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IT Strategy Brief: Value Definition

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Agile Development in Practice (Project-centered Course)

弗吉尼亚大学

4.6（114 個評分） | 5.3K 名學生已註冊

課程 5（共 5 門，敏捷开发專項課程）

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: Agile Meets Design Thinking; Running Product Design Sprints, Managing an Agile Team, Testing with Agile. 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.

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您將學習的技能

Product Development, Persona (User Experience), Agile Management, Agile Software Development, Design Thinking

審閱

4.6（114 個評分）

5 stars
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RB

Dec 07, 2017

Great project-centered course. Very demanding, but worth every drop of sweat.

MA

Oct 01, 2019

Insightful, comprehensive, a bit dry, but worth the time and effort

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

教學方

Alex Cowan
Faculty & Batten Fellow

腳本

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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