P. 1
Vision Guide

Vision Guide

|Views: 13|Likes:
Published by Martin Enslev

More info:

Published by: Martin Enslev on Nov 20, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

11/20/2010

pdf

text

original

Was passiert vor der ersten Iteration?

Karlsruher Entwicklertag 2009 Roman Pichler

About me
Roman Pichler Consultant and Author Agile and Scrum Tel.: +44 (0) 7974 203772 roman.pichler@romanpichler.com www.romanpichler.com Upcoming Book:
Agile Product Management with Scrum. AddisonWesley

My book on Scrum:

© 2008-2009 Pichler Consulting Ltd

2

The Million Dollar Question? Product Idea Product Increment © 2008-2009 Pichler Consulting Ltd 3 .

Teste. dass dieselbe Besprech ung nicht zweimal gelöscht werden kann. Endzeit liegt vor Startzeit.It should be Easy … Product Idea Product Backlog Sprint 1 Prio 1 Theme Calendar Item Als Basisanwende r möchte ich eine Besprec h-ung anlegen Als Basisanwende r möchte ich eine Besprec h-ung storniere n Als Basisanwende r möchte ich eine Besprec h-ung ändern COS Teste das Eingeben ungültige r Werte. dass die Änderungen persistier t wurden.B. Teste. z. Effort 2 2 Calendar 3 Product Increment 3 Calendar 1 © 2008-2009 Pichler Consulting Ltd 4 .

dass die Änderungen persistier t wurden. Teste. Endzeit liegt vor Startzeit. dass dieselbe Besprech ung nicht zweimal gelöscht werden kann. z. Teste.Enter the Vision Product Idea Product Vision Product Backlog Sprint 1 Prio 1 Theme Calendar Item Als Basisanwende r möchte ich eine Besprec h-ung anlegen Als Basisanwende r möchte ich eine Besprec h-ung storniere n Als Basisanwende r möchte ich eine Besprec h-ung ändern COS Teste das Eingeben ungültige r Werte. Effort 2 2 Calendar 3 Product Increment 3 Calendar 1 © 2008-2009 Pichler Consulting Ltd 5 .B.

articulate the vision. and relentlessly drive it to completion.” Jonathan Swift “Good business leaders create a vision. passionately own the vision.“Vision is the art of seeing things invisible.” Jack Welch © 2008-2009 Pichler Consulting Ltd 6 .

the critical information we must know to develop and launch a winning product: • Who is going to use or buy the product? Who is the target customer? • Which customer needs will the product address? • Which product attributes are critical to address the customer needs selected? • How does the product compare against existing products? • What is the target timeframe and budget to develop and launch the product? © 2008-2009 Pichler Consulting Ltd 7 .The Product Vision The product vision describes the essence of the product.

marketing and selling the product © 2008-2009 Pichler Consulting Ltd 8 . It establishes the high-level scope for the release and facilitates stocking and prioritizing the product backlog • Sets the common direction everyone pulls towards: commonly understood and agreed mission for the project • Provides important information for the creation of a business case. It allows management to make a sound go or no-go decision • Supports launching.Benefits of the Product Vision • The vision is the product’s foundation.

The Vision in Action: Polycom’s SoundStation • Customer needs – Have effective meetings with geographically distributed attendees – Similar to face-to-face conversation without having to shout. distortion. echoes or other interruptions • Product attributes – Full duplex sound quality better than competition – Simple to use – First-class looks © 2008-2009 Pichler Consulting Ltd 9 or .

overarching goal • Stable and clear – “Blockbuster teams were more than three times more likely to excel having a clear and stable vision than failed teams.4 times more likely than the moderately successful one.” Lynn&Reily (2002. p. and 1. 58) • Broad and engaging – Guides the development efforts and leaves enough room for creativity – Realistic and ambitious • Short and sweet – Focus on critical information © 2008-2009 Pichler Consulting Ltd 10 .Desirable Qualities • Shared and unifying – Galvanizing.

The Art of Simplicity „Some people would argue that the purchase motivations for the product are far too complex to capture (sic) in one or two sentences.” Donald Reinertsen Managing the Design Factory © 2008-2009 Pichler Consulting Ltd 11 . Our experience after years of doing market research suggests the opposite. Most successful products have a clear and simple value proposition. (…) A list of 300 features with a target value for each is a prescription for an unsuccessful program.

Moore’s Elevator Test A good product vision can be summarised in two sentences and communicated during an elevator ride The vision passes the test if it contains the following information For <target customer> who <statement of the need or opportunity> the <product name> is a <product category> that <key benefit. compelling reason to buy> unlike <primary competitive alternative> our product <statement of primary differentiation> © 2008-2009 Pichler Consulting Ltd 12 .

Alice in Wonderland © 2008-2009 Pichler Consulting Ltd 13 .” said the cat. “Then it doesn’t matter which way you go.Do we really Need a Vision? “Would you tell me please. “I don’t much care where –. which way I ought to go from here?” “That depends a good deal on where you want to get to.” said Alice.” said the cat.

clear and stable product vision in place – Effort depends on newness. then get it right” © 2008-2009 Pichler Consulting Ltd 14 . complexity and on the product scope • Start small to minimize the visioning work and the overall time-to-market – Small is beautiful – Inspect and adapt: “Get it out.How much Visioning Work? • Just enough to have a shared.

” The Agile Manifesto • “Do less than your competitors to beat them. (…) Start off with a lean.Simplicity • “Simplicity – the art of maximizing the amount of work not done – is essential.” 37Signals © 2008-2009 Pichler Consulting Ltd 15 . Then you can start to add to the solid foundation you've built. (…) Take whatever you think your product should be and cut it in half. smart app and let it gain traction.

How should we Create the Vision? Product Idea Product Concept Concept Development Concept Testing © 2008-2009 Pichler Consulting Ltd 16 .

B. dass die Änderungen persistier t wurden. Teste. Endzeit liegt vor Startzeit. dass dieselbe Besprech ung nicht zweimal gelöscht werden kann. z. Effort 2 2 Calendar 3 3 Calendar 1 One or more Visioning Sprints © 200-20098 Pichler Consulting Ltd 17 .Or better this Way? Product Idea/Update Product Vision Product Backlog Prio 1 Theme Calendar Item Als Basisanwende r möchte ich eine Besprec h-ung anlegen Als Basisanwende r möchte ich eine Besprec h-ung storniere n Als Basisanwende r möchte ich eine Besprec h-ung ändern COS Teste das Eingeben ungültige r Werte. Teste.

architecture visioning Product planning Business analysis © 2008-2009 Pichler Consulting Ltd 18 .Visioning Sprints • Objective – Envision the product. understand the customer needs and paint a rough picture of how the needs are addressed • Common activities – – – – Market research: Probe and learn Prototyping.

sales and service staff as well as technical people © 2008-2009 Pichler Consulting Ltd 19 . product and usability designers.Who should Create the Vision? • The product owner together with the team and ScrumMaster • The team’s composition depends on the product lifecycle stage – May include marketers.

prototypes and models available  Well equipped team room available  Infrastructure incl. test and development environment ready © 2008-2009 Pichler Consulting Ltd 20 .The Checklist  All roles properly filled  Product vision available  Product backlog stocked and groomed  Business case approved  Architecture vision.

Action without vision is simply passing the time.Famous Last Words “Vision without action is a dream. Action with vision is making a positive difference.” Joel Barker © 2008-2009 Pichler Consulting Ltd 21 .

Thank you for your attention! © 2008-2009 Pichler Consulting Ltd 22 .

Harvard Business School Press. Marketing and Discontinuous Innovation: The Probe and Learn Process. Free Press. 1997 Thomke. 8 – 37. 2006 Pichler. no. Creating Products that Customers Love.com/books/agile-productmanagement Reinertsen.. Managing the Design Factory.References Lynn. Revised Edition. 1996 Moore. Addison-Wesley. 2003 © 2008-2009 Pichler Consulting Ltd 23 . Reilly. and Albert S. 3. Crossing the Chasm. Donald G. Stefan H. 2002 Lynn.mikecohnsignatureseries. Geoffrey A. 38. Collins. HarperCollins. Blockbusters.. vol. Unlocking the Potential of New Technologies for Innovation. Joseph G. Richard R. The Five Keys to Developing Great New Products. In: California Management Review. To be published. Experimentation Matters. Gary S. A Product Developer’s Toolkit. Gary S. Roman. Agile Product Management with Scrum. http://www. Paulson. Marone. pp.

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->