APPROACH

We're The Whole Package

Map a strategy, build a solution or elevate your product experience with focused engagements available as standalone offerings or as a part of your project’s service stack.

Visioning

Create the blueprint.

Vision and direction are the first things that we need to establish and understand. Since we use Agile development we need to define a clear business need or vision that the project is addressing. We need to answer why are we planning to do this project? This is the system in the big picture but is a must to have, this vision is penetrating the whole work along the line.

A good exercise in this project is to establish an Elevator Pitch:

  • For: (Our Target Customer)
  • Who: (Statement of the Need)
  • The: (Product Name) is a (Product Category)
  • That: (Key Product Benefit, Compelling Reason to Buy and/or Use)
  • Unlike: (Primary Competitive Alternative)
  • Our Product: (Final Statement of Primary Differentiation)

Create the Road map is like many things in the Agile approach a loose thing. We do want to start asap, therefore we will not spend days and weeks at this point. We divide the road map into goals and each goal should have information about Date, Name, Goal, Features, and Metrics

This gives you a clear idea of what needs to be done, when, and how you’ll measure success

  • Stakeholders
  • Relevant Executives
  • Managers
  • Directors
  • All Product Owners
  • Scrum Master
  • Concept Developer

Producing

Building the software

At this stage, the product owner creates a high-level timetable for the release of working software. Because Agile projects will have multiple releases, you’ll want to prioritize the features needed to get you to launch first.

For example, if your project kicked off in November, you might set your MVP launch for early February, with a high-priority feature release the following May. This all depends on the complexity of your project and the lengths of your “sprints”—the periods of work dedicated to each goal (which we’ll get into next!). A typical release includes 3–5 of these sprints.

It’s time to move from the macro to the micro view as the product owner and development team plan “sprints”—short cycles of development in which specific tasks and goals will be carried out. A typical sprint lasts between 1–4 weeks and should remain the same length throughout the entire project as this enables teams to plan future work more accurately based on their past performance.

At the beginning of a sprint cycle, you or our product manager and the team will create a list of backlog items you think you can complete in that time frame that will allow you to create functional software.

  • Product Owner
  • Project managers
  • Scrum Master
  • Team Members

Expanding

Refine the solution

Once the project have made its release it is often important to expand and refine the software. Most software, web based and mobile needs to be updated and improved to maintain the customers attraction and also to not be obsolete due to competitors improved solutions.

At this stage the backlog from the main development is never to be emptied. There should always be ideas and improvements to be done. The project can in periods stand still but it still be alive although sleeping.

To keep track of what the market needs and how to improve it is most important to establish contact with the end users. They are the most competent persons to give information about how well the product is matching their and the market needs.

We have a wide range of competences that can make suggestions of improvements and also from time to time make another sprint circle.

  • Product Owner
  • Team Members
  • Stakeholders
  • User (inputs and suggestions)

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