SWOT analysis is an acronym for Strengths, Weaknesses, Opportunities, and Threats. This is a high-level approach to look at the key parts of a project before encountering problems. Anticipating problems early allows the team to deal with them more effectively. Developers are important in this process as they will have a better understanding of SWOT for the software and development environment. What other roles may gloss over, a developer will have a deeper grasp on.
Gap analysis looks at the difference between the current product, and the product vision. It attempts to address how the Scrum team can get from where they are, to where they want to be. Developers are vital to this, as they can usually relate remaining functionality to how much work it will require. Projects with numerous features unfinished may seem far out, but developers may understand that a large portion of code may be reusable. On the other hand, projects with only a few features to go may take longer than expected, because these few features are particularly large or complex. Developers can give a more granular and technical opinion on the gap between the product in development, and the completed product vision.
Ultimately, the product vision gives a point for the Scrum team to focus on. Every bit of work they finish can be based on this end goal. It may seem like unnecessary extra work, but it benefits every role on the Scrum team. Developers, in particular, rely on the product vision to show them that every task they complete gets the software closer to the product vision.
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