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.
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
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.
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 • ?
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
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.
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
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
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:
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
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.
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.
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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)
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)
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
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
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
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.