Before the Code is Written: The 8 Steps of the Prep Cycle

June 20, 2013

Adam McGowanadam@�re�eld.com

Jeremy Sewelljeremy@�re�eld.com

http://www.�re�eld.comContact Us

You have an idea for a startup.

You're sure it will be a success if you can just get it built. Once you get enough users, investors will be knocking down your door for a piece of the action. With some capital in your pocket, you'll grow the business and your IPO won't be far o�.

HOLD ON.Before you put that expensive champagne on ice...

Let's talk a little about that �rst step: Turning an idea into a functioning application.

A lot of entrepreneurs want to start by hiring a designer and a developer, putting them in a room, and telling them what to build. This could work for

some, but a majority of time, it doesn't.

Whenever we begin an engagement with a new client or start a new internal project, we go through what we

call a Prep Cycle.

From having built a number of minimum viable products (MVPs) for clients and advising lots of entrepreneurs (at various stages), we've come up with a set of initial work that needs to

happen prior to bringing on any additional resources.

The Prep Cycle is when we make hard decisions, challenge initial assumptions, and set the plan to

move forward with the best chance for success — not just for the initial development, but also for the

building of the business.

We break the output of the Prep Cycle into the following 8 steps.

1. EVALUATE TEAM AND ROLES

We begin by assessing the individuals involved. What is their

expertise, domain knowledge, relevant skills, connections,

and availability? What are their strengths we can capitalize

upon? Are there gaps that we will need to �ll with other

cofounders or advisors? This isn't about the resources

necessary for designing and developing an application. This

is about the people that will manage the business, present

to investors, and sell the product.

2. SOLIDIFY BUSINESS OBJECTIVES

How will the app make money? How will it be funded until it

does? This is one of the most crucial steps that often gets

overlooked by overzealous entrepreneurs. We look at

overarching assumptions, �nancial projections, the market

penetration strategy, and the competitive landscape. We

need to make sure the business model makes sense and

when you hit your target audience — whether its partners,

customers, or investors — they are going to respond and

understand your mission and your value.

3. PARE DOWN KEY FUNCTIONALITY

We believe in an agile approach and when starting any new

venture, we believe you start with only the most crucial

features and functionality. We start by determining the key

interactions that will make the product successful and

outline the base functionality necessary. With a concrete

foundation, other features can be added, pivots can be

made, and user feedback can be addressed. We list out the

key functionality, debate �ercely, and continue to re�ne

until only the most essential features remain.

4. EXPLORE CREATIVE DIRECTION

This isn't the time for designing every button and detail, but

we like to begin by thinking about a design direction and a

communication strategy. We need to make sure all

collaborators are onboard with a tone and style that

matches the intended audience. Does the name of the

application make sense? Is success dependent upon certain

creative direction? Sometimes this will be as simple as an

interim logo, font choice, and color palette. Other times,

we'll produce a few mockups as a proof of concept.

5. CREATE USER FLOWS AND WIREFRAMES

Once we've set the base functionality and considered

creative requirements, we begin with a simple set of

diagrams that outline the overall layout, �ows, and user

experience. We don't believe in laying out every single view

of the application or writing long functional specs. We know

that we'll learn a lot once development begins and we want

to be prepared to change direction as need, but these basic

wireframes will create consensus and set a roadmap.

6. DETERMINE TECHNOLOGY REQUIREMENTS

There are a plethora of development languages, platforms,

APIs, and integrations that should be considered. We let the

necessary functionality drive these choices. We consider the

immediate and future requirements in determining needs

for hosting, database management, and coding.

7. ESTIMATE NECESSARY RESOURCES

By this point, we have a good grasp on what needs to be

built and we're in a position to make accurate forecasts on

the e�ort and resources necessary to launch successfully. For

some this means it's time to get started. For others, this is

the point when they go out to raise capital to move forward.

8. SET SCHEDULE AND MILESTONES

Now that we've de�ned our team, outlined the product, and

established the necessary resources to move forward, we set

concrete milestones and goals. Everyone has their

assignments and we're now in a position to get started.

This is where the real fun begins.

THANKS FOR READING.

If you're interested in learning more about how we work or if

you just want to discuss an idea, please feel free to contact us.

We're always happy to provide some advice or hear feedback.

http://www.�re�eld.com/contact

info@�re�eld.com