Skip to main content

Personal Agility Impact Canvas: How to understand what really matters to your stakeholders

Are you trying to figure out what really matters to your stakeholders? The Personal Agility Impact Canvas leads you through a 30 to 60 minute interview so you find out what is really important to your stakeholders, building their trust while you do.

You've probably heard about the Lean Canvas or the Business Model Canvas. These help you think about and understand your customers and your business. But how do you know what really matters to them? You have to talk to them to validate your assumptions. This is key to achieving better Impact (as I explain in my PAS Workshop)

Inspired by Iman Aghay's approach to problem validation, I created a canvas to lead you through the discussion with your stakeholder's, centered around Who, Why, and the Outcomes you want. Each question is a Powerful Question, to help you understand what is on your stakeholder's mind:

Who?

  • Stakeholder - Note and if necessary confirm the person's Name, Function, Contact Details
  • Goals or Objectives - What do you want to achieve through this project or collaboration?
  • What really matters? - When push comes to shove, what is most essential?

Why?

  • Challenges and Impediments - What are the main challenges to achieving your goals or desired outcome?
  • Risks, Concerns, Fears - What are your biggest concerns about achieving these goals?
  • Frustrations - What causes you to bang your head against the wall?

Outcomes

  • Definition of Awesome - If I could snap my fingers, and all your wishes came true on this project, what would that look like?
  • Support - How can I/we support you to make this come true?
  • What's next? - What is the next thing that you need to do for this stakeholder (follow-up)?

You can download the Personal Agility Impact Canvas, either in a blank or annotated version.

Enjoy it! I would love to hear your experience with it, and if you would like to translate it, I'll be happy to provide the sources!

PS: Special thanks to Iman, whose Ultimate Course Formula inspired me to create this canvas.

Comments

Popular posts from this blog

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…

Explaining Story Points to Management

During the February Scrum Breakfast in Zurich, the question arised, "How do I explain Story Points to Management?" A good question, and in all honesty, developers can be an even more critical audience than managers.

Traditional estimates attempt to answer the question, "how long will it take to develop X?" I could ask you a similar question, "How long does it take to get the nearest train station?

The answer, measured in time, depends on two things, the distance and the speed. Depending on whether I plan to go by car, by foot, by bicycle or (my personal favorite for short distances) trottinette, the answer can vary dramatically. So it is with software development. The productivity of a developer can vary dramatically, both as a function of innate ability and whether the task at hand plays to his strong points, so the time to produce a piece of software can vary dramatically. But the complexity of the problem doesn't depend on the person solving it, just …