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2015 Lean Startup Conference - Leader's Guide Project Planner Slide 1 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 2 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 3 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 4 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 5 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 6 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 7 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 8 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 9 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 10 2015 Lean Startup Conference - Leader's Guide Project Planner Slide 11
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2015 Lean Startup Conference - Leader's Guide Project Planner

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This is the handout that we used during the first-ever workshop based on Eric Ries's Leader's Guide. This work is based on a pre-release draft of the book, and includes many hands-on activities for putting the Leader's Guide into practice. Consider this Iteration Zero.

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2015 Lean Startup Conference - Leader's Guide Project Planner

  1. 1. The Leader’s Guide by Eric Ries Project Planner Janice Fraser Director, Innovation Practice November 2015 Your Project Name Your Name From The Leader’s Guide 
 Official Workshop (Iteration 0)
  2. 2. Molecule Person Problem Solution Describe the person this product/project is for: Describe the problem the person has: ONE sentence only about your solution: PROJECT NAME DATE
  3. 3. Why? What How In this space, describe the solution. PROJECT NAME DATE In this space, name several values or characteristics. In the space at below, describe why this is important. Why bother? Of all the things you could be championing, why this? 
 This is your vision. Vision
  4. 4. These functions’ work will be key to the success of the project… DEDICATED TEAM COMMITTED VOLUNTEERS PROJECT NAME DATE Team
  5. 5. Growth Contract THE LEADER AGREES TO… THE ENTREPRENEUR AGREES TO… PROJECT NAME DATE 1. The creation of a small, fully dedicated team with representation from this functions whose work will be key to the success of the project. Including: 2. Giving the entrepreneur a small but secure budget of $_______________, and the authority to spend it the way he/she believes is right. 3. A clear reporting structure including: 4. Accept Innovation Accounting and learning metrics as evidence for the purposes of accountability. 5. Never Ask entrepreneurs to present “vanity metrics” such as ROI or Market Share. 6. Secure funding as long as the team can demonstrate that they are learning about how to grow a sustainable business. 
 7. Reward “productive failures” that provide learning, understanding that they are a necessary part of the journey towards success. 1. Provide full transparency about their plans. 2. Use the allocated budget to learn how to grow a sustainable business. 3. Use learning metrics and to show progress using Innovation Accounting techniques. 4. Hold Pivot/Persevere meetings on the following schedule: 5. Produce first learnings by _______________(date). 6. Be held accountable if their strategy isn’t working. LEADER ENTREPRENEUR
  6. 6. Riskiest Assumption TESTING NOW 2 NEXT UP 3 LATER PROJECT NAME DATE Leap of Faith Assumptions 4 Remember to think about • Commercial assumptions • Value assumptions • Customer assumptions • Technical assumptions
  7. 7. Experiment We believe that…LEAP OF FAITH ASSUMPTION To get that evidence, we will do/make…MVP EXPERIMENT COST TIME BUDGET We will know the assumption is true if…LEARNING METRIC PROJECT NAME DATE
  8. 8. Experiment (Redo) We believe that…LEAP OF FAITH ASSUMPTION To get that evidence, we will do/make…MVP EXPERIMENT COST TIME BUDGET We will know the assumption is true if…LEARNING METRIC PROJECT NAME DATE PIVOT OR PERSEVERE MEETING DATE
  9. 9. REMOVED MIGHT DO MUST DO PROJECT NAME DATE MVP Features (Less essential to the Learning Goal) (Important but harder) (Important AND easier)
  10. 10. Level 1 Innovation Accounting PROJECT NAME DATE METRICS WORKSHEET Leap of Faith Assumption Learning Metric Mathematically Specific Example: We can fund loans # of offers each loan gets total offers/total loans/week LOFA #1 LOFA #2 LOFA #3 DASHBOARD: LOFA 1 Metric Value WEEK ENDING % Change w/w Experiment # Short Description 10/19/2015 4.53 2.35% 18 New marketing copy on the landing page
  11. 11. Risk Evaluation PROJECT NAME DATE TECHNICAL OR COMPLIANCE RISKS STRATEGY RISKS Which elements of your learning plan involve safety, legal, compliance, or technical risk? Which elements, if wrong, would just cause you to adjust business strategy but wouldn't put customers, partners, or your organization itself at risk? By distinguishing between these two types of risks, what opportunities do you see to learn more quickly, such as if there aren't saftey risks involved? How might this distinction help you persuade the rest of your organization to test the project idea more quickly before you commit to a big investment?
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    Dec. 20, 2015
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    Nov. 24, 2015
  • JuanCarlosCastro17

    Nov. 24, 2015

This is the handout that we used during the first-ever workshop based on Eric Ries's Leader's Guide. This work is based on a pre-release draft of the book, and includes many hands-on activities for putting the Leader's Guide into practice. Consider this Iteration Zero.

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