Working documents you can copy into your own tools. Each one explains what the artefact is for, what goes in each part, and how teams use it, with the template itself set out in full.
Delivery
A ninety minute structure covering the current Product Goal, what changed since the last session, and the items nearest the top that are not yet ready for selection.
Project delivery
Benefit, measure, baseline, target, where the measurement comes from, the owner after handover, and leading indicators watched during delivery rather than after it.
Project delivery
Description, justification, impact assessed across scope, schedule, cost, quality and risk, the options considered, a recommendation, and a decision block naming who is entitled to decide.
Project delivery
One row per audience rather than per meeting, holding what they need, why they need it, the format, the frequency, and whether it is pushed, pulled or interactive. The direction column is what stops everything becoming a report.
Discovery
One row for each competitor covering the segment they serve, their positioning claim, entry price, what their customers praise, what those customers still ask for, and where you are the better fit. Every claim carries a source and the date it was checked.
Project delivery
Five factors scored from minus two to two, one row per component rather than per project, with a leaning formula and columns for the dominant factor and the decision it produced.
Project delivery
Planned value, earned value and actual cost per period, with both variances, both indices, the estimate at completion and the to complete index as live formulas. Type three numbers a period and the sheet forecasts the rest.
Discovery
The belief being tested, a hypothesis with a threshold and a date, how long the test runs and on how much traffic, and a table saying in advance what you will do with each possible result.
Project delivery
Each state split into doing and done so a handoff queue is visible, with a limit per state, the current count against it, and average days in state calculated from throughput.
Delivery
Everything that has to happen from two weeks out to one week after release, grouped by when it falls due, each line with a named owner and a go or no go decision on the day.
Project delivery
The situation, what was done, what resulted and what to do differently, with a category so the entry can be found later and an acted on column so the register is not a diary. Filled in during the project rather than at closure.
Strategy
The customer you are serving, the problem worth solving, the approach you are betting on, what you are deliberately not doing, and the conditions that have to hold for any of it to work.
Discovery
One measurable outcome at the top, the opportunities you heard in research beneath it, candidate solutions under each opportunity, and the experiment that would settle the riskiest assumption.
Strategy
Quarters expressed as measurable outcomes, each with a target metric, current baseline and a confidence rating.
Discovery
Problem statement, supporting evidence, the proposed change, success measures, and an explicit list of what is out of scope. Fits on a single page.
Strategy
The vision, the group you are serving, the need behind it, what the product actually is, and the business goals it pays back, each in its own box. Closes with the assumption that would sink the board if it turned out to be false.
Project delivery
Purpose, measurable objectives with baselines and targets, what is out of scope, summary milestones, budget with contingency held separately, known risks, and the project manager's authority limits. Ends with a signature line.
Project delivery
One page with decisions needed first, then where the project stands against the baseline in numbers, what changed since last time, and the top three or four risks with owners and dates.
Project delivery
Deliverables and decisions down, roles across, with a formula counting the accountable entries in each row. Exactly one A per row, and the count column makes a second one visible immediately.
Project delivery
Risks, assumptions, issues and dependencies on one sheet with a type column, so a risk that occurs becomes an issue by an edit rather than a copy and paste. Probability and impact on three bands, with an owner and a review date on every row.
Project delivery
Remaining size against pessimistic, expected and optimistic velocity, producing a range of weeks rather than a date, with rows that price scope growth and a smaller team.
Prioritisation
Reach, Impact, Confidence and Effort columns with the score formula built in, defined confidence bands, and a column recording the assumption behind each input.
Strategy
One row per stakeholder with what they need from the product, their influence and interest scored one to five, where they stand today, where you need them to be, and who owns the next conversation.
Project delivery
Name, role, what they need, power, interest, and the gap between current and desired engagement. The gap column turns a list of people into an ordered set of engagement tasks.
Project delivery
What the standard says, what this project does instead, the reason, who agreed it and when to revisit. Includes a section on what was deliberately not tailored, which is what separates a decision from an omission.
Delivery
The story sentence, acceptance criteria written as Given, When and Then, the dependencies that could hold it up, and a ready check the team runs before the item can be selected.
Project delivery
A decimal coded hierarchy of deliverables with a level column so a flat sheet holds a tree, plus the description and acceptance criteria that make it a dictionary rather than a list of names.