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Thoughts about Vision
Transcript of Thoughts about Vision
Some of the prioritization is represented by the Must Do vs. Very Nice to Have status of backlog items, but it can feel somewhat abstract. The team is unable to make informed decisions about where to focus resources without knowing the vision.
There is no pedagogical platform to fall back on when making design decisions.
The team is left unaware of the Sales factors and how the company hopes to differentiate itself from the competition. This makes it hard to feel confident about big decisions. Who are the people on the fence? What factors are they considering most?
We don’t know how the customer should feel when using the product.
We don’t know the point of emphasis for the product.
We don’t know what we don’t know. What are the open issues, and the plan/schedule for closing them?
Who is the target customer?
What experiences are compelling to them?
What is the business opportunity?
What is the value proposition?
How is this offering different from competitors and substitutes?
What is the scope? We can’t do everything; what should we do best?
Case Study Design Principles Strategy System Diagram Importance – Feasibility Chart Co-create Concepts Product Differentiation Chart The Elevator Pitch Symptoms Vague mandate
You look just like your competition
Your target customer base is "everyone"
People internally don't understand what you are working on Tools for Articulating the Vision* Burst Design Principles from Fall 2008
Evidence of Burst process at work
Satisfies both the teacher who considers herself an assessment/data expert, as well as the teacher who considers herself an instructional expert
Promotes teacher learning
Makes data immediately actionable
Strategy System Diagrams:
Create understanding — of the strategic components of an organization and how they work together
Show connections — between design activities and strategic advantages of the organization
Inform design strategy — hinting at what design activities are strategy and which are tactical
Lack of Clarity What is Vision? Questions “Based on [our effort], we need to focus on [what the key focus areas have in common] such as [examples], not [what the opportunities to ignore have in common].” From Tim Brown, CEO of IDEO:
"Strategy should bring clarity to an organization; it should be a signpost for showing people where you, as their leader, are taking them—and what they need to do to get there....
People need to have a visceral understanding— an image in their minds—of why you've chosen a certain strategy and what you're attempting to create with it...
Because it's pictorial, design describes the world in a way that's not open to many interpretations."
— from “Strategy by Design” in Fast Company, June 2005
The new edition of one of our assessments is competing for market share in Texas. The budget is small and, as of mid-April, we still do not have the final requirements from the producers of the assessment.
What is going to give us the biggest bang for our buck?
In a recent usability study, a trainer mentioned that she touts this product as the easiest assessment to administer, compared to WG’s other assessments - teachers mark answers either right or wrong. By requiring error capture, are we jeopardizing one of the things that our customers like best about the assessment? Or will compulsory error capture be a differentiating factor in the purchase decision?
Can we beat out the competition by interpreting the data for our customers rather than simply giving them the raw data?
Which focus point should be first and foremost: (a) growth or (b) assessment details to guide instruction?
Should data entry for group-administered spelling should be optimized for the web or the handheld?
Should we heed the advice of a teacher who suggested that using red for wrong answers on the Palm might demoralize a poor-performing student? Thank you. * The slides you see in this section are from the Adaptive Path UX Intensive View more methods and add your own at http://wiki.wgenhq.net/wiki/index.php/Methods_for_Articulating_Product_Vision