|

Precisa de ajuda para escolher o seu
treinamento ou tem alguma dúvida?

Lean Inception Agenda Template

TAG:

In this comprehensive guide, seasoned Lean Inception facilitator Paulo Caroli shares invaluable insights and practical strategies for successful Lean Inception workshop planning and execution. Discover two distinct agenda templates tailored to specific needs, enabling facilitators to optimize feature brainstorming based on business goals or user journeys. The Lean Inception agenda template has sessions such as the Kick-Off, Product Vision, Personas, User’s Journeys, Brainstorming, Sequencer, MVP Canvas and Showcase. Three distinct scheduling styles are outlined, comparing benefits and drawbacks. The checklist ensures meticulous preparation, making this guide an essential companion for anyone orchestrating a Lean Inception workshop.

Lean Inception Agenda Templates

I’ve lost count of how many times I’ve used (and shared) this Lean Inception agenda template. That’s why I share it to make your life easier, my dear fellow Lean Inception facilitator.

Lean Inception Agenda Template 1

On this agenda, the feature brainstorming happens before showing the user journeys. This is useful if you want the features creation/ideation to be very influenced by the business goals and personas needs. In this agenda, the User Journeys and then the Journeys & Features are used for validating and/or showing where we expect the feature to improve the user experience.

Lean Inception Agenda Template 2

On this agenda, the feature brainstorming happens right after the User Journeys activity. This is useful if you want the features creation/ideation to be very influenced by the user journeys.

Which Lean Inception agenda template should you use?

As a rule of thumb, if I am seeking more innovative ideas, I select the agenda template 1. Otherwise, if I want to influence the brainstorming by the user journeys, I’ll go for the agenda template 2. For remote workshops I have been mainly using the agenda template 2.

Lean Inception agenda sessions

Please find below a short description for each Lean Inception session.

KICK-OFF

In the kick-off meeting, the Lean Inception facilitator will present the workshop’s agenda, outlining its goals and the planned activities. The sponsor and/or main stakeholders will provide crucial context, emphasize the significance of the initiative, and share relevant information gathered in preparation for the inception. This kick-off session marks the beginning of the inception, setting the foundation for a successful collaborative journey.

PRODUCT VISION

Somewhere between the idea and the launch of the MVP, the product vision helps you to walk the initial path. It defines the essence of your business value and should reflect a clear and compelling message to your customers. This activity will help you to define the product vision in a collaborative way.

THE PRODUCT IS – IS NOT – DOES – DOES NOT DO

This activity seeks classifications about the product following the four guidelines, specifically asking each positive and negative aspect about the product being or doing something.

PRODUCT GOALS

Each participant must share what they understand as a business goal, and the various points of view must be discussed to reach a consensus on what is really important. This activity helps in raising and clarifying the main objectives.

PERSONAS

To effectively identify the features of a product, it is important to keep users and their goals in mind. A persona creates a realistic representation of users, helping the team to describe features from the point of view of those who will interact with the final product.

USER’S JOURNEYS

The journey describes a user’s journey through a sequence of steps to reach a goal. Some of these steps represent different points of contact with the pro- duct, characterising the person’s interaction with it.

FEATURES BRAINSTORMING

A feature represents a user’s action or interaction with the product, for example: printing invoices, consulting detailed statements and inviting Facebook friends. The description of a feature must be as simple as possible, aiming to meet a business goal, a persona need, and / or contemplating a step in the journey.

TECHNICAL, BUSINESS AND UX REVIEW

This review aims to discuss how the team feels about technical, business and UX understanding for each feature. From this activity, new clarifications will happen and the disagreements and doubts will become more apparent.

SEQUENCER

The Feature Sequencer assists in organising and viewing the features and the incremental validation of the product. Define the MVP and its subsequent increments.

MVP CANVAS

The MVP Canvas is a visual chart that helps the team to align and define the MVP, the simplest version of the product that can be made available to the business (minimum product) and that can be effectively used and validated by the end user (viable product).

SHOWCASE

This is the time to demonstrate the MVP plan to the stakeholders. Let’s talk about the artefacts generated at the Lean Inception workshop and share the group’s understanding of the hypotheses to validate and the way forward.

 

DISCLAIMER: This agenda is flexible, and the the activity sessions may be adjusted depending on the information we gather along the way. The workshop outcome is more important than a specific session goal.  The facilitator should adjust a specific session to better fit the desired outcome for the workshop.

>> Get the Remote Lean Inception template (Mural and Miro)

>> Download the LeanInception-AgendaTemplate (.pptx file)

Scheduling Styles for Lean Inception Activities: Comparing Three Approaches

When scheduling Lean Inception activities on the agenda, I’ve noticed that I tend to follow one of the following three styles for organizing a workshop with a group of people.

Style 1: Book Separate Timing for Each Activity

You schedule all Lean Inception activities as separate entries on the agenda, each with its own meeting invite. For example:

Many Lean Inception invites, one per activity.

Many Lean Inception invites, one per activity. Total of 12 invites.

Activity: Product Vision

  • Meeting Timing: Monday from 9:00 am to 11:00 am
  • Meeting Title: Product Vision Activity
  • Meeting Invitees: The entire product team
  • Meeting Description: [Add description of the activity]

For the kick-off and showcase, they should be set up as separate meeting invites:

Kick-off:

  • Meeting Timing: Monday from 10:00 am to 12:00 pm
  • Meeting Title: Lean Inception – Kick-off
  • Meeting Invitees: The whole product team and external stakeholders
  • Meeting Description: [Add description of the kick-off]

Showcase:

  • Meeting Timing: Friday from 14:00 pm to 16:00 pm
  • Meeting Title: Lean Inception – Showcase
  • Meeting Invitees: The whole product team and external stakeholders
  • Meeting Description: [Add description of the showcase]

The benefits of this scheduling style are that everyone can clearly see the planned activities and their duration. However, there are some drawbacks to consider:

  1. Lack of Flexibility: With separate meeting invites for each activity, it becomes challenging to make changes such as rearranging the order of activities, adding or removing sessions, or adjusting time allocations. This can limit adaptability and hinder the overall flow of the Lean Inception process.
  2. Fragmented Participation: When participants have separate meeting in their agenda, they might show up for only specific sessions, which can lead to inconsistent attendance and participation. This can disrupt the collaborative nature of the Lean Inception, as missing key sessions may result in gaps in understanding and alignment among team members.

 

To address these challenges, it may be beneficial to consider alternative scheduling approaches that allow for flexibility while ensuring full team participation and alignment throughout the Lean Inception process.

Style 2: Book Each Day for the Whole Week

One Lean Inception invite.

One Lean Inception invite.

In this scheduling style, you block a large time frame for each day of the Lean Inception week and create one meeting invite to cover the entire duration. For example:

Lean Inception activities:

  • Meeting Timing: Monday to Friday from 10:00 am to 5:00 pm
  • Meeting Title: Lean Inception activities
  • Meeting Invitees: The entire product team
  • Meeting Description: Blocked time for our Lean Inception activities. We will follow the planned activities. We will respect the start and end time of each day. Additional activities may be added if necessary. At the beginning of each block the facilitator will guide us on the planned activities. Our goal is to achieve the Lean Inception objectives by the end of the week.

The benefits of this approach are:

  1. Simplicity: Booking all sessions with a single meeting invite simplifies the scheduling process, as there is no need to create separate invites for each activity.
  2. Flexibility: The facilitator has the freedom to start the next activity as soon as the previous one finishes, allowing for a smoother flow throughout the Lean Inception week.
  3. Easy Modification: Making changes to the agenda, such as adding, removing, or adjusting activities, becomes easier since they are not explicitly stated in the meeting invite title.

However, there are potential challenges to consider:

  1. Specific Session Calendar Visibility: Some team members may prefer to have individual sessions visible on their calendars.
  2. Kick-off and Showcase Timing: With the kick-off and showcase included within the overall agenda, external stakeholders will not have explicit calls for the kick-off and the showcase sessions. For instance, the stakeholders may find it challenging to determine the specific timing of the showcase. Clarifying the kick-off and the showcase timing details in the meeting description or sending separate communication to stakeholders can help address this concern.
  3. Lunch break: It is not defined when the team stops for lunch. Many people prefer to have a clear indication of the lunch break.

To mitigate these challenges, it may be helpful to separately schedule the kick-off and the showcase sessions. You should also communicate the Lean Inception activities list or provide a typical schedule alongside the meeting invite. This ensures clarity for participants and external stakeholders regarding the duration and timing of specific activities.

Style 3: Book Morning and Afternoon Blocks for Each Day

In this scheduling style, you create separate meeting invites for the morning and afternoon blocks of the Lean Inception. Here’s an example:

Lean Inception invites in blocks. Total of 4 meeting invites.

Lean Inception invites in blocks. Total of 4 meeting invites.

Lean Inception Morning Block:

  • Meeting Timing (recurring meeting): Tuesday, Wednesday, Thursday, and Friday mornings from 9:00 am to 12:00 pm
  • Meeting Title: Lean Inception – Morning Block
  • Meeting Invitees: The whole product team
  • Meeting Description: Blocked time for our Lean Inception activities. We will follow the planned activities. We will respect the start and end time of each block. Additional activities may be added if necessary. At the beginning of each block the facilitator will guide us on the planned activities. Our goal is to achieve the Lean Inception objectives by the end of the week.

Lean Inception Afternoon Block:

  • Meeting Timing (recurring meeting): Monday, Tuesday, Wednesday, and Thursday afternoons from 1:00 pm to 5:00 pm
  • Meeting Title: Lean Inception – Afternoon Block
  • Meeting Invitees: The whole product team
  • Meeting Description: Blocked time for our Lean Inception activities. We will follow the planned activities. We will respect the start and end time of each block. Additional activities may be added if necessary. At the beginning of each block the facilitator will guide us on the planned activities. Our goal is to achieve the Lean Inception objectives by the end of the week.

The kick-off and showcase should be set up as separate meeting invites, as mentioned in the style 1 above.

Benefits of this approach:

  1. Simplified scheduling with two recurring meeting invites for the morning and afternoon blocks.
  2. Flexibility for the facilitator to move to the next activity once the previous one is complete.
  3. Easy modification of activities, as they are not included in the meeting invite title.

Drawback to consider:

  • Some participants may prefer to see individual sessions on their calendars, which could lead to pushback.

To address this concern, consider providing participants with a typical schedule alongside the meeting invites or sharing a separate calendar overview. This way, individuals can see the planned activities while maintaining the convenience of having recurring meeting invites for the morning and afternoon blocks.

Check list

Use a checklist to check all necessary actions before the inception. For example:

() Workshop agenda has been explained and shared with all participants.

() Participants have been selected and invited (stakeholders and active members).

() Experienced facilitator.

() Environments are available, prepared and the participants have the necessary access.

() The templates are ready for the different activities.

 

>> More about Lean Inception.

 

 

 

 

Paulo Caroli

Paulo Caroli is the author of the best-selling book “Lean Inception: How to Align People and Build the Right Product” (the first on a series of books about Lean Strategy and Delivery). He's also the creator of FunRetrospectives.com , a site and book about retrospectives, futurospectives and team building activities. Caroli writes on this blog frequently. Receive the next post in your email. Sign up here .
Lean Inception: Learn How to Align People and Build the Right Product

Lean Inception: Learn How to Align People and Build the Right Product

Lean Inception is a crucial agile methodology for aligning teams on effective product creation. Introduced by Paulo Caroli, it combines Design Thinking and Lean StartUp techniques to define strategies and Minimum Viable Product (MVP) scope. It is valuable for large projects, startups, and business innovations. Not suitable for discovery activities, prototyping decisions, or cross-team alignment. Active participants, stakeholders, and skilled facilitators are essential for the success of this collaborative process. Lean Inception is fundamental for guiding teams toward meaningful and efficient product outcomes.

read more

Pin It on Pinterest