WHAT’S IN THE PRODUCT VISION?
Creating the product vision is a crucial part of the product discovery and development processes. It serves as the big picture and the guide for everyone to look at and follow. Will the new feature help achieve the product vision? Will this solution align with it? A clear and effectively-written product vision will help stakeholders contribute value to the project. It also helps developers succeed the elevator test, as Joel Polsky mentioned in his “Product Vision” article.
Testers help ensure that the product will meet the customer needs and requirements. Involving them as early as during product discovery can further ensure quality throughout product development. This article will detail what are some activities done in creating the product vision, and how testers can help with it.
Aligning with the business strategy
The product vision should be in line with the company’s strategy and existing program backlog. This is why the Scrum team must understand the business and their stakeholders.
The Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis will allow the Scrum team to assess the business against its competitors. Activities include listing advantages, areas of improvement, market trends, and obstacles that the project must anticipate.
Having a gap analysis meeting will also help the Scrum team understand what needs to be done for the project. This is done by identifying where the project is at the moment, where the project wants to be, and how they can bridge the two states together.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios