of hardship and woe from the old-country, but they are just that, tales. They hold little relevance to our current day to day problems and hold less relevance with each day that passes.

Admittedly every hero needs a despicable villain to accentuate their own greatness, but it’s time to accept that the waterfall, our arch nemesis bit the dust years ago and all of us standing around in a circle kicking a corpse is not doing our cause any favours.

If we really must have an arch rival to attack then let’s start attacking method-c. Thanks to it’s ability to do a pretty good impersonation of agile, it’s a far more challenging and deserving opponent. I mean, it’s very difficult to sell agile to a team if they already think they are agile.