A next-generation product is a product that opens up new horizons for the company, the industry, and the market as a whole. This product has the potential to offer the world something more than it has now. The development of such a product requires a full range of knowledge, capabilities, and experience.

However, next-generation product development is a process of product refinement . Product refinement is an agreement on the amount of work that needs to be done so that the product owner at the next review is satisfied with the value of the team’s incremental implementation of the future final version of the product.


– the existence of a time lag between billing and full understanding of the goals and technical requirements defined by the product customer;
– the need to revise the product team’s work strategy during product development process, taking into account emerging challenges (threats) and opportunities in the process of designing a new product;
– prompt revision of technical and other requirements for the final version of the product by the customer;
– identification of errors and/or shortcomings of the product development team as we approach the final stage of new product design;
– conflicts of interest and views between the development team and the product owner due to the different depth of understanding of the business goals of the hardware being developed, awareness of the details, and interrelationships of the impact of individual product development processes.


– preparation of an up-to-date list of tasks in the backlog to ensure stable and coordinated work of the product team in the near future, followed by decomposition into individual subtasks and determination of responsible persons and the level of priority of execution (as a rule, the interval is set from 1 week to 1 month);
– shaking the task backlog – keeping the task list for the product team up to date in order to avoid the “work for nothing” effect, as the task is no longer relevant or has been removed from the agenda at all, as well as auditing user stories to understand business task the requirements;
– explanatory and consulting work with the product team on tasks, requirements, and task priorities in order to determine the presence/absence of “white spots” in the backlog of tasks  and a clear understanding of the product team’s work plan.


1. Product analysis

This stage is responsible for ensuring a high-quality, in-depth, and comprehensive study of the new or refined requirements of the owner or customer of the designed product, familiarization of the product team with them, revision of the product creation strategy (if required) and subsequent use in the work.

2. Decomposition of large tasks

This stage is responsible for methodological support of the process of breaking down large tasks into simple task blocks and assigning them to team members responsible for personal verification of understanding of the requirements.

3. Specifications impact

Assessment of the impact of new requirements (tasks, specifications, etc.) on changes in the key indicators of the product development strategy implementation: the timing of product development completion, the final cost of design and engineering work, the sufficiency of the team staffing, and the qualifications of specialists.

4. Tasks Revision

Reassessment (revision) of existing works and tasks – this stage is responsible for the analysis of the presence/absence of risks of conflicts of interest between the old and new product requirements. If such conflicts exist, the product owner should develop additional measures to prevent their impact directly on the processes of new product development.

5. Sprint planning

Sprint planning is the final stage of product refinement, the purpose of which is to initiate a new phase of work on the product, taking into account the previously obtained results, as well as new input data and/or requirements for the terms of reference.


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