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Driving Change Cubiks-7-Eleven 11 August

Human Inc
August 11, 2017

Driving Change Cubiks-7-Eleven 11 August

Deck designed to support facilitation of workshop and as post-workshop reference material. Not intended as standalone. Copyright all rights reserved Human Inc 2007-2017.

Human Inc

August 11, 2017
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  1. Human Inc www.humaninc.co What would you like to learn or

    get out of this workshop? In groups of 3 share
  2. Design Thinking Toolbox I.D.O.A.R.T A tool to set your intention

    during meetings. (Intention, Desired Objective, Agenda, Roles/Rules, Timeline) Persona Map Create a representation of your customer segment that you are designing for Service Journey Map Discover the experiences of your customer going through a service or process BrainWriting Grow your idea quickly in a visual way using sticky notes Prototype Build your ideas into concrete solutions that users can interact with UNDERSTAND IDEAS ACTION Story Boarding Sketch out what the user journey will look like and element it will include How might we Rephrase problems into actionable questions
  3. Get more tips www.humaninc.co © COPYRIGHT HUMAN INC. ALL RIGHTS

    RESERVED 2007-2016 I.D.O.A.R.T. INTENTION DESIRED OBJECTIVES AGENDA RULES & ROLES TIMEFRAME DESIGN THINKING PROCESS SKILLS #1
  4. Human Inc www.humaninc.co Desired Objectives: •Learn and apply practices/tools to

    drive your change projects •Learn processes and techniques for how to strategise and influence change in 7-Eleven
  5. Driving Change Toolbox User Story UNDERSTAND IDEAS ACTION Validation Board

    Team Performance Model Understand the stages of team development to enhance team performance Visual Action Planning I.D.O.A.R.T A tool to set your intention during meetings. (Intention, Desired Objective, Agenda, Roles/Rules, Timeline) Project Charter A poster to physically communicate your idea and resources you require Learning Card Tool to help innovators track the learning from their tests to validate user needs or product market fit. Test Card Tool to help innovators track their tests to validate user needs and product market fit Business Model Canvas Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models.
  6. Human Inc Rules: • Be present • Be open •

    Be curious • Find & Ask Powerful Questions • Practice art of conversation • Listen with attention • Defer judgement • Speak with intention • Co-create & Explore the space between us/ newness • ?
  7. Copyright 2007-2017 All Rights Reserved Agenda 09:00 AM Welcome &

    Check-In 9.25 AM Connect to last learning experience 9.30 AM Discovering change •Why projects/initiatives for change fail? •Why change project are so difficult to deliver well? •Project insight sharing. 
 10.10 AM People & Projects •Discover your team’s needs at various stages of team performance model and how leaders can support 
 performance model and how leaders can support 
 12.00 AM Lunch Break 1.00 PM Driving & Sustaining Change •Integration of business value, feasibility and desirability to drive change •Building and incorporating change-making framework for sustaining change 1.40 PM Activating the Driving Force for Change •Mapping stakeholders and their influence on your projects/ initiatives •Exploration of opportunities to address stakeholder challenges, perceptions and pain points 
 2.40 PM Check-Out •Learning Reflection 
 • 3.00 PM End of day
  8. Scope Group © 2007 - 2014 | www.scopegroupasia.com Why Projects

    Fail? Mr PROJECT PROJECTSON 2013-2014 RIP
  9. AGILE PROJECTS Why most projects fail? SCOPE CREEP BUDGET BLOWN

    MISSED DEADLINES VALUE NOT REALISED TEAM ISSUES Most organisations rely on the effective planning and execution of projects, but the majority of projects fail in one or more aspects. Projects often face budget overruns, delays and quality issues while failing to deliver value to its sponsors.
  10. Human Inc Three simple truths about projects 1. It is

    impossible to gather all requirements at the beginning of a project 2. The requirements you do gather are guaranteed to change 3. There will always be more to do than time and money will allow
  11. Faster? (Schedule of delivery) Cheaper? (Total costs) Bigger? (Project Scope)

    Prioritisation & Trade-offs Choose the 1 or 2 dimensions that are most important for your project Better (Quality)
  12. Human Inc The Norm in Projects is that… •Team Changes

    •Schedule Changes •Requirement Changes
  13. Human Inc We need a way of planning… - That

    deliver great value to sponsors/ customers - Is highly visible, open and honest - Helps us make promises we can keep - Allows us to change course when we need to
  14. Human Inc Think of an experience with a low performing

    team. What did leaders and team struggle with in moving through these steps? Write keywords on post-it note INDIVIDUAL EXERCISE:
  15. Human Inc Think of an experience with a high performing

    team. What did leaders and team do to move through these steps? Write keywords on post-it note INDIVIDUAL EXERCISE:
  16. Human Inc Put post-it notes on relevant step in Team

    Performance Model Share with partner and ask about their experiences GROUP EXERCISE: purpose clear lack of buy-in
  17. User story: As a ___ , I want to ___

    So that ___ (Type of user) (Feature/function) (benefit)
  18. Exercise: Creating a product backlog Create a product backlog by

    listing user stories User Story/Requirement: As a …………….. Type of user I want to …..……….… Goal So that I can ……….……….. value/benefit Business Value: Size Estimate:
  19. Example Will b User Story/Requirement: As a shopper …………….. Type

    of user I want to review my cart …..……….… Goal So that I can make adjustments prior to checkout ……….……….. value/benefit Business Value: Size Estimate:
  20. USER STORY BUSINESS VALUE SIZE ESTIMATE As a new employee,

    I want to spend some time on team building, so that I am able to know the rest of my colleagues better. 8 M Project: Sprint#: Dates: User story #1 User story #2 User story #3
  21. Human Inc Validation Board - What is it? The Validation

    Board is a tool to help innovators stay focused while validating customer needs and product market fit while by creating a better tracking and understanding of team progress.
  22. Human Inc Instruction Time: 10 minutes 1. Add all user

    stories to the Validation Board 2. Decide on 3 riskiest assumptions
  23. Human Inc Test Card - What is it? The Test

    Card is a tool to help innovators track their tests to validate user needs and product market fit. Using the Test Card you can validate your User Story.
  24. TEST CARD Test name: Fashion Metric STEP 1 HYPOTHESIS solo

    shoppers have a problem with deciding what to buy while shopping WE BELIEVE THAT TO VERIFY THAT, WE WILL STEP 2 TEST interview at least 10 solo shoppers about the experience of shopping alone AND MEASURE STEP 3 METRIC if solo shoppers have a problem with deciding on what to buy, are actively seeking solutions and want advice WE ARE RIGHT IF STEP 4 CRITERIA more than 50% of people that we interview say they have a problem with deciding on what to buy, are actively seeking solutions and would be interest in receiving advice to help them decide Date: 10th July 2017 Person in charge: Jerome
  25. Human Inc Instruction Time: 10 minutes 1. Create one test

    card each 2. Share your card with your team
  26. Human Inc Learning Card - What is it? The Learning

    Card is a tool to help innovators track the learning from their tests to validate user needs or product market fit.
  27. LEARNING CARD Test name: STEP 1 HYPOTHESIS WE BELIEVED THAT

    WE OBSERVED STEP 2 OBSERVATION FROM THAT WE LEARNED THAT STEP 3 LEARNING & INSIGHTS THEREFORE WE WILL: STEP 4 NEXT ACTIONS Date: Person in charge: TEST CARD Test name: Fashion Metric STEP 1 HYPOTHESIS solo shoppers have a problem with deciding what to buy while shopping WE BELIEVE THAT TO VERIFY THAT, WE WILL STEP 2 TEST interview at least 10 solo shoppers about the experience of shopping alone AND MEASURE STEP 3 METRIC if solo shoppers have a problem with deciding on what to buy, are actively seeking solutions and want advice WE ARE RIGHT IF STEP 4 CRITERIA 50% of people that we interview say they have a problem with deciding on what to buy, are actively seeking solutions and would be interest in receiving advice to help them decide Date: 10th July 2017 Person in charge: Jerome
  28. LEARNING CARD Test name: Fashion Metric STEP 1 HYPOTHESIS solo

    shoppers had a problem with deciding what to buy while shopping WE BELIEVED THAT WE OBSERVED STEP 2 OBSERVATION that [name or description of interviewee] did not have problem with deciding what to buy while shopping, was not seeking solutions and was interested in advice FROM THAT WE LEARNED THAT STEP 3 LEARNING & INSIGHTS our test was invalided THEREFORE WE WILL: STEP 4 NEXT ACTIONS continue our validation testing Date: 10th July 2017 Person in charge: Jerome TEST CARD Test name: Fashion Metric STEP 1 HYPOTHESIS solo shoppers have a problem with deciding what to buy while shopping WE BELIEVE THAT TO VERIFY THAT, WE WILL STEP 2 TEST interview at least 10 solo shoppers about the experience of shopping alone AND MEASURE STEP 3 METRIC if solo shoppers have a problem with deciding on what to buy and are actively seeking solutions WE ARE RIGHT IF STEP 4 CRITERIA more than 50% of people that we interview say they have a problem with deciding on what to buy, are actively seeking solutions and would be interest in receiving advice to help them decide Date: 10th July 2017 Person in charge: Jerome
  29. Human Inc Instruction Time: 10 minutes Create one learning card

    per interview and share your card into your team's whatsapp group
  30. What is a business model? A business model clearly articulates

    “the rationale of how an organisation creates, delivers and captures value” (Osterwalder and Pigneur 2009;p14). (see www.businessmodelgeneration.com)
  31. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S
  32. Facebook: Business Model Canvas E X ER C IS E

    S H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S
  33. Facebook: Business Model Canvas E X ER C IS E

    S H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Developers
  34. E X ER C IS E S H E E

    T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Facebook: Business Model Canvas Internet users Advertisers and marketers Developers
  35. Value Proposition The products and services that create value for

    specific customer segments - what keeps customers returning to your enterprise.
  36. E X ER C IS E S H E E

    T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Facebook: Business Model Canvas Internet users Advertisers and marketers Developers Connect with your friends Reach relevance social context Social distribution, Payments
  37. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Developers Connect with your friends Reach relevance social context Social distribution, Payments
  38. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Developers Connect with your friends Reach relevance social context Social distribution, Payments Continuous engagement between friends Personalied service to businesses
  39. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Developers Connect with your friends Reach relevance social context Social distribution, Payments Continuous engagement between friends Personalied service to businesses
  40. Examples of Channels Commercial Channels Retail - high traffic near

    public transport station - Word of mouth - www
  41. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Developers Connect with your friends Reach relevance social context Social distribution, Payments Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages
  42. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Developers Connect with your friends Reach relevance social context Social distribution, Payments Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages
  43. Examples of Revenue Streams 
 - coffee and drinks -

    food - cakes - Venue rental - Profit share events
  44. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context
  45. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context
  46. Examples of Key Activities Commercial Activities - Baristaring
 - cooking

    / catering - customer service
 - Front of shop and backroom management activities needed to deliver commercial value
  47. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management
  48. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management
  49. Key Resources The most important assets and resources (physical, intellectual,

    human, financial) required to make an enterprise work.
  50. Examples of Key Resources Commercial Resources - kitchen / coffee

    equipment - stock - Shop (asset) - Location - Brand - Staff 
 Resources needed to deliver commercial value
  51. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management Facebook Platform Technology infrastructure
  52. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management Facebook Platform Technology infrastructure
  53. Examples of Partnerships Commercial Partnerships - Coffee distributor - Drink

    distributor - Local chamber of commerce - School of hospitality - Media partners needed to deliver commercial value
  54. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management Facebook Platform Technology infrastructure Content partners (TV shows, movies, music, news articles)
  55. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management Facebook Platform Technology infrastructure Content partners (TV shows, movies, music, news articles)
  56. Costs All the costs incurred to operate an enterprise (including

    impact costs - what it cost to deliver impact)
  57. Examples of Costs Commercial Costs - Inventory - Equipment -

    Utilities - Staff - Insurance costs needed to deliver commercial value
  58. Business Model Canvas E X ER C IS E S

    H E E T 8 . K E Y PA R T N E R S 6 . K E Y A C T I V I T I E S 7 . K E Y R E S O U R C E S 3 . C U S TO M E R R E L AT I O N S H I P S 4 . C H A N N E L S 2 . VA L U E P ROP OS I TIO N 1 . C U S TO M E R S SE GMENT S 9 . C O S T S ST RU CTU RE 5 R E V E N U E S T R E A M S Internet users Advertisers and marketers Connect with your friends Reach relevance social context Continuous engagement between friends Personalied service to businesses Website, mobile apps Facebook ads, facebook pages Connect with your friends Reach relevance social context Platform development Data centre operation management Facebook Platform Technology infrastructure Content partners (TV shows, movies, music, news articles) Data centre costs General and administratives Marketing and sales Research and development
  59. Human Inc ✓ Large or small scope ✓ Involve few

    or many people ✓ Formal or informal agreement ✓ Short or long timeline What is a project?
  60. Human Inc a Project is… a temporary undertaking performed to

    produce a unique product, service or result
  61. Human Inc a Task is… an activity that needs to

    be accomplished within a defined period of time or by a deadline to drive work-related goals. A task can be broken down into sub-tasks which should also have a defined start and end date or a deadline for completion. Completion of all sub-tasks of a specific task normally renders the task completed. Tasks can be linked together to create dependencies
  62. Human Inc a Process is… a series of routine steps

    to perform a particular function such as procurement process or budget process. (Processes can be part of projects)
  63. Human Inc a Programme is… a set of projects that

    need to be coordinated in some way. (Can be a group of projects with interdependencies that need str be managed to deliver on time)
  64. Faster? (Schedule of delivery) Cheaper? (Total costs) Bigger? (Project Scope)

    Prioritisation & Trade-offs Choose the 1 or 2 dimensions that are most important for your project Better (Quality)
  65. Home assignment #1 Minimum one test with multiple stakeholders #2

    Create business model canvas for change initiative #3 Use TPM to create alignment and speed
  66. Human Inc Summary Leading Change 11 Aug 2017 7-Eleven Add

    toolkit slide from last workshop to show value
  67. Design Thinking Toolbox I.D.O.A.R.T A tool to set your intention

    during meetings. (Intention, Desired Objective, Agenda, Roles/Rules, Timeline) Persona Map Create a representation of your customer segment that you are designing for Service Journey Map Discover the experiences of your customer going through a service or process BrainWriting Grow your idea quickly in a visual way using sticky notes Prototype Build your ideas into concrete solutions that users can interact with UNDERSTAND IDEAS ACTION Story Boarding Sketch out what the user journey will look like and element it will include How might we Rephrase problems into actionable questions
  68. Driving Change Toolbox User Story UNDERSTAND IDEAS ACTION Validation Board

    Team Performance Model Understand the stages of team development to enhance team performance Visual Action Planning I.D.O.A.R.T A tool to set your intention during meetings. (Intention, Desired Objective, Agenda, Roles/Rules, Timeline) Project Charter A poster to physically communicate your idea and resources you require Learning Card Tool to help innovators track the learning from their tests to validate user needs or product market fit. Test Card Tool to help innovators track their tests to validate user needs and product market fit Business Model Canvas Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models.