This document discusses using product vision as a tool in agile development. It provides examples of effective visions and outlines steps for developing, communicating, and using vision on an ongoing basis such as for prioritization, integration testing, and continuous delivery. Visions should express a unique perspective or worldview to differentiate a product and motivate teams by keeping the overall goals in focus. Feedback from customers and events may require refining the vision over time.

1. Product Vision as a Tool
in everyday Agile work
Vision is a powerful thing...

2. Introduction
Who am I?
What is my Vision?
PO/PMs are overwhelmed with details
Need = strategic AND practical
Make vision a widespread iterative tool
Lots of Examples...one constraint
Problem for Agile is customer proxies that lack vision

3. Overview
Developing a product vision
Communicating your ideas and plans
Using vision everyday
When vision meets reality

4. Markets are Conversations
So what do
you have to
say?
Social Media ascendent - SXSW - extreme interest
Markets are conversations - Cluetrain (1999) - Do not “target”, interact instead
What to convey? - This is my product?? - This is ME. This is what I think.

5. Developing a Product Vision
A vision should be an opinion.
Should be expressible on an
elevator ride
If it is unique it separates you
from the pack

6. Typical Visions
“Leading Provider...” = “I want to win”
“Increase ROI” = “... more money”
“Be a market leader” = “... be successful”
“To be recognized” = “...be important”

7. How do you see the world?
Worldview : What do you
believe?
Who else sees things
the way I do?
What does the future look
like?
Given your worldview, what is
needed and most important?
“Earthrise” Apollo 8 - Christmas Eve 1968 - A new view of the world
! A new type of environmentalism begins
Your view of the “world” has a tremendous effect on your customers
! What are the issues of importance?
! What things are going to change?
! What do you think are the real problems?
! Where are you going?!
Who sees things the way you do? That is your market.
!

8. Thinking Different
Not enough to have an opinion, it needs to
stand out.
Sometimes be a contrarian!
What makes you capable/
interesting?
Partners rather than
competitors?

9. Cluetrain
Companies attempting to position
themselves should take a position.
Optimally it should relate to something
the market actually cares about.
Bombastic boasts do not = a position
Examples:
Activerse - users in complete control of “Presence” - Release 1.0 story
ParcPlace/Oracle/Java - Portability is key - Story = Hardware swiftly changing, avoid lock-in, move as needed

11. What are you doing
about what you believe?
Building the product that is needed
Your Worldview builds the case
What product or services SUPPORT
your opinions?
Prioritize vs ignore vs outsource

12. Examples
- A Gun is a Tool
Envisions a handgun that emphasizes
reliability and light weight over looks
Solution: Polymer Glock 17 with 50%
fewer parts than competitors
Changed perceptions

13. Examples
- Simple Sync
Envisions a connected world with people
having many devices
Solution: Seamless and effortless syncing
and backup across devices
Demonstrated Cloud utility

14. Communicating
Who and How
Many kinds of people: customers, supporters,
investors, partners
Drawing your Worldview
Statements, Papers, Talks, Screencasts, Demos
Thought leaders, Communities, Reviews

15. Vision Examples
DataHero Brings Analytics to Everyone
Organize the world’s information and make it
universally accessible and useful. - ??
Our values reflect those of a business started by a
band of climbers and surfers, and the minimalist style
they promoted. The approach we take towards product
design demonstrates a bias for simplicity and utility.
- ??
A place where incredibly talented individuals are
empowered to put their best work into the hands of
millions of people, with very little in their way. - ??
Datahero
Google
Patagonia
Valve

16. Vision as a Tool
Motivation - Eyes on the prize
Prioritization and evaluation
Integration and Testing
DevOps & Continuous Delivery

17. Motivation
Vision needs to be reinforced!
Every planning meeting
Start with big picture -> current
sprint
Other reminders - flags, posters, talks

18. Prioritization
If this process is mysterious you have a problem
<- smell
Break priority apart - Offense, Defense, Cost,...
Does it support your Worldview? - upgrade
Be creative about focusing on your vision!
Minimizing effort on everything else

19. Scientific Method for
Development
Customer Development
Validated Learning

20. Integration and Test
Q: Do your tests PROVE your vision?
Example: “The future of education is a custom
learning plan for every child.”
Tests (focus of testing your core assumptions)
Practical for one teacher to create 20-30
plans?
Assign and track?
Schools managing hundreds of plans?
Parent communication? Support?

21. DevOps, Continuous Delivery
Presents its own vision of software development without
complex and risky releases
Small incremental features delivered as they are built -
always integrating and testing
Build your vision in small
steps rather than all at
once
This is win since your
vision is likely to evolve
Minimize Up front
investment

22. When Vision meets Reality

23. Market Reactions
Your own Sales force - help them tell the tale
Customers, Partners, Upper Mgmt
Press, Analysts
They want a “story”, give them yours
Wild-eyed supporters
and trolls
Productive use of
feedback

24. Dealing with “Events”
You won’t always be the freshest idea out there
Others will always make claims that they have it
all “figured out”
Easy to panic...
Go back to your Worldview
Are your assumptions still valid?
Do you still believe in your story?
Ok to change and evolve - pivot

25. Thanks!
BTW Valtech is just starting to work in Hawaii...
kelly.looney@valtech.com