Prioritising with the Product Vision
It’s important for the Scrum Master to work with the team to make sure they are executing efficiently on the true product vision. Along the way, the team may discover new features that could make the product a little bit better but if that new feature isn’t driving towards the product vision, then it may not be worth prioritizing and it is the Scrum Master’s job to redirect the attention to the original task. For example, while developing a feature to make an Excel upload easier, the engineer may be inclined to also include the ability to upload other file formats but since the end-user indicated that they only work in Excel, then these other formats aren’t necessary at this time and should be de-prioritized.
Prioritising with the Product Vision
Coming back to the product vision when making decisions is important to streamlining the process and iterating faster.
As you can see, the product vision is key for not only defining the product but for faster development to that core product. By knowing who the end-user is, what problem the product solves, and the other constraints of the project, it allows the team to stay focused and means that the stakeholder is getting the product they need.
These vision statements also ensure the team is focused on solving one problem at a time and everyone on the team knows what that focus is. The product vision is the guiding principle that will ensure the developed product will solve the gap or problem for the end-user.
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