FIXME Improvement Name

Note: this is not intended to be a complete planning document. It is intended to be a worksheet to help you think through the improvement. Please adapt it and pull from it as you see fit, and as appropriate for your culture and situation.

Where are we going?

This section defines when the improvement is complete. When the problem is addressed and the purpose/vision is achieved according to the principles, (this round of) the improvement is complete.

Problem Statement

What is the current problem?


What is the core purpose/goal of this improvement? What are the “core few things” that must be done?


What principles should be kept in mind as this improvement goes forward? e.g. “engage everyone’s brain on the problems affecting their area,” “maintain or improve security.” If it’s helpful, you can think of these as the key non-functional requirements.

Vision of Wild Success

As specifically as you can, what does the world look like when this improvement is complete? Tell this as a story. “I walk into work and…” “X meeting occurs and people do…”


Stakeholder identification

Stakeholder Impact Power dynamics Incentives at play

“Stakeholder” could be teams, roles, or people’s names. “Impact” is how the improvement might affect the stakeholder. “Power dynamics” are the explicit or implicit power that this stakeholder has over the improvement. “Incentives at play” are for any incentives for this stakeholder related to the improvement.

Inter-process dependencies

Related process Effects to Effects from

For each related processes, how does this improvement affect that process? How does that process affect this improvement?

Organizational analysis

What is the organization’s tolerance for change?

Is the organization in a place to understand this change?

For example, are there prerequisites such as an understanding of incident management?

Would a revolutionary“ or an ”evolutionary" change be a better fit for this change?

Your Job

Core Mental Models

What are the core mental models (or ways of thinking) that need to be shared by stakeholders for this improvement to be successful?

Negotiate with stakeholders

Understand them and get more value on the table.

Opportunities for quick wins

…as learned by conversations and stakeholder analysis:

Guiding coalition

Who should be the core guiding coalition, per Kotter’s model? This should include people who care about the improvement, even/especially if they are not in favor of it. Ideal group size is 7 +/- 2.

Things to patch together

What may need to be done temporarily to support this change?

Implementing the Improvement

Feedback loops

How can your process learn from itself? Is there an opportunity for post-implementation reviews, reports on process performance, or other useful feedback to improve process performance?

Communications plan

If you do not have a more formal communications plan, here is a simple template:

Stakeholder(s) Timing Communications channel Owner Notes

“Timing” is when and/or at what frequency the communication should be sent. “Communications channel” is the mode of communication, e.g. e-mail or in-person meetings. “Owner” is the person who’s going to ensure the communications occurs.

Proof of concept

What will serve as the proof of concept?

What value can the improvement deliver each week?

Anticipated pains

What pain will this improvement introduce? For example, change management may introduce the pain of needing release management. The goal is certainly not to create unnecessary pain, but all improvement brings further opportunities for improvement.

Possible pain Possible remedy

Note: you do not need to remedy these yourself. You can help people understand how to remedy these pains.