Vision Development: Balancing software innovation and business models.

Student thesis: Master thesis (including HD thesis)

  • Anders Christian Eiler
4. term, Software, Master (Master Programme)
During the development of the Cloud Apps prototype in the second report on the topic, the development team found it difficult to ensure, that what they were doing was actually what the customer wanted. This report contributes with a new development process, named Vision Development. By using vision development, the Team, SCRUM Master, Product Owner and Customer had a methodology that helped them steer the project, using a common product vision as guideline. The purpose is to ensure, that the Team is creating the software, that the customer wants, and to ensure that the software the customer think he wants, is what he actually needs. This report describes the Vision Development methodology and presents a case study in which the methodology was applied. Vision Development builds on top of SCRUM and Essence by adding different tools and methods to the known development process. It implements the Business Model Canvas by Osterwalder and Pigneur to understand how the product fits into the customer’s business, and it implements Business Patterns by Gassmann, Frankenberger & Csik to understand how the business fits into the market and what central elements and processes it consists of. By knowing that, the customer and product owners are able to create a product vision that guides the project. It is described how to create a product vision and what to do, when it needs to be revised to include changes, new features or new requirements. Changes to the vision can emerge both internally in the team and externally from the customer. By also building the methodology on Essence, software innovation is an integrated part of the development process, facilitating an environment where investigation and testing of new ideas are encouraged. Two ways of evaluating the ideas are presented with the purpose of making sure, that new ideas are desirable and feasible before implemented. Changes to the vision can also emerge externally, e.g. if the customer wants the product to include new features or otherwise be modified. In both cases, Vision Development serves the purpose of evaluating if a diversion from the existing vision is desirable or not, by holding it against the Business Model and Business Pattern, so that the full impact of any change is understood. If the changes are desirable, it is described how the product vision can be modified and the changes can be added to the project. The artifact that this report presents, is a product vision that is revised after every sprint to ensure it describes the current wishes and requirements. The product vision is shared among all parties involved in the project to ensure that everybody is working towards the same goal. A goal that is always aligned with the customer’s wishes and needs, and one where the products impact on the customers business is understood. This should result in better products that delivers exactly what the customers needs.
LanguageEnglish
Publication date15 Jan 2015
Number of pages109
External collaboratorMeebox ApS
CTO Anders Eiler ace@meebox.net
Other
ID: 207753558