Design Sprints at Scale
•
5 gefällt mir•514 views
Slides from the Fresh Tilled Soil workshop Design Sprints at Scale held on 3.15.2018. A Design Sprint is a flexible time-boxed problem solving framework that increases the chances of making something people want. With an emphasis on collaborative ideation, solution sketching, prototype building, and user testing, Design Sprints give product teams more confidence in their choices and priorities. But confusion still exists. --How do I convince my organization it’s a good idea, and how do I get leadership buy-in? --What kind of prep work is required, and how soon should I start? --How do I make sure this doesn’t just become another innovation brainstorm that people dismiss when it’s over?
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Design Sprints at Scale
Ähnlich wie Design Sprints at Scale (20)
Mehr von Fresh Tilled Soil
Mehr von Fresh Tilled Soil (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Design Sprints at Scale
- 2. CEO OF FRESH TILLED SOIL 700+ DIGITAL PRODUCTS CO-AUTHOR OF DESIGN SPRINT AUTHOR OF DESIGN LEADERSHIP CO-AUTHOR OF PRODUCT LEADERSHIP RICHARD BANFIELD
- 3. HIGH FIVES CHALLENGES ONE PERSON MAKES EVERYONE HAPPY EACH ANSWER “WHAT MATTERS TO YOU?” DESCRIBE A VULNERABLE OR EMBARRASSING MOMENT FROM THE LAST ~6 MONTHS
- 4. AGENDA INTRO & PHASE 1 PHASE 2 & 3 PHASE 4 PHASE 5 Q&A Q&A ✓X
- 6. “A DESIGN SPRINT IS A FLEXIBLE TIME-BOXED PROBLEM SOLVING FRAMEWORK THAT INCREASES THE CHANCES OF MAKING SOMETHING PEOPLE WANT” WHAT IS A DESIGN SPRINT?
- 7. SPARK SESSION INNOVATION SPRINT CONCEPT SPRINT DEEP DIVE WHATEVER FITS WITH YOUR CULTURE WHAT TO CALL A DESIGN SPRINT?
- 8. THE DESIGN SPRINT UNDERSTAND DIVERGE BUILD ✓X TESTCONVERGE
- 9. ANYTIME USER VALIDATION IS REQUIRED WHEN YOU DON’T HAVE ENOUGH DATA WHEN THERE ARE RISKY ASSUMPTIONS WHEN YOU ENTER NEW MARKETS WHEN YOU DESIGN SOMETHING NEW WHEN YOU WANT TO AVOID POLITICS WHEN IS A DESIGN SPRINT USED
- 10. WHEN YOUR PRODUCT IS WELL DEFINED WHEN IT INVOLVES PEOPLE’S LIVES WHEN THERE IS MASSIVE SCOPE WHEN CHANGES ARE VERY SMALL WHEN REPLACING PRODUCT DEVELOPMENT WHEN IS A DESIGN SPRINT NOT USED
- 12. Henrik Kniberg
- 13. DESIRABILITY FEASIBILITY VIABILITY they’ll pay enough for thi$$$$ we can create t h i sthis somebody wants IDEAL FOR DETERMINING DESIRABILITY
- 14. WHY IS MARKET RESEARCH NOT ENOUGH?
- 15. WHAT IS THE VALUE OF THE DESIGN SPRINT
- 16. WHAT IS THE VALUE OF THE DESIGN SPRINT ACCURATELY FRAME THE PROBLEM
- 17. WHAT IS THE VALUE WHY IS THE HEADLINE ALWAYS SOMETHING LIKE ‘MILLENNIALS AREN’T BUYING FABRIC SOFTENER’ RATHER THAN ‘P&G FAILS TO ADAPT TO NEW MARKET’? ALYSSA SMITH MILLENNIAL CONSUMER
- 18. WHAT IS THE VALUE FOCUS THE TEAM ON FACTS
- 19. EVIDENCE OVER HIPPO HIGHEST PAID PERSON’S OPINION
- 20. WHAT IS THE VALUE ALIGN THE TEAM ALIGN THE SOLUTION
- 21. WHAT IS THE VALUE VALIDATE THE SOLUTION
- 22. WHAT IS THE VALUE REDUCE RISK GET CLARITY GET FOCUS PRIORITIZE
- 23. WHAT ARE WE CREATING ANSWERS PROTOTYPE
- 26. THE DESIGN SPRINT UNDERSTAND DIVERGE BUILD ✓X TESTCONVERGE 1 2 3 4 5
- 27. WHO NEEDS TO BE THERE? ORGANIZATIONAL AND EXPERIENTIAL DIVERSITY IS KEY }
- 29. DO YOU HAVE THE BACKGROUND RESEARCH? WHO WILL BE THERE? DO THEY KNOW WHAT TO EXPECT? DO YOU HAVE TEST SUBJECTS LINED UP? WHAT SUPPLIES DO YOU NEED? PRE-SPRINT RESEARCH AND PREP
- 30. SET EXPECTATIONS
- 32. USING A SERIES OF EXERCISES WE WILL BUILD A FOUNDATION OF UNDERSTANDING OF THE PROBLEM WE NEED TO SOLVE. WHY? UNDERSTAND
- 33. - EVERYONE PARTICIPATES - ALL VOICES ARE EQUAL - BE TOUGH ON IDEAS, GENTLE ON PEOPLE - ADOPT A PLAYFUL MINDSET - …? RULES OF THE SPRINT
- 34. GOAL: FOSTER CLIENT LOYALTY $$$ BUY EXPENSIVE LOYALTY SOLUTION? Points Program lots of money & 00/100 DESIGN SPRINT: LOYALTY IDEATION TESTED MULTIPLE PROTOTYPES 1 2 3 RANDOM ACTS OF KINDNESS > POINTS SAVE $, HAND WRITTEN NOTES just because SOLVING THE WRONG PROBLEM
- 35. SOUTHWEST AIRLINES HAS A PROBLEM. TEAM CHALLENGE
- 36. SOUTHWEST AIRLINES HAS FOUND THAT CUSTOMER SATISFACTION IS SIGNIFICANTLY HIGHER ON FLIGHTS LEAVING FROM TOP RATED AIRPORTS LIKE PHOENIX OR PORTLAND (OR). BOSTON IS RANKED 18 OUT OF 30 (BEST TO WORST). TEAM CHALLENGE
- 37. 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
- 38. SOUTHWEST HAS HIRED YOUR TEAM TO CREATE FRESH NEW IDEAS FOR IMPROVING THE EXPERIENCE OF FLYING OUT OF BOSTON LOGAN, FROM THE MOMENT PASSENGERS LEAVE THEIR HOME OR HOTEL TO THE MOMENT THE PLANE TAKES OFF. TEAM CHALLENGE
- 39. BACKGROUND EXISTING PRODUCT, COMPETITORS, AND SUBSTITUTES RESEARCH DATA OR ANALYSIS FACTS AND ASSUMPTIONS DEFINE THE PROBLEM PROBLEM STATEMENT CHALLENGE MAP(S) KNOW THE USER WHO / DO - EMPATHY MAP PERSONAS USER JOURNEY MAP UNDERSTAND
- 40. WHAT DO WE REALLY KNOW? WHO ARE YOU DESIGNING FOR? WHAT IS THE PROBLEM? PURPOSE OF THIS PHASE
- 41. ASSUMPTIONS STORMING ON YOUR OWN, WRITE DOWN WHAT YOU KNOW OR THINK YOU KNOW ABOUT THE TOPIC. (ONE IDEA PER POST-IT)
- 42. 5 MINS
- 43. ASSUMPTIONS VS FACTS FACTS ASSUMPTIONS THE THINGS THAT ARE SUPPORTED BY DATA OR EVIDENCE THE THINGS WE CAN’T PROVE YET
- 44. ASSUMPTIONS VS FACTS AN ASSUMPTION IS A STATEMENT, COMMUNICATED AS A FACT BUT WITH NO EVIDENCE TO SUPPORT IT.
- 45. ASSUMPTIONS VS FACTS FACTS ASSUMPTIONS
- 46. 2 MINS
- 47. ASSUMPTIONS VS FACTS FACTS ASSUMPTIONS
- 48. ASSUMPTIONS VS FACTS FACTS ASSUMPTIONS
- 49. 2 MINS
- 50. QUADRANT: CONFIDENCE VS. IMPORTANCE LOW IMPORTANCE HIGH IMPORTANCE HIGH CONFIDENCE LOW CONFIDENCE
- 51. QUADRANT: CONFIDENCE VS. IMPORTANCE THINGS WE’RE SURE ABOUT AND ARE VERY IMPORTANT THINGS WE’RE NOT SO SURE ABOUT AND IT’S NOT RISKY THINGS WE’RE SURE ABOUT AND IT’S NOT RISKY THINGS WE’RE NOT SO SURE ABOUT BUT THEY ARE VERY IMPORTANT
- 52. ASSUMPTIONS VS FACTS LOW IMPORTANCE HIGH IMPORTANCE HIGH CONFIDENCE LOW CONFIDENCE
- 53. ASSUMPTIONS VS FACTS LOW IMPORTANCE HIGH IMPORTANCE HIGH CONFIDENCE LOW CONFIDENCE
- 54. 5 MINS
- 55. ORGANIZING AND PRIORITIZING SELECT THE ASSUMPTIONS THAT POSE THE HIGHEST RISK IF THEY ARE FOUND TO BE INCORRECT. THEN PRIORITIZE THOSE ASSUMPTIONS USING EITHER THE DOT VOTE OR MONEY VOTE OPTIONS.
- 58. ASSUMPTIONS $$ VOTING OPTION: MONEY $ $$ $ $ $ $ $ $ $$ $ $ $ $$ $ $ $ $ $ $ $ $ $
- 59. VOTING OPTION: MONEY ASSUMPTIONS $$ $100 $60 $40 $20 $10
- 60. 5 MINS
- 61. ASSUMPTIONS TESTING BOARD ASSUMPTIONS VALIDATED IF…TEST BY… PROTOTYPED INTERACTIONS NO INSTRUCTIONS ON PAGE $$ INTERVIEW QUESTION IS “YES” $40 $30 $20 SELECTED OPTION ONE $20 $10
- 63. EMPATHY MAPPING AND WHO/DO IDENTIFY THE MOST IMPORTANT USERS, CUSTOMERS AND INFLUENCERS. DETERMINE THEIR EMOTIONAL AND SENSORY INPUTS AND OUTPUTS.
- 64. WHO / DO WHO DO ENGINEERING LEAD CEO MARKETING MANAGER LOGISTICS MANAGER ACCOUNTANT
- 65. EMPATHY MAPPING
- 67. 6 MINS
- 68. PROBLEM STATEMENTS WE HAVE OBSERVED THAT [PRODUCT/ SERVICE/ORGANIZATION] ISN’T MEETING [THESE GOALS/NEEDS], WHICH IS CAUSING [THIS ADVERSE EFFECT].
- 69. PROBLEM STATEMENTS THE PROBLEM TO SOLVE IS:
- 70. 5 MINS
- 73. NOW WE WIDEN THE LENS AND GENERATE POSSIBLE SOLUTIONS TO THE PROBLEM. THE OBJECTIVE IS TO GENERATE AS MANY IDEAS AS POSSIBLE. YOU’LL WORK INDEPENDENTLY AND IN GROUPS TO MAXIMIZE YOUR POWERS OF IDEATION. DIVERGE
- 75. FOLD THE PAGE INTO 6 DRAW 6 NEW SOLUTIONS (ON YOUR OWN) SIX-UPS
- 76. 5 MINS
- 77. SHARE YOUR IDEAS WITH THE GROUP REMEMBER, NO JUDGEMENT YET SIX-UPS
- 78. 8 MINS
- 79. EACH SELECT ONE IDEA DRAW THREE SCENES FROM THE IDEA: 1. THE PAIN OR PROBLEM 2. EXPERIENCING THE SOLUTION 3. THE OUTCOME STORYBOARDS 1 2 3
- 81. 6 MINS
- 82. WRITE A FEW SENTENCES TO EXPLAIN EACH PART OF THE STORY DESCRIBE THE EVENTS DESCRIBE THE CONTEXT STORYBOARDS
- 83. 5 MINS
- 85. WE MAKE HARD CHOICES AND PICK A SINGLE DIRECTION TO PROTOTYPE AND TEST. YOU’LL FOCUS ON HAVING THE RIGHT (AND SOMETIMES DIFFICULT) CONVERSATIONS ABOUT HOW YOU CAN SOLVE YOUR CHOSEN PROBLEM. CONVERGE
- 86. SHARE YOUR IDEAS AND DISCUSS WITH THE ENTIRE GROUP. REMEMBER: TOUGH ON IDEAS, GENTLE ON PEOPLE. SKETCHING
- 87. EACH PERSON TAKES TURNS IN PRESENTING THEIR IDEA TO THE REST OF THE TEAM. LISTENING TEAM MEMBERS PROVIDE FEEDBACK. PRESENTER TAKES NOTES. REPEAT UNTIL EACH MEMBER HAS GONE. RITUAL DISCENT
- 88. 12 MINS
- 89. USING THE FEEDBACK YOU RECEIVED, MAKE IMPROVEMENTS TO YOUR SOLUTION SKETCHING, AGAIN
- 90. 5 MINS
- 91. IDENTIFY THE TWO SOLUTIONS FROM YOUR TEAM SKETCHES YOU LIKE MOST AND PLACE YOUR VOTE NEXT TO THEM. VOTING
- 92. 3 MINS
- 93. PHASE 2 & 3: COMPLETE!
- 94. Q & A 15MIN
- 96. ONE: CREATE A SHARABLE VERSION OF YOUR SOLUTION THAT CAN TEST YOUR SOLUTION TWO: DESIGN AN EXPERIMENT THAT WILL SUPPORT YOUR SOLUTION TESTING PURPOSE
- 97. TYPES OF PROTOTYPES PHYSICAL DIGITAL SERVICE PAPER FLIP CHART INTERACTIVE SKETCHES STATIC-LINKED SCREENS VIDEO CONCEPT MODEL SCENARIO ROLE-PLAYING PHYSICAL MODEL INTERACTIVE MODEL LANDSCAPE MODEL EXPERIENCE DIORAMA
- 98. TYPES OF PROTOTYPES DIGITAL SERVICE PAPER FLIP CHART INTERACTIVE SKETCHES STATIC-LINKED SCREENS VIDEO CONCEPT MODEL SCENARIO ROLE-PLAYING PHYSICAL MODEL INTERACTIVE MODEL LANDSCAPE MODEL EXPERIENCE DIORAMA PHYSICAL
- 102. TYPES OF PROTOTYPES PAPER FLIP CHART INTERACTIVE SKETCHES STATIC-LINKED SCREENS VIDEO CONCEPT MODEL SCENARIO ROLE-PLAYING PHYSICAL MODEL INTERACTIVE MODEL LANDSCAPE MODEL EXPERIENCE DIORAMA PHYSICAL DIGITAL SERVICE
- 109. TYPES OF PROTOTYPES PAPER FLIP CHART INTERACTIVE SKETCHES STATIC-LINKED SCREENS VIDEO CONCEPT MODEL SCENARIO ROLE-PLAYING PHYSICAL MODEL INTERACTIVE MODEL LANDSCAPE MODEL EXPERIENCE DIORAMA PHYSICAL DIGITAL SERVICE
- 110. photo credit: Field Innovation Team
- 112. TYPES OF PROTOTYPES PAPER FLIP CHART INTERACTIVE SKETCHES STATIC-LINKED SCREENS VIDEO CONCEPT MODEL SCENARIO ROLE-PLAYING PHYSICAL MODEL INTERACTIVE MODEL LANDSCAPE MODEL EXPERIENCE DIORAMA PHYSICAL DIGITAL SERVICE PRODUCT PROTOTYPES ARE LIVING VERSIONS OF YOUR IDEAS.
- 113. PROTOTYPES DON'T HAVE TO BE PERFECT, BUT SHOULD PROVIDE ENOUGH DETAIL TO ADEQUATELY TEST YOUR ASSUMPTIONS WITH USERS OTHER THAN YOURSELVES. BUILD
- 114. AS A TEAM, DETERMINE THESE ROLES: - PROTOTYPE DESIGNERS - EXPERIMENT DESIGNERS - INTERVIEWER - INTERVIEW NOTE TAKERS PROTOTYPING EXERCISE
- 115. PROTOTYPING EXERCISE PROTOTYPE DESIGNERS EXPERIMENT OR INTERVIEW DESIGNERS INTERVIEWER OBSERVERS
- 116. 1 MIN
- 117. AS A TEAM, CREATE A MULTI-STEP PROTOTYPE OF YOUR SOLUTION. BUILD WITH THE INTERVIEW IN MIND (DRAW, VIDEO, ROLE PLAYING, ETC.) PROTOTYPING
- 118. 10 MINS
- 119. AS A TEAM CREATE 3 QUESTIONS TO ASK DURING THE PROTOTYPE TEST. DETERMINE WHICH QUESTIONS WILL GET ASKED BEFORE THE PROTOTYPE IS SHOWN (UNBIASED), DURING THE PROTOTYPE (CONNECTED TO A FEATURE), OR AFTER (WRAP UP) QUESTION FORMULATION
- 120. 10 MINS
- 121. IDENTIFY TOP ASSUMPTIONS FROM PHASE ONE, RELATED TO THIS IDEA AND LINE UP VERTICALLY. ASSUMPTION MAPPING
- 122. ASSUMPTIONS TESTING BOARD ASSUMPTIONS VALIDATED IF…TEST BY… PROTOTYPED INTERACTIONS NO INSTRUCTIONS ON PAGE $$ INTERVIEW QUESTION IS “YES” $40 $30 $20 SELECTED OPTION ONE $20 $10
- 123. 5 MINS
- 124. DEFINE “VALID IF…” CRITERIA WHAT WILL THE USER SAY OR DO TO DEMONSTRATE THIS ASSUMPTION IS TRUE? ASSUMPTION MAPPING
- 125. ASSUMPTION MAPPING VALID IF: VALID IF: VALID IF: VALID IF:
- 126. 5 MINS
- 127. PHASE 4: COMPLETE!
- 128. PHASE FIVE: TEST
- 129. YOUR USERS AND/OR CUSTOMERS ARE THE ONES WHO WILL GIVE YOU THE BEST FEEDBACK. GO BEYOND THE VERBAL FEEDBACK AND ALSO OBSERVE BEHAVIORS, BODY LANGUAGE, AND EMOTIONS. TEST
- 130. ASK WHEN AND HOW QUESTIONS? SAY “TELL ME MORE?” DON’T ASK YES & NO QUESTIONS DON’T ASK LEADING QUESTIONS ALLOW FOR SILENCES INTERVIEWING
- 131. PAIR UP WITH ANOTHER TEAM ONE TEAM PRESENTS AND THE OTHER TEAM ASKS QUESTIONS SWITCH TEAMS AND REPEAT INTERVIEWING EXERCISE
- 132. 2 MINS + 5 MINS
- 133. WHAT DID YOU LEARN FROM THE TEST? WHAT WOULD YOU CHANGE OR ADD TO IMPROVE THE SOLUTION? RETROSPECTIVE
- 134. ASSUMPTION MAPPING ASSUMPTION EXPERIMENT VALIDATED X Trigger Email Sent to Prospective Customers Leads To Engagement Prototype Showing User Journey Explains Value Prop Sales Call Based on New Value Proposition Script Closes Deals
- 135. ASSUMPTION MAPPING
- 136. 4 MINS
- 137. X ?IT WORKED! INVALIDATED UNANSWERED QUESTIONS FIRST POSSIBLE OUTCOME
- 139. X ?IT WORKED! INVALIDATED UNANSWERED QUESTIONS SECOND POSSIBLE OUTCOME
- 140. DON’T PANIC YOU JUST SAVED TIME, FACE, MONEY
- 141. X ?IT WORKED! INVALIDATED UNANSWERED QUESTIONS THIRD POSSIBLE OUTCOME
- 143. BEYOND THE SPRINT } DESIGN SPRINT Understand Diverge Build Test Converge Sprint 1 } AGILE SCRUM Refine Build Test Sprint 4 Refine Build Test Sprint n }DESIGN INTERVALS Sprint 2 Refine Build Test Sprint 3 Refine Build Test
- 145. 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 Silent Critique $100 Test Service Blueprint Sprint Debrief
- 147. CTodd Lombardo Evan Ryan Bruce MacCarthy Michael Connors Available on
- 149. Q & A 30MIN
- 150. Who knew our account managers would have such great ideas for our product? They generated more than half the ideas we came up with, including the idea we prototyped. I’d never have tapped into them if we hadn’t done this. Dan Koziak CXO OF PROMOBOXX “ ”