Iterative Business Model Canvas Development - From Vision to Product Backlog: Agile Development of Products and Business Models

By Robert C. Mir

Iterative Business Model Canvas Development - from vision to product backlog
Agile development of products and business models

Using the Business Model Canvas is a highly successful way to create a common understanding of the product vision to be realized and thus support communication with both stakeholders and developers.

Regardless of whether the method is used in the context of Scrum, Kanban, DSDM or any other method, or whether it is applied by a project manager in classic "waterfall" project management, the joint development of a Business Model Canvas (BMC) provides a basis for optimizing the most important success factor of any project at all - communication between the participants.

In his publication "Iterative Business Model Canvas Development - From Vision to Product Backlog" the author and experienced consultant presents the method used as well as additional tools and processes for its optimal implementation. The focus is on practical relevance and applicability.

• Language: English
• Publisher: Books on Demand
• Release date: Dec 15, 2020
• ISBN: 9783743120020

Book preview

Table of Contents

Foreword

The Model

The nine tools

Customers

Customer relations

Sales & communication channels

Value proposition

Key activities

Key Resources

Key partner

Costs

Income sources

The Model

The process

Develop

Develop hypotheses

Testing

The iterative loop

Kill your Company method

Persona Technology

Development of personas

From vision to product backlog

Agile Product Development - Standard

The challenge

Business Model Canvas as a goal-oriented intermediate step

Literature list

Foreword

A few years ago, I got to know an IT company during a consulting project, which developed the industry software for its shareholders. It was a handful of companies, all in the same industry, which had equal shares in the company. I was called in because the further development was incredibly difficult. I quickly realized that there was a stalemate in the organization: a product owner who was not really authorized, and shareholders who all agreed that a new version of the industry solution was needed, but otherwise could agree on almost nothing. As a result, for several years - instead of developing a new solution - a very experienced team of developers was occupied with solving any maintenance tasks.

I realized relatively quickly that the shareholders - to use agile wording to illustrate this - had a common vision: new industry software, but that there was no agreement beyond that and therefore no agreement could be found with regard to requirements and their evaluation. In short, we found that there was no real common vision because everyone had a completely different understanding of new industry software.

On that occasion I remembered an approach I had used in other projects and we - the product owner, the