The Progress Board is a tool used to manage lean startup experiments and measure business progress. It involves extracting key hypotheses, designing tests to validate or invalidate hypotheses, moving test cards as experiments are conducted, capturing learnings, and defining if progress was made, a pivot is needed, or more testing is required. The overall goal is to avoid failure by testing business ideas through experiments before fully committing resources.
1. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
Try Now!
2. ?
Do you have a tool to help me
manage and track my lean startup
experiments, measure progress,
and avoid failure?
. Test those ïŹrst!
4. Progress
Board
Concept
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
5A
INVALIDATED
backlog build measure learn done
5B
LEARN MORE
5C
VALIDATED
back to the drawing
board: iterate or pivot
your design
advance to next step:
move on in your quest to
turn your idea into reality
4
Tests
Test Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
5
Insights
and Actions
6
Measure progress
2
Extract your
Hypotheses
3
Design your tests
1
(re)Shape
your ideas
(6)
5. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
6. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
e.g. FIRST
INTERVIEWS
e.g.
CANVASES
e.g. FIRST
CALL-TO-
ACTIONS
e.g. TESTING
PURCHASE
DeïŹne
 what
Â
âprogressâ
 means
 to
Â
you
 and
 add
Â
indicators
7. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
e.g. FIRST
INTERVIEWS
e.g.
CANVASES
e.g. FIRST
CALL-TO-
ACTIONS
e.g. TESTING
PURCHASE
Add
 your
 most
Â
cri8cal
 hypotheses
Â
in
 order
 of
Â
importance
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
8. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
e.g. FIRST
INTERVIEWS
e.g.
CANVASES
e.g. FIRST
CALL-TO-
ACTIONS
e.g. TESTING
PURCHASE
Use
 Test
 Cards
 to
Â
design
 experiments/
tests
 to
 (in)validate
Â
each
 hypothesis
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
9. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
e.g. FIRST
INTERVIEWS
e.g.
CANVASES
e.g. FIRST
CALL-TO-
ACTIONS
e.g. TESTING
PURCHASE
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
Move
 your
 Test
 Cards
 while
Â
you
 are
 making
 progress
Â
with
 your
 experiments
10. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
e.g. FIRST
INTERVIEWS
e.g.
CANVASES
e.g. FIRST
CALL-TO-
ACTIONS
e.g. TESTING
PURCHASE
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
Capture
 your
 insights
 with
Â
the
 Learning
 Card
11. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
e.g. FIRST
INTERVIEWS
e.g.
CANVASES
e.g. FIRST
CALL-TO-
ACTIONS
e.g. TESTING
PURCHASE
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
DeïŹne
 if
 you
 made
Â
progress,
 need
 to
Â
pivot,
 or
 test
 more
12. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
Try Now!