Joint Application Development
This approach brings the different customers into the initial planning meeting and throughout the iterations which leads to better client satisfaction and potentially faster development. The vision is determined together while the Scrum Master facilitates the discussion. The key roles needed in the meeting include the Executive Sponsor (key decision maker), Facilitator (Scrum Master), IT Representative (developer), End-User (the person who’s problem is being solved), Documenter (Product Owner), and Observer (optional but could act as arbiter later in the process).
The JAD meeting will act in place of the traditional methods of gathering requirements, like reading the documentation, conducting interviews, and watching how people use the product, and instead gathers all the information needed rapidly to get to the end-goal and product vision faster. Coming out of this meeting, you will have agreed upon a product vision and also many other key factors regarding the product.
Prioritising with the Product Vision
At this point, your team has a product vision and has gathered the necessary requirements to execute on the product. Even at this point, there are things to keep in mind as the Scrum Master and the rest of the Scrum Team lays out the work. With each day and each sprint, the team will need to make choices that either get the product closer to that product vision or will develop something that’s tangential to the goal.
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