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Managing Products with Agility / Product Vision - Coggle Diagram
Managing Products with Agility / Product Vision
10 Tips for Product Owners on the Product Vision
Product Vision
The Product vision describes the purpose of a Product, the intention with which the Product is being created and what it aims to achieve for customers and users. The Product vision describes a future state of the Product and what problems it tries to resolve or what ambitions it tries to fulfill.
Having a clear and inspiring Product vision helps in motivating and inspiring people, like the Development Team, the stakeholders and customers and users
It also provides a common understanding of the direction we want to move towards
Besides that, the Product vision also supports the Product Owner in making choices about what to build and what not to build for the Product
Tips
Be(come) the owner of the Product vision
your heart should start beating faster about it
Share your Product vision, often
It helps the Development Team in making technical choices about architecture
It helps the stakeholders in understanding what would be valuable for the product
It helps users to understand why they should use and/or buy your product
Don't believe your idea is the best idea ever
Make sure that you validate your vision with stakeholders, the market, users, etc. etc
And release the Product early and often, to get feedback from the users.
Develop your vision iteratively and incrementally
Also don't try to get it right the first time! Take a couple of iterations to improve your vision. Make it better over time!
Adapt your vision as you're learning
Don't be afraid to pivot!
Some of the most successful Products (of recent years) like Facebook, Post-it and Netflix started out with a totally different purpose (vision) in mind
Only because the original purpose failed and the companies adapted their vision
As you're learning from customers and users, adopt their feedback and embrace that changing your vision
Adapt your vision pitch, based upon your target audience
In your pitch, make sure to address the things that are important for them
Focus on value for customers and users, not on technology
It's about resolving a problem or about achieving a dream
Keep your vision short, clear and inspiring
Make the vision fit in the companies vision and strategy
find out wether or not the company strategy might need to change
make sure that you're aligned with the company purpose and strategy.
Validate your vision with stakeholders, the Scrum Team and market
Improve your time-to-learn (instead of time-to-market)
includes the feedback loop from the customers/users
Understand that more analysis doesn’t (necessarily) make the Product better
start doing more experiments, tests, releases and gather feedback from the marketplace
Market research, sales and marketing are part of your responsibilities
Focus on increasing value (outcome) instead of increasing velocity (output)
we can make it ‘perfect’ for our customers and users
release early and often, to deliver to your customers and users and to get their feedback
Others
https://medium.com/the-value-maximizers/10-tips-for-product-owners-on-stakeholder-management-15376dae87e8
https://medium.com/the-value-maximizers/10-tips-for-product-owners-on-the-scrum-framework-d7f9dc020f4e
https://medium.com/the-value-maximizers/10-tips-for-product-owners-on-product-backlog-management-86b2a14288d1
https://medium.com/the-value-maximizers/10-tips-for-product-owners-on-release-planning-69b93eed55eb
https://medium.com/the-value-maximizers/10-tips-for-product-owners-on-business-value-2d13d28170dd
Golden Circle
3 What
Great computers
2 How
Beautifully designed, simple to use and user friendly
1 Why
Everything we do, we believe in challenging the status quo. We believe thinking differently
The 5 Paradoxes of Digital Business Leadership
Radically innovate while optimizing operations
the ability to focus on what the firm does today and optimize its current execution
How will digital technologies change how we create value for our customers?
What is the ‘job’ our customers are tying to do?
What business are we really in?
Compete in sprints while delivering long-term value
At the same time, the ability to deliver agile, instantaneous responses
Integrate external partners while operating as a single entity
build and run agile digital-partner networks
Recognize that providing immediate digital value plays a large role in sales but that more value is delivered over time
digital business leaders must be able to articulate the value that drives the initial transaction – while at the same time supporting the continuous development model that provides indefinite new value.
Provide technologically enabled offerings while focusing on value, not technology