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5.1 Creating a Product Vision

Introduction to Product Vision

A product vision is the foundation of any Agile or Scrum initiative. It answers the question, why are we building this product in the first place? The vision describes the purpose, the customer need, and the future state we hope to achieve. Without a clear vision, teams often lose direction, and stakeholders may not align on priorities. Creating a product vision is therefore the first critical step in guiding product development.

Why a Product Vision Matters

The vision provides a north star for the team. It ensures that everyone, from developers to executives, understands the desired outcomes. A strong vision helps teams make better decisions when uncertainty arises. Instead of asking, should we add this feature, teams can ask, does this feature align with our vision? The vision also motivates the team. People work harder when they understand how their efforts contribute to something meaningful.

Characteristics of a Strong Vision

A strong product vision is inspiring yet practical. It should be short and easy to communicate. It focuses on the problem the product solves rather than on technical details. It aligns with organizational strategy and business goals. Finally, it leaves room for creativity and adaptation. A vision that is too rigid may limit innovation, while one that is too vague may confuse the team. Balance is key.

The Product Owner’s Role

In Scrum, the Product Owner is primarily responsible for defining and maintaining the vision. The Product Owner represents the customer’s voice, also called the voice of the customer. They ensure that the vision reflects real customer needs and market opportunities. However, visioning is not a solo exercise. It is a collaborative effort that involves stakeholders, team members, and sometimes customers themselves. A shared vision creates shared ownership.

Inputs to the Vision

Several inputs shape a product vision. Market research provides insights into customer needs and competitor offerings. Organizational strategy ensures alignment with long-term goals. Stakeholder interviews capture expectations and constraints. Finally, customer feedback and user experience studies bring a human perspective. By blending these inputs, teams can create a vision that is both ambitious and realistic.

Creating a Vision Statement

A vision statement is the written form of the product vision. It is usually one or two sentences that describe the product’s purpose and benefit. A good vision statement avoids technical jargon. Instead, it focuses on who the product is for, what problem it solves, and why it matters. The statement should be memorable, so that anyone in the organization can repeat it and understand it. Think of it as the elevator pitch for the entire product.

Examples of Product Vision Statements

Let us look at a few simple examples. An online learning platform might say, “To make high-quality education accessible to anyone, anywhere.” A health app might say, “To empower people to take control of their health with daily personalized insights.” These statements are short, clear, and inspiring. They do not mention specific features. Instead, they describe the benefit to the customer and the purpose of the product.

Common Pitfalls in Visioning

Many teams make mistakes when crafting a product vision. One pitfall is creating a vision that is too detailed, which makes it sound like a project plan rather than a guiding statement. Another mistake is writing a vision that is too vague, like “to build the best product in the world.” This does not help the team make decisions. Finally, some visions focus on internal goals, like “to increase revenue,” rather than customer value. A customer-centered vision is always stronger.

Vision as a Living Artifact

The product vision is not carved in stone. In Agile, we embrace change when new information emerges. Market conditions shift, customer expectations evolve, and technology advances. A vision that was perfect six months ago may no longer fit. That is why we treat vision as a living artifact. It should be revisited regularly, especially during major milestones or after big shifts in the environment. Updating the vision keeps it relevant and useful.

Vision and the Agile Mindset

A clear product vision supports the Agile principles of focus, collaboration, and delivering value early. Agile projects move fast and adapt quickly. Without a vision, adaptation can become chaos. The vision anchors decisions while leaving space for learning. It also encourages collaboration. When stakeholders see a clear vision, they can rally behind it and contribute more effectively. Ultimately, the vision is the thread that connects Agile practices to meaningful outcomes.

Linking Vision to Strategy

A product vision must align with the broader strategy of the organization. This ensures that resources are invested in the right areas. For example, if a company’s strategy is to expand into emerging markets, the product vision should reflect that. If the company values sustainability, the product vision should include that principle. Alignment creates credibility with leadership and ensures support from the business side.

Using Workshops to Define Vision

Many teams find workshops helpful when creating a product vision. In a vision workshop, stakeholders, product owners, and team members collaborate to define the future state. They use tools like brainstorming, storyboards, and role-playing to imagine how the product will be used. Workshops encourage creativity and build shared ownership. They also surface hidden assumptions and conflicting priorities early in the process.

Vision and the Customer Connection

The most powerful visions are rooted in the customer experience. Product teams should step into the shoes of their customers and ask, what problem are we solving for them? How will their life improve if this product exists? Empathy is a key ingredient of visioning. Customer interviews, journey maps, and personas are practical tools to ensure that the vision stays human-centered. Remember, products succeed when they solve real problems for real people.

Communicating the Vision

Once the vision is created, it must be communicated consistently. A vision that sits in a document but is never shared has little value. The Product Owner and leaders should repeat the vision in meetings, planning sessions, and reviews. Visual aids, such as posters and slides, can help spread the vision across the organization. The goal is for everyone, from executives to developers, to know and believe in the vision.

Vision as a Guiding Tool for Teams

On a practical level, teams can use the vision as a decision filter. When choosing between two features, ask which one better supports the vision. When debating priorities, use the vision as a reference point. This prevents endless arguments and keeps the team focused on delivering real value. The vision should guide not only high-level planning but also daily choices in design and development.

Conclusion

Creating a product vision is one of the most important steps in Agile and Scrum. It gives direction, inspires the team, and aligns stakeholders. A strong vision is short, clear, and customer-focused. It is created collaboratively, communicated widely, and refined over time. In Agile, where change is constant, the vision serves as a steady compass. By starting with a compelling vision, teams increase their chances of delivering products that truly matter.

5.2 Tips for Crafting an Effective Vision

Introduction

Having a product vision is not enough. For it to guide and inspire, the vision must be crafted effectively. A weak vision can confuse stakeholders and misdirect teams. A well-crafted vision, by contrast, unites people, drives motivation, and supports decision-making. This explores practical tips to make your vision clear, strong, and actionable.

Keep It Short and Memorable

An effective vision is easy to remember. Long, complex sentences lose their power. A good rule of thumb is that your vision statement should be short enough to share in a single breath. Memorable wording also matters. Choose language that is simple, direct, and vivid. When people can recall the vision without looking it up, it starts to become a true guiding tool.

Focus on the “Why”

Many teams make the mistake of focusing on what features they will build. Instead, a strong vision centers on the “why.” Why does this product exist? Why will it make a difference? By putting the “why” front and center, the vision inspires and gives meaning to the work. Features may change, but the underlying purpose should remain steady.

Make It Customer-Centric

A powerful vision always speaks to customer outcomes. It does not describe what the company will gain first. Instead, it explains how the customer will benefit. Customer-centric visions generate stronger buy-in across the team, because everyone can see how the product improves people’s lives. Use the language of the customer, not internal jargon, to describe value.

Balance Inspiration with Realism

A vision must inspire, but it should not drift into fantasy. Promising outcomes that are impossible to deliver will quickly undermine credibility. At the same time, a vision that is too safe may not excite anyone. The best visions balance aspiration with feasibility. They stretch the imagination but remain grounded in what can realistically be achieved with effort and creativity.

Connect to Strategy and Values

An effective vision does not stand alone. It connects with the broader goals and values of the organization. For example, if a company values sustainability, the product vision can reflect that principle. This alignment ensures that the product supports the organization’s overall mission. It also makes it easier to secure leadership support and resources.

Use Visuals and Metaphors

Words alone can be limiting. Sometimes a metaphor or image makes a vision far more compelling. For example, describing a platform as “the bridge that connects learners to opportunities” creates a clear mental picture. Visual tools like sketches, storyboards, or mood boards can also bring the vision to life. These methods help people not only understand but also feel the vision.

Involve Stakeholders Early

A vision crafted in isolation often fails to resonate. Involving stakeholders in the process builds ownership and alignment. This includes customers, team members, and business leaders. Workshops, interviews, and collaborative sessions allow different voices to contribute. When people see their input reflected in the final vision, they are more likely to commit to it.

Test the Vision with Real People

Before finalizing a vision, test it. Share it with people outside the product team, such as potential users or colleagues from other departments. Ask if it is clear, memorable, and motivating. If people struggle to explain it back to you, the vision needs refinement. Testing prevents assumptions and ensures that the message is accessible to a broad audience.

Iterate Until It Resonates

Crafting an effective vision is rarely a one-step process. Expect to go through multiple drafts. Each iteration should bring more clarity and focus. Feedback is essential at this stage. Use it to sharpen the wording and remove unnecessary details. When the vision resonates with both the team and stakeholders, you will know it is ready to guide development.

Conclusion

An effective vision is short, customer-centered, inspiring, realistic, and aligned with strategy. It is tested with real people and refined until it resonates. It uses simple words, clear imagery, and sometimes metaphors to stick in memory. Most importantly, it is created collaboratively and communicated consistently. A vision crafted with care becomes more than words—it becomes the compass that guides the product journey.

5.3 The Elevator Statement Technique

Introduction

One of the most practical tools for expressing a product vision is the elevator statement. The idea is simple. Imagine you have only the length of an elevator ride to explain your product. In that short time, you must describe what it is, who it is for, and why it matters. This technique forces clarity and helps teams communicate their vision effectively.

Why Use an Elevator Statement

Many vision statements sound great on paper but are difficult to share in conversation. An elevator statement solves this problem. It turns complex product ideas into a short and engaging message. Stakeholders, executives, or team members can then repeat the vision confidently. When everyone can explain the vision in the same way, alignment improves across the organization.

The Structure of an Elevator Statement

An elevator statement typically follows a simple formula.

• It begins by identifying the target customer.
• Next, it describes the customer’s need or problem.
• Then it explains the product solution.
• Finally, it highlights the key benefit or differentiator.

This four-part structure ensures that the message is complete but still concise.

A Practical Template

A widely used template goes like this: “For [target customer], who [statement of need], the [product name] is a [product category] that [key benefit]. Unlike [alternative], our product [differentiator].” This format may sound mechanical at first, but it provides a strong starting point. Once the team has filled it in, they can adjust the wording to sound more natural while keeping the structure intact.

Example of an Elevator Statement

Imagine a startup building a mobile banking app for young professionals. Their elevator statement might be: “For young professionals, who want to manage their money on the go, the SwiftBank app is a mobile banking platform that makes transfers, bill payments, and savings goals simple. Unlike traditional banks, our app focuses on speed, design, and continuous updates.” This short statement clearly identifies the customer, the need, the product, the benefit, and the difference.

Benefits for Teams

Elevator statements are not just for investors or executives. They are powerful tools for the team itself. When developers, designers, and testers know the elevator statement, they can connect their daily work to the bigger picture. It also helps new team members onboard quickly, since they can grasp the essence of the product in one sentence.

Adapting for Different Audiences

The elevator statement can be adjusted slightly depending on who you are speaking to.

• For customers, you may highlight usability and value.
• For executives, you may emphasize alignment with business goals.
• For partners, you may stress integration opportunities.

The structure stays the same, but the emphasis shifts to fit the audience.

Common Pitfalls

• Teams sometimes try to pack too much into their elevator statement. The result is a long and confusing sentence.
• Another pitfall is focusing on technical features rather than customer benefits.
• Finally, some statements sound generic and could apply to any product.

To avoid these problems, keep the wording short, focus on value, and use concrete language that makes the product stand out.

Conclusion

The elevator statement technique is a simple but powerful way to communicate product vision. By using a clear structure, teams can describe their product in a short, memorable message. It aligns stakeholders, inspires the team, and makes the vision easy to share. When crafted well, an elevator statement becomes a tool that supports focus and consistency throughout the product journey.

5.4 Refining and Revisiting the Vision

Introduction

A product vision is not a one-time activity. In Agile and Scrum, we recognize that learning never stops. Markets shift, customers change, and technology evolves. For this reason, the product vision must be refined and revisited regularly. Treating vision as a living artifact keeps it useful and aligned with reality.

Why Revisit the Vision

There are several reasons to revisit a product vision. Market conditions may introduce new competitors or disruptors. Customer needs may evolve as trends shift. Internal changes, such as new leadership or strategy, may also affect direction. Revisiting the vision ensures that it continues to reflect true opportunities rather than outdated assumptions.

Signs That Refinement Is Needed

How do you know it is time to refine the vision? Look for signals. If the team is asking questions that the vision cannot answer, it may be too vague. If stakeholders disagree about the product’s purpose, alignment may be slipping. If customer feedback highlights gaps, the vision may no longer fit the market. These signs show that a review is needed.

Balancing Stability and Flexibility

Refining the vision does not mean changing it every week. A vision must be stable enough to guide long-term planning. At the same time, it must be flexible enough to adapt when major shifts occur. The balance is delicate. Too much change creates confusion, while too little creates stagnation. Teams must refine with purpose, not out of habit.

Practical Techniques for Refinement

Several techniques support vision refinement. Regular stakeholder workshops provide fresh perspectives. Customer feedback sessions highlight evolving needs. Competitor analysis reveals new positioning opportunities. Teams can also use retrospectives at the product level, not just at the sprint level, to reflect on whether the vision still serves its purpose. These activities keep the vision fresh without losing focus.

Documenting Updates

When a vision is refined, the changes must be documented clearly. A new version of the vision statement should replace the old one. Teams should communicate the update widely, using meetings, visuals, and documentation. Transparency ensures that everyone understands the latest direction. Without clear communication, updated visions risk becoming fragmented across the organization.

Using Roadmaps to Validate the Vision

Product roadmaps can act as a reality check for the vision. If the roadmap no longer connects to the vision, the two must be brought back into alignment. Either the roadmap needs to shift, or the vision needs updating. This cross-check keeps strategy and execution moving together rather than drifting apart.

Leadership’s Role in Refinement

Leadership must support the refinement process. They must allow space for teams to raise concerns when the vision feels outdated. Leaders should also encourage experimentation and pivoting when evidence supports it. Without leadership support, teams may cling to outdated visions simply because change feels risky.

Conclusion

Refining and revisiting the vision is a natural part of Agile product development. It ensures that the vision stays relevant, customer-centered, and strategically aligned. The key is balance: stable enough to provide direction, flexible enough to adapt when conditions change. By treating the vision as a living artifact, teams maintain clarity and purpose throughout the product journey.

5.5 From Vision to Product Backlog

Introduction

A product vision provides the big picture. It describes the purpose, the customer, and the problem we want to solve. But a vision by itself is not enough to guide day-to-day work. That is where the product backlog comes in. The backlog translates the vision into actionable items. It is the bridge between long-term inspiration and short-term execution.

From Abstract to Concrete

The product vision is broad and aspirational. The backlog, on the other hand, is detailed and practical. To move from vision to backlog, we break down the high-level idea into smaller parts. These parts often begin as epics, which are large chunks of functionality or themes. Over time, epics are decomposed into features and user stories. This process gradually transforms abstract goals into concrete work items.

The Role of Epics

Epics serve as the first step in translating the vision. They capture big ideas without requiring all the details upfront. For example, if the vision is to create an online learning platform, one epic might be “Enable learners to track their progress.” This epic reflects part of the vision but leaves room for refinement later. Epics keep the backlog aligned with the broader direction while still being flexible.

Creating a High-Level Backlog

When first connecting the vision to the backlog, the Product Owner usually creates a high-level version. This initial backlog may only contain a handful of epics and features. The goal is not to plan everything at once, but to create a starting point. As the team learns more, the backlog will grow and change. The important thing is that every item traces back to the vision.

Maintaining Alignment with the Vision

It is easy for backlogs to become cluttered with requests and ideas. Without discipline, they can drift away from the original vision. The Product Owner plays a key role in preventing this. They continually ask, does this backlog item support our vision? If the answer is no, the item may not belong. This discipline ensures that the backlog remains focused on delivering value that matters.

Stakeholder Involvement

Stakeholders often bring new ideas and requests to the team. Involving them in the backlog process is important, but their input must be filtered through the vision. By reminding stakeholders of the vision, the Product Owner can explain why some items fit while others do not. This keeps conversations grounded and helps avoid endless debates over priorities.

Vision as a North Star for Prioritization

Prioritization is one of the most challenging aspects of backlog management. The vision provides a powerful tool for making these decisions. When two backlog items compete for priority, the team can ask, which one better supports our vision? This question brings focus and reduces the risk of being pulled in conflicting directions. The vision ensures that the highest-value work always rises to the top.

Conclusion

Moving from vision to backlog is the process of turning inspiration into action. Epics and high-level backlog items serve as stepping stones between the two. The Product Owner ensures alignment by filtering requests through the vision and using it as a guide for prioritization. By maintaining this connection, the backlog becomes more than a list of tasks—it becomes a roadmap for fulfilling the product’s purpose.

5.6 Building a Product Roadmap

Introduction

A product vision provides the destination, while the backlog provides the details. Between these two lies the product roadmap. The roadmap is the strategic bridge that connects high-level inspiration to day-to-day execution. It shows how the vision will be realized over time, organizing major releases, features, or themes into a timeline. This gives stakeholders a clear picture of direction and priorities without overwhelming detail.

Purpose of a Product Roadmap

The primary purpose of a roadmap is communication. It helps stakeholders understand how the vision will unfold. It provides a shared view of priorities, expected releases, and long-term goals. Unlike the backlog, which may contain hundreds of granular items, the roadmap highlights only the most important themes. It sets expectations while remaining easy to digest.

Core Elements of a Roadmap

Agile product roadmaps vary in format, but most share a few elements. They include timeframes, which may be expressed as quarters or simply as “Now–Next–Later” buckets. They show major releases or milestones, along with high-level features or themes. Some also include objectives or metrics that describe intended outcomes rather than output. Together, these elements provide both direction and flexibility.

Roadmaps and Flexibility

In Agile, flexibility is essential. A roadmap is not a rigid promise but a forecast that evolves with new learning. Teams may adjust timing, add new initiatives, or drop items as priorities shift. Treating the roadmap as a living document builds trust. Stakeholders understand that it reflects the best current view, not a fixed contract. Flexibility makes the roadmap more valuable, not less.

Role of the Product Owner

The Product Owner is responsible for creating and maintaining the roadmap. They gather input from customers, stakeholders, and the development team. They ensure that the roadmap reflects both the product vision and the organization’s strategy. Equally important, they communicate updates regularly so everyone remains aligned. This role requires both strategic foresight and excellent communication skills.

Practical Examples of Roadmap Formats

Different products call for different roadmap styles. A Now–Next–Later roadmap avoids date commitments, focusing instead on priority buckets. A quarterly roadmap organizes initiatives into three-month horizons, balancing time awareness with adaptability. Both formats prevent the roadmap from becoming a detailed schedule while still providing clarity about direction.

Roadmap - Now–Next–Later roadmap

One commonly used format is the Now–Next–Later roadmap. This style is especially useful in environments with high uncertainty, such as startups or rapidly changing markets. It groups initiatives into three broad buckets: what the team is working on now, what will likely come next, and what lies further in the future. Because it avoids specific dates, it helps manage stakeholder expectations without overpromising. This format works best when priorities shift frequently, but alignment is still needed around direction.

Roadmap - Quarterly roadmap

Another popular format is the quarterly roadmap. This style organizes goals or themes into three-month periods, giving more time-based context while preserving flexibility. It is often used in organizations that operate on quarterly business cycles, where leadership and stakeholders expect to see progress tied to financial quarters. Teams can adjust the specific scope within each quarter as they learn, but the roadmap provides a clear rhythm for planning and review.

Roadmap - Release-based roadmap

A third approach is the release-based roadmap. This format centers on significant product releases or milestones, rather than dates or time horizons. For example, a software company might build a roadmap around major feature launches, such as “Version 2.0 with mobile support” or “Integration with partner platforms.” This style is especially useful when customer communication is the priority, since it tells users what to expect in upcoming product versions. It works well in industries where releases are major events and drive adoption or revenue.

Using the Roadmap in Practice

A roadmap is most effective when it is visible and actively used. Posting it in a workspace, sharing it in review meetings, or displaying it on dashboards helps keep the vision alive. Teams use it to guide release planning and prioritize backlog items. Stakeholders use it to anticipate what is coming and prepare their own plans. In practice, the roadmap acts as a bridge between the vision and the backlog, ensuring that strategy and execution stay connected.

Common Pitfalls to Avoid

One pitfall is overloading the roadmap with detail until it resembles a giant backlog. This confuses its purpose and makes it unreadable. Another mistake is treating the roadmap as fixed, which causes frustration when changes inevitably occur. Finally, some teams create a roadmap but fail to share it effectively. A roadmap that sits unseen in a document repository serves little purpose. Clarity, visibility, and adaptability are essential.

Conclusion

Building a product roadmap is an essential step in moving from vision to delivery. It communicates the big picture, aligns stakeholders, and provides confidence about direction. A good roadmap highlights priorities, connects strategy with execution, and remains flexible as conditions change. When visible, concise, and well-maintained, it becomes a trusted guide for turning vision into results.

5.7 Using the Roadmap for Communication and Buy-In

Introduction

A product roadmap is more than a planning tool. It is a communication tool. Its real power lies in how it helps stakeholders understand direction, align expectations, and commit to the journey. When used well, the roadmap becomes a conversation starter that builds trust and secures buy-in.

Aligning Stakeholders

Different stakeholders often have different perspectives. Executives may focus on business outcomes. Customers may care about features. Teams may look for technical clarity. A roadmap brings these perspectives together. By showing a shared picture, it aligns groups that might otherwise pull in different directions. Alignment reduces conflict and helps decisions move faster.

Setting Realistic Expectations

Stakeholders want to know what to expect and when. A roadmap provides this context without locking the team into false promises. By showing priorities and timeframes at a high level, it communicates what is likely to come next. This helps stakeholders plan their own work, such as marketing campaigns or operational readiness. It sets expectations in a way that is transparent and realistic.

Building Trust Through Transparency

Sharing the roadmap openly builds trust. When stakeholders see the plan, they feel included in the journey. They also see when changes happen and why. This transparency makes it easier to gain support even when priorities shift. People are more willing to adapt when they understand the reasoning behind adjustments. A visible roadmap reduces uncertainty and strengthens credibility.

Securing Buy-In

A roadmap is also a tool for gaining commitment. When stakeholders contribute input and see their needs reflected, they are more likely to support the plan. Reviewing the roadmap in meetings creates opportunities for dialogue and agreement. This shared ownership is critical. A roadmap that is created in isolation may look good, but without buy-in it will fail to gain momentum. Engagement turns the roadmap into a living agreement.

Using Roadmaps in Conversations

• In executive briefings, they highlight strategic direction.
• In team reviews, they connect daily work to larger goals.
• In customer discussions, they show how the product will evolve to meet needs.

Each setting may emphasize different aspects, but the underlying message is the same: this is where we are going, and here is how we will get there.

Conclusion

A roadmap is more than a chart on a wall. It is a tool for communication, alignment, and trust. It sets expectations, invites collaboration, and helps stakeholders buy into the vision. By using the roadmap actively in conversations, teams can secure the support they need to deliver meaningful results. When treated as a shared story rather than a static plan, the roadmap becomes one of the strongest tools for building commitment and momentum.

5.8 AI Tools for Vision and Roadmapping

Introduction

Artificial intelligence can play a powerful supporting role in product visioning and roadmapping. While the creative spark and strategic judgment always come from people, AI can help teams brainstorm faster, refine ideas, and test communication styles. This explores how practitioners can use AI prompts to enhance their work. This provides specific examples of prompts that you can try immediately.

Using AI for Product Vision

AI can act as a thought partner when developing vision statements. It can generate variations, offer alternatives, and help refine wording for clarity. This is especially useful during the early stages of product planning, when teams are still exploring possibilities. Instead of staring at a blank page, you can use AI to create a starting point that sparks discussion.

Applying AI to Elevator Statements

The elevator statement technique requires concise and compelling language. AI can help practice this skill by generating drafts and offering rewrites. You can test different tones, from formal to casual, and see which resonates best with your audience. By experimenting with prompts, you can quickly develop confidence in shaping messages that stick.

AI for Roadmap Drafting

Creating a roadmap requires balancing strategic priorities with practical delivery. AI can help by organizing themes into simple formats, such as Now–Next–Later or quarterly groupings. It can also help translate detailed backlogs into high-level roadmaps that are easier to communicate to stakeholders. This reduces effort while keeping the focus on strategy.

AI for Roadmap Communication

One of the most valuable uses of AI is translation—taking a roadmap and expressing it in plain language for different audiences. For example, executives may prefer concise strategic outcomes, while customers may want to see product benefits. With the right prompts, AI can adapt the same roadmap to fit each communication setting.

Feeding AI Information

One of the most valuable ways to use artificial intelligence is to feed information from one prompt into the next. Instead of asking separate questions each time, you can create a chain of prompts. Each step builds on the last, allowing ideas to become sharper and more useful. This mirrors how Agile teams refine their product vision and roadmaps in real life.

Example: Vision Refinement Flow

You can begin with a brainstorming prompt such as, “Generate five different product vision statements for a mobile banking app targeting young professionals.” Once the AI produces options, you select one and feed it forward into another prompt: “Refine this vision statement to make it shorter, clearer, and more inspiring: [insert chosen version].” From there, you can continue with, “Rewrite this refined vision so it aligns with a company strategy focused on sustainability.” By chaining prompts in this way, you move from a rough idea to a polished, strategic vision step by step.

Example: Elevator Statement Flow

Start with, “Create an elevator statement for a product that helps remote teams collaborate better.” The AI provides a draft. You then feed this draft into the next prompt: “Rewrite this elevator statement to make it more customer-centric and engaging.” Once improved, you can extend it by asking AI: “Now give me three variations of this elevator statement, one formal, one casual, and one playful.”

Example: Roadmap Flow

Imagine you begin with the prompt, “Turn this detailed backlog list into a high-level quarterly roadmap: [paste backlog items here].” The output can then be used in the next step: “Simplify this roadmap so it highlights only the top three strategic priorities.” Finally, you feed the simplified version into, “Rewrite this roadmap so it can be shared with executives in plain, non-technical language.” This chaining process demonstrates how to move from backlog details to a concise executive-level communication.

Practical AI Prompts

Download prompts in the book download materials. Each one is designed to fit each step of the process for easy reference.

Conclusion

Artificial intelligence is a powerful assistant for product managers and Scrum teams. By using targeted prompts, you can accelerate brainstorming, improve clarity, and adapt communication for different audiences. The key is to feed outputs from one prompt into the next, creating a chain that refines ideas step by step. These prompts are not meant to replace human insight, but to support and inspire it. With practice, you will learn which prompts give you the most value and how to adapt them to your context.