The Agile Project Vision
At the heart of any great product is a great vision. It describes the primary goal or goals of a product and creates a focus that becomes the guiding principle of the project. A good product vision not only becomes a quick elevator pitch to potential investors but also becomes the basis for prioritising and developing the product. The Scrum Master will use this everyday to help the team prioritise their work and help refocus as they discover unforeseen roadblocks or decisions.
The product vision outlines the reason that this product should be made at this time and for this user. To write a successful product vision you’ll need to answer 5 questions:
1. Who are the customers that are going to buy the product or who are the target audience for the product?
2. What need or problem does the customer have that this product solves?
3. What are the critical parts of the product that will deliver on this need?
4. Who or what are the competitors? How will the product compare to those already on the market?
5. What is the development timeline and budget?
If you can answer these questions, then you have a product vision. Anyone who reads the vision statement should also be able to answer the questions above, even if only on a surface level. Sometimes you may have a great idea but you realize while answering these questions that you do not have a full product. Not all great ideas turn into great products if they aren’t solving a need and you cannot develop a full 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