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Visioning

The first thing Roger and the stakeholders do is to create a shared, compelling vision for SR4U. In Scrum, a vision is not an elaborate, several-hundred-page document. If we need this much space to describe our vision, we probably don’t understand it. Visions, even of complex products, should be simple to state and should provide a coherent direction to the people who are asked to realize them. Take, for example, President Kennedy’s vision to go to the moon: “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth” (Kennedy 1961). In 31 words Kennedy was able to express an aggressive, unambiguous vision that, to be realized, would eventually require the efforts of thousands of collaborating people building many complex systems with hundreds of thousands of interrelated components.


  

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