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Design Sprint Workshop
Jill Starett
HELLO my name is
big idea enthusiast
design strategist
design sprint facilitator [email protected]
to step away from the problem and get the brain thinking creatively
Brain Recharge
PURPOSE
1. I have given you three pieces of paper - build the tallest tower in all the land
2. You have 3 minutes
3. Go!
INSTRUCTIONS
talk do talk
6:00 9:00
Agenda
DS101
A Design Sprint is a flexible design framework that increases the chances of making something people want.
What is a Design Sprint?
Design Sprint Approach
UNDERSTANDClarify and focus on the
problem to solve
DIVERGEGenerate solutions to the
identified problem
CONVERGESelect which solutions are
best to move forward
BUILDCreate a low-cost prototype to test with potential users
TESTTest the prototype with
users and debrief
✓
X
?
Make Things People Want
Make People Want
Things>
Design Sprint
SCIENTIFIC METHOD
DESIGN PROCESS
AGILE PHILOSOPHY
Rigorous
Experimental
Hypothesis Driven
Continuous Improvement
Collaborative
Responsive
Human Centered
Creative
Divergent
DESIRABILITY FEASIBILITY PROFITABILITY
we can createthey’ll pay enough for
thi$$$$
DESIGN SPRINTS WORK BEST AT DETERMINING DESIRABILITY
t h i sthissomebody wants
BIG (SOMETIMES SCARY) IDEAS ARE BEST FOR TESTING IN DESIGN SPRINTS
DATA CAN BE USEFUL BUT OFTEN TIMES ONLY LOOKS BACK AND DOESN’T TELL THE WHOLE STORY
EVIDENCE-BASED DECISION MAKING OVER HIGHEST PAID PERSON’S OPINION
DESIGN SPRINTS ARE ALL ABOUT ANSWERS. PROTOTYPES ARE MADE BUT ARE USUALLY DESTROYED AFTERWARDS.
When you skip steps or pace it out, insights get shallow, ideas get dim, and momentum is lost.
FIVE CONSECUTIVE DAYS ALLOWS FOR FOCUS AND DEPTH
If your job can survive a 5-day vacation, it will thrive after a 5-day Design Sprint! *
Importance of Time
Who should be in the room?
The best information comes from the least likely characters.
ORGANIZATIONAL DIVERSITY IS KEY}
Questions?
(people from the same org. in different teams)
Group into teams of 4
Rules of Conduct
everybody
all voices .
focus (no peeping)
be comfortable
fun .!
Start with Context
We can work with your team to make sure you’ve got enough information to hit the ground running. Data can be collected from (potential) user interviews and market data.
PRE-SPRINT RESEARCH IS IMPORTANT
Southwest Airlines has found that customer satisfaction is significantly higher on flights leaving from top rated airports like Phoenix or Portland. Boston is ranked 18 out of 30 (best to worst).
Southwest has hired the fresh tilled soil extension team (you!) to create fresh new ideas for improving the experience of flying out of Boston Logan, from the moment passengers leave their home/ hotel to the moment the plane takes off.
Their hypothesis is that if a passenger is already unhappy from the pre-flight experience, it is more difficult for them to achieve high satisfaction rating.
Team Challenge
Day 1: Understand
Who are you designing for? What is really know? What is the problem?
to compose a better understanding of who the stakeholders is and what compels them
Empathy Mapping
1. As a group, fill in content for the following sections of your empathy map: ○ think (+/-) ○ feel ○ needs
PURPOSE OUTPUT
INSTRUCTIONS
○ hear ○ smell ○ taste ○ see
to identify riskiest assumptions to focus on for the remainder of the design sprint
Assumption Storming
PURPOSE OUTPUT
INSTRUCTIONS
1. On your own, write down what you know or think you know about the topic (one idea per post-it)
2. Place onto quadrant: importance vs. confidence
3. As a group, discuss overlapping assumptions and placement
IMPORTANCE
CO
NFI
DEN
CE
ASSUMPTIONSFACTS QUESTIONS
I saw..
I wonder..I think..I know..
to identify riskiest assumptions to focus on for the remainder of the design sprint
Assumption Storming
PURPOSE OUTPUT
INSTRUCTIONS
1. On your own, write down what you know or think you know about the topic (one idea per post-it)
2. Place onto quadrant: importance vs. confidence
3. As a group, discuss overlapping assumptions and placement
IMPORTANCE
CO
NFI
DEN
CE
To determine focus for ideation
Dot Vote
1. Each person gets two dots
2. Use your dots to vote on the most relevant needs
PURPOSE OUTPUT
INSTRUCTIONS
YOUR VOTE SHOULD NOT BE DRIVEN BY PERSONAL PREFERENCE BUT BY RISKIEST ASSUMPTION
JOURNEY MAP
PROBLEM STATEMENT
Day 2: Diverge
How many different ideas can we create?
Title (H1) Subtitle (H2)
to further clarify what your users are trying to accomplish
Job Stories
PURPOSE OUTPUT
1. As a group, select a top need from your Empathy Map
2. Fill in the blanks to the statement below to create a job story for your chosen need
○ When ____________, I want to ___________________, so that ______________.
INSTRUCTIONS
(situation) (motivation or desire)
(outcome)
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
WHEN_______ I WANT______ SO THAT____
1. Fold a piece of paper into 6 boxes (2 x 3)
2. Draw a different idea of how to solve for your job story in each box (60 seconds per box!)
3. As a group, share, post on a wall, and note interesting ideas
to produce many possible solutions for a single pain point
Six-Ups
PURPOSE OUTPUT
INSTRUCTIONS
It doesn't have to be pretty, just get the ideas out in sketches and even a few words. And no screens, we’re not wire framing yet.
Generate More IdeasInspiration
What are your favorite solutions/experiences?
Bi-pass
Is there a way to eliminate the situation before it happens?
Socio Environmental
What are some loosely related issues that are underserved?
Go To The Impossible
How would you use magic to solve this?
1. Fold a piece of paper into 6 boxes (2 x 3)
2. Draw a different idea of how to solve for your job story in each box (60 seconds per box!)
3. As a group, share, post on a wall, and note interesting ideas
to produce many possible solutions for a single pain point
Six-Ups
PURPOSE OUTPUT
INSTRUCTIONS
It doesn't have to be pretty, just get the ideas out in sketches and even a few words. And no screens, we’re not wire framing yet.
to determine top ideas for testing
$100 Test
PURPOSE OUTPUT
1. Each participant gets “$100”
2. On your own, invest “$” on assumptions that are critical and need validation (minimum $5 increments)
3. Tally the “$” totals
4. Determine winning idea
INSTRUCTIONS
$ $
$
$
$
$
$
$$
STORYBOARDS
Day 3: Converge
Which idea is best to test?
tough on people
*ideas
to visualize individual interpretations of possible solutions
Individual Sketching
PURPOSE OUTPUT
1. Draw a picture of what your version of a possible solution looks like
2. The goal is that others will understand your solution without too much explanation so don’t shy away from providing detail and context
INSTRUCTIONS
NOW you get to wireframe. Finally!
to receive unfiltered feedback on first draft sketches
Ritual Disscent
PURPOSE OUTPUT
1. Select a participant to present their sketch (1 minutes only!)
○ No comments or questions from the group
2. Group mates provide critical feedback (2 minutes only!)
○ Presenter turns around and takes notes (listening only - cannot respond)
3. Presenter responds to the group with “Thank You”
4. Repeat until everyone has presented and received feedback
INSTRUCTIONS
5 minutes per presenter
THEY LIKED…
THIS WAS UNCLEAR…
THIS COULD USE SOME LOVE…
Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
Oh my, that is horrible! A drunken parakeet could
do better.
That’s great, I love it!!
It needs more pizazz.
Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
You should have…
I would have…
Everyone else does it like…
Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
If this objective is to make users consider…
Tell me where you are in your design process..
..Isn’t effective because it’ll get lost
to receive unfiltered feedback on first draft sketches
Ritual Disscent
PURPOSE OUTPUT
1. Select a participant to present their sketch (1 minutes only!)
○ No comments or questions from the group
2. Group mates provide critical feedback (2 minutes only!)
○ Presenter turns around and takes notes (listening only - cannot respond)
3. Presenter responds to the group with “Thank You”
4. Repeat until everyone has presented and received feedback
INSTRUCTIONS
5 minutes per presenter
THEY LIKED…
THIS WAS UNCLEAR…
THIS COULD USE SOME LOVE…
Day 4: Prototype
Create a sharable version of your idea.
to define how your team will test critical assumptions during the Test phase
Assumption Matching
PURPOSE OUTPUT
1. Select 3 relevant assumptions
2. For each define:
○ TEST question/action - how you will test to determine if the assumption is valid or not
○ VALID IF - success criteria that determines if the assumption is valid
INSTRUCTIONS
60 minutes
ASSUMPTIONS TEST ? VALID IF
PRE-PROTO QUESTIONS to understand testers’ current habits and pain points (unbiased)
ACTIONS tasks you want the user to attempt to complete (connected to a feature)
POST-PROTO QUESTIONS to understand testers’ impression and applicability of the prototype (wrap-up)
1
2
3
○ Ask open ended questions; never yes/no.
Would you use this?
Can you tell me a scenario in which you might use this?
What, if anything, might prompt you to use this?
How frequently, if ever, do you think you might use this?
○ Keep asking “Why?”. Don’t settle for vague answers.
Speaking Principles
to define how your team will test critical assumptions during the Test phase
Assumption Matching
PURPOSE OUTPUT
1. Select 3 relevant assumptions
2. For each define:
○ TEST question/action - how you will test to determine if the assumption is valid or not
○ VALID IF - success criteria that determines if the assumption is valid
INSTRUCTIONS
60 minutes
ASSUMPTIONS TEST ? VALID IF
Types of Prototypes
PHYSICAL DIGITAL SERVICE
Interactive model
Lanscape model
Experience diorama
photo credit: Field Innovation Team
Types of Prototypes
PHYSICAL DIGITAL SERVICE
Paper flip chart
Interactive sketches
Interactive static screens
Video
68
Lo
Hi
Interactive
Fide
lity
Hi
Types of Prototypes
PHYSICAL SERVICEDIGITAL
Concept Model
Scenario
Role-Playing
Physical Model
○ Let them describe what they see. DON’T explain.
○ Embrace awkward silence. Let them break before you do.
○ It’s not about you. This is not a promotional opportunity.
○ Be interested, not interesting.
○ Wear a poker face. Don’t express emotion to responses.
Listening Principles
Day 5: Test
Get (in)validation.
Volunteer?
CAPTURE HIGHLIGHTS
DETERMINE RESULTS
After the Design Sprint
X ?IT WORKED! INVALIDATED
UNANSWERED QUESTIONS
First Possible Outcome
Assumptions
Prototype
Test
Learn
X ?VALIDATED
UNANSWERED QUESTIONS
Second Possible Outcome
IT DOESN’T WORK?
DON’T PANICYOU JUST SAVED TIME, FACE, MONEY
?VALIDATED
UNANSWERED QUESTIONS
Third Possible Outcome
XINVALIDATED
What is right?*Who
What is right?the timing
DESIGN SPRINT DESIGN INTERVALS AGILE DEVELOPMENT
Understand
Diverge
Prototype
Test
Converge
WEEK 1Refine
Build
Test
WEEK 2Refine
Build
Test
WEEK 3Refine
Build
Test
WEEK 4Refine
Build
Test
WEEK n
Hopes & Fears Goal & Anti-Goal
Who / Do Persona Design
User Journey Map Experience Map
Problem Reframe Daily Retrospective
Pitch Practice Parking Lot Job-Stories
Challenge Map Mind Map
Storyboarding Silent Critique
Service Blueprint Sprint Debrief
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“The wisdom that you get from understanding a customer’s pain, is never something you need to backpedal on, it’s never something that you pivot on.
That’s irrefutable knowledge.”
David E. Weekly GOOGLE
