IT Strategy Brief: Value Definition

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來自 University of Virginia 的課程

Agile Development in Practice (Project-centered Course)

64 個評分

University of Virginia

Agile Development in Practice (Project-centered Course)

64 個評分

課程 5（共 5 門，Specialization 敏捷开发）

This project-centered course provides a guided opportunity for you to practice your agile development skills. Using the venture design process that frames the four courses in this Specialization, you will apply agile processes to a project of your choice or to a provided venture concept. From persona, problem scenario, and user story development to designing user testing and product launch, you’ll practice leading an agile project. You’ll finish the course with a portfolio-building design brief that demonstrates your learning and specialized skills in agile product development. To get the most out of this course, we suggest you first complete the other four courses in the Agile Development Specialization (Getting Started: Agile Meets Design Thinking; Running Product Design Sprints, Managing an Agile Team, Testing with Agile). By the end of this course, you'll be able to: --Formulate foundational positioning statements --Create, refine and test actionable personas --Conduct user interviews and analyze the results --Determine a 'happy path' to quickly test user stories --Run motivation and usability testing and evaluate the results As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 40 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

從本節課中

Introduction to Your Project

Welcome to this project-centered course. By completing the four prerequisite courses, you are now ready to bring together all that you have learned and apply it to develop a product from charter to user testing. To get started, read the course overview and introduce yourself to your classmates. Next, watch the "Welcome and Getting Started" video lecture and then get to work developing your positioning statement. We've included some optional review videos to guide you through the process. Post in the discussion forums your Positioning Statement--then take some time to read through your peers' posts and give feedback.

The 20-Minute Strategy Brief5:09

IT Strategy Brief: Value Definition4:38

IT Strategy Brief: The Customer Journey7:55

IT Strategy Brief: Key Activities10:31

The Venture Design Framework3:12

與講師見面

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

In last video we introduced the Business Model Canvas as a tool to make sure you're

anchored in what's really valuable and important to the company where

you're going to do your IT or Enterprise software project.

In this video we're going to answer the first of

three really critical questions that we need to

answer to be thoughtful about what we put in this Business Model Canvas.

This is our key tool.

This will help us drive to more meaningful,

better validated problem scenarios so

we don't create Enterprise software that no one wants and no one finds valuable.

This question, more than anything else, is really the independent variable and

the driver for the contents of the rest of the business model.

Here's an example of what this might look like for Home Depot.

You can see here different customer segments, so these might be themselves

personas or sets of personas about people that shop at Home Depot.

And here are some made up by me, and I am not an expert on hardware retail,

value propositions that seem like they're important for such an organization.

And these arrows that you see here, like the red arrow, the gray arrow.

These say that, okay for example, contractors find hypothetically,

this value proposition and this value proposition most important.

And basically this is what we want to arrive at by the end of the video.

So take a minute and think about the customer segments for your business.

Are there multiple parts, like for example, eBay has buyers and sellers?

Those are at least two segments.

What are they, and take a minute and write those down.

Here's what those look like for United Children's Theater.

So basically you have,

children are really the end users but they of course arrange these things and

participate in them with the assistance and guidance of their parents.

Teachers and administrators at the public schools guide the students to go ahead and

enroll in these programs if they're interested.

And they manage the logistics, for instance, of a school coming and

seeing a play.

And then finally is the nonprofit, and they have donors who help support them.

Now we look at value proposition.

So what are the really, really compelling

reasons that a customer buys your product, uses your service, whatever it is.

What are they getting out of it that's important to them and uniquely compelling?

Take a minute, and think about that for your project.

And remember, if you're not sure, the best thing to do here is not to

hand a blank Business Model Canvas to your boss or your manager.

But I would say in most cases, it's to sketch out a bunch of ideas for

them to react to, and make it easy for them to help you edit these things.

So even if you're not positive about these, and it's not your job to define

this, my advice is take a few minutes, sketch it out.

It'll make it quicker for you to get to a nice quick workable answer on these things

that will help you proceed with your project.

Here's what these look like for United Children's Theater.

It gotta be affordable,

they're having an outsource arts function is a great thing for this folks.

Cultivating the arts locally and improving the quality of education for

low-income peoples is something that's important for donors and this is of

course, important for the parents, and the children benefit from it as well.

And here's what this would like like sketched out on the Business Model Canvas.

These arrows just like you saw with the Home Depot example, are linking

segments and the value propositions that are particularly compelling to them.

We'll show you this in some of the examples, but I recommend actually

sitting down with a paper version of this canvas first, sketching these things out.

I'm also going to show you a Google doc that you can use if you want to have

something that's editable and shareable and presentable.

But it's a little more cumbersome to work with and I think

you'll find it easiest to sketch this out on a piece of paper, a printed version of

the Business Model Canvas, which we've supplied in the lesson materials.

So here we've seen how to look at this really key relationship between these

two things, and this thing that drives the rest of the business model.

In the next two videos, we'll look at the customer journey, and we'll pencil these

things out here, and then we'll look at what's strategically important to

the business, and we'll do these items here, key activities and key resources.

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