Vision Development: Balancing software innovation and business models.
Author
Eiler, Anders Christian
Term
4. term
Education
Publication year
2015
Submitted on
2015-01-15
Pages
109
Abstract
Udviklingsteams har ofte svært ved at vide, om de bygger det rigtige. Under arbejdet med en Cloud Apps‑prototype oplevede teamet, at det var vanskeligt at sikre, at deres indsats svarede til kundens forventninger. Denne rapport introducerer Vision Development, en praktisk proces, der samler Team, Scrum Master, Product Owner og kunde om en fælles produktvision og bruger den til at styre de daglige beslutninger. Målet er både at sikre, at teamet bygger det, kunden ønsker, og at tjekke, om det kunden tror, de ønsker, faktisk opfylder deres reelle behov. Vision Development udvider den agile ramme Scrum og metode‑rammen Essence med ekstra værktøjer. Den bruger Business Model Canvas (Osterwalder & Pigneur) til at forstå, hvordan produktet understøtter kundens forretning, og Business Patterns (Gassmann, Frankenberger & Csik) til at forstå, hvordan forretningen passer til markedet, og hvilke centrale aktiviteter og elementer der er vigtige. Med denne indsigt kan kunden og product owner formulere en klar produktvision, der styrer projektet. Rapporten forklarer, hvordan man skaber denne vision, og hvordan den revideres, når nye funktioner, krav eller ændringer opstår—uanset om de kommer indefra teamet eller fra kunden. Fordi tilgangen bygger på Essence, bliver software‑innovation en integreret del af processen: afprøvning og udforskning af nye ideer opmuntres. Rapporten præsenterer to måder at evaluere ideer på for at sikre, at de er ønskværdige og mulige, før de implementeres. Når en ændring foreslås, hjælper Vision Development med at vurdere, om en afvigelse fra den gældende vision er ønskelig, ved at holde den op mod Business Model og Business Pattern, så hele konsekvensen forstås. Hvis ændringen er ønskelig, viser rapporten, hvordan visionen opdateres, og hvordan ændringen indarbejdes i projektet. Det centrale artefakt er en produktvision, der gennemgås og opdateres efter hver sprint og deles af alle interessenter. Det holder alle rettet mod samme mål—et mål, der afspejler kundens behov og tydeliggør produktets påvirkning af kundens forretning. Et casestudie viser metoden i brug. Det forventede resultat er bedre produkter, der leverer det, kunderne faktisk har brug for.
Development teams often struggle to know whether they are building the right thing. While working on a Cloud Apps prototype, the team found it hard to verify that their efforts matched the customer’s expectations. This report introduces Vision Development, a practical process that aligns the Team, Scrum Master, Product Owner, and customer around a shared product vision and uses that vision to guide day‑to‑day decisions. The aim is twofold: to ensure the team builds what the customer wants, and to check that what the customer thinks they want actually meets their real needs. Vision Development extends the agile framework Scrum and the method framework Essence with additional tools. It applies the Business Model Canvas (Osterwalder & Pigneur) to understand how the product supports the customer’s business, and Business Patterns (Gassmann, Frankenberger & Csik) to understand how the business fits the market and which core activities and components matter. With this insight, the customer and product owner can craft a clear product vision that steers the project. The report explains how to create this vision and how to revise it when new features, requirements, or changes arise—whether they come from within the team or from the customer. Because the approach is grounded in Essence, software innovation becomes part of the process: exploration and testing of new ideas are encouraged. The report presents two ways to evaluate ideas for desirability and feasibility before implementation. When a change is proposed, Vision Development helps assess whether moving away from the current vision is worthwhile by comparing it to the Business Model and Business Pattern, so the full impact is understood. If a change is desirable, the report shows how to update the vision and incorporate the change into the project plan. The main deliverable is a product vision that is reviewed and updated after every sprint and shared by all stakeholders. This keeps everyone aligned on the same goal—one that reflects the customer’s needs and clarifies the product’s impact on the customer’s business. A case study demonstrates the method in use. The intended outcome is better products that deliver what customers actually need.
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