Sprinting on a Design Sprint
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A design sprint is a 5-phase framework that helps answer critical business questions through rapid prototyping and user testing. Sprints let your team reach clearly defined goals and deliverables and gain key learnings quickly. The process helps spark innovation, encourage user-centered thinking, align your team under a shared vision and get you to product launch faster. In this hands-on workshop we will share our experiences of using specific methods within a design sprint to go from problems to ideas. Using an example, participants will learn how to: - analyse research to arrive at key insights - translate insights to 'how might we's' - use the 'how might we’s' to generate ideas - create a storyboard to describe the experience - identify how you might validate your big idea
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Sprinting on a Design Sprint
- 1. Sprinting on a Design Sprint Accelerate from Insights to Ideas
- 2. Walk before you Sprint Hypothesis: We can take some of the methods from DT, Sprints and Lean UX to accelerate our research and design practices and rapidly move from insights to new product ideas.
- 3. Redgate’s product design process
- 4. Scope of this workshop
- 5. Overcrowding on trains Challenge: A huge number of people across Britain regularly use the rail networks for their daily commute. Yet, some commuters might rarely or never actually get a seat on their journey due to overcrowding! Customer satisfaction is low, safety is a concern but rail networks won't simply increase the number of carriages as they want to maintain profitability.
- 6. How we got here… Imagine for today that we are the design team at TravelCorp. • We talked to 4 rail commuters to understand their current experience. • We empathised with the problems they faced. • We grouped some of the things we heard/observed into themes.
- 7. Theme: Boarding carriages P1: "...other, seasoned commuters stand at certain points along the station where they know carriages will stop." P2: "...as you board it's not obvious which carriages are full and where their might be seats available". P3: "...I try to spot the carriages where most people are exiting as this can help with finding a seat" P4: "...after boarding I'll often have to move from carriage to carriage to find one with spaces".
- 8. Theme: Standing vs. seating P1: "...if I’m lucky, there’s enough room down the aisle to lean against the side of a seat. Even that’s a relief." P2: “…I cycle to the station. My bike seat is about 15cm across, but although train seats are three times wider, I’d take a bike seat over being squeezed between commuters any day". P3: “…I see all the unused luggage racks, and I wish I could squeeze in one, lie down and get a bit more sleep!" P4: “…the train company I use admitted over half the people on trains are wider than the seats when arms are taken into account. No doubt they’ll soon suggest leaving your arms at home". (Pic: JK Press)
- 9. Theme: Alternatives P1: "...my train got diverted to another station the other day. I used Uber to get to work from there. It turned out cheaper, quicker and a lot more comfortable than my usual journey." P2: "...I read that average train speed is about 60mph, and average car speed about 25mph. My neighbour always gets to work before me; I wish he’d offer me a lift on his scooter". P3: "...Train or car, I never know from one day to the next how long my journey will take" P4: "...I’d be quite happy to wait a few minutes if knew I’d get a seat on the next service".
- 11. Forming Insights Extract meaningful, actionable insights
- 12. Forming Insights Insights are the distillation of our raw research data and represent the overarching conclusions we form based on supporting factual evidence. Good insights are: • Authentic: Based on actual observations • Non-obvious: Go beyond the predictable (may not have been aware of) • Revealing: Allow us to see things through a fresh pair of eyes
- 13. Insight statements People… Because… But… Users/needs/wants Explanation (the ‘why’ behind the want) Tension
- 14. Theme: Boarding carriages P1: "...other, seasoned commuters stand at certain points along the station where they know carriages will stop." P2: "...as you board it's not obvious which carriages are full and where their might be seats available". P3: "...I try to spot the carriages where most people are exiting as this can help with finding a seat" P4: "...after boarding I'll often have to move from carriage to carriage to find one with spaces".
- 15. Insight example What an insight is not: People want a seat when they travel on busy trains. A better insight statement: People want to know where to board the train because they know that there is an unequal distribution of passengers but they don’t know where the space is at a given time
- 16. Forming insights: Activity 1 1. In pairs, spend some time looking over the research themes 2. Start to draw out and capture some insight statements (1 per index card) 3. Remember, insights should be authentic, non-obvious, revealing Example: People can see that space usage isn’t maximised… because there’s plenty of headroom space yet not enough seat width for comfort… but they don’t have the means to arrange the space effectively themselves. 15 mins
- 18. Framing Opportunities Focusing on the most promising opportunities
- 19. How might we... ‘How might we’ questions are short questions that launch brainstorming
- 20. For example... While waiting to board, people want to entertain their restless children because they may start to irritate frustrated fellow passengers...but there are no easy go-to ways to do that. How might we use the kids’ energy to entertain fellow passengers?
- 21. Structure How might we use the kids’ energy to entertain fellow passengers? Framing language Action Change
- 22. Reframing example Leverage the good: HMW use the kids' energy to entertain fellow passengers? Remove the bad: HMW separate the kids from fellow passengers? Explore the opposite: HMW make the wait the most exciting part of the trip? Question the assumption: HMW entirely remove the wait time at the airport?
- 23. Finding the balance... Too Broad ‘How Might We make airports more entertaining?’ Too Narrow ‘How Might We create an entertainment zone to keep kids busy whilst waiting?’
- 24. Writing HMWs: Activity 2 Things to keep in mind: • Write 1 HMW per sticky note • Make them legible! 5 mins Based on your chosen insight, individually start to capture all your How Me We questions on post-its.
- 25. Choosing HMWs: Activity 2.1 Things to keep in mind: • Is it too broad? • Is it too narrow? • If you don’t think this will generate many ideas in the brainstorm, it’s probably not a good HMW 5 mins Having generated lots of HMWs, as a group converge and choose the two you’ll use for the next activity, brainstorming
- 27. Brainstorming Ideas Explore a number of possible solutions
- 28. Brainstorming ideas: Activity 3 1. Whole group stands up by their flipchart 2. Rapidly write down and post up as many ideas as possible (1 per post-it) 3. Capture what comes to mind as it comes to mind (sketch if it helps) 4. Build on other people’s ideas when they spark inspiration 10 mins
- 29. Choosing an idea: Activity 3.2 Now as a group spend a few minutes reviewing your ideas and then decide on a single idea to take forwards. Consider the following criteria if you are having problems deciding: • Inspirational: Is it novel, exciting and easy to understand? • Connected: Does it meet a real need and solve a real problem? • Relevant: Is it relevant to the original challenge? 5 mins
- 31. Storyboard the Experience Create a vision for your solution
- 32. Storyboarding: Activity 4 1. Based on the idea you chose you are now going to create a 4-frame storyboard 2. Using your groups flipchart, divide a page into four quadrants (frames) 3. Think about and start to illustrate the key events along the journey 4. Sketch out and annotate each frame in detail 10 mins
- 34. Validating ideas with users Identify assumptions and learn fast
- 35. Validating your idea A prototype should answer a particular question when tested, such as: • What is critical to the success of this idea? • What assumption(s) need to be true for this solution to be effective? It should be quick, low-cost and reproducible such that you can quickly and easily test the critical success factors.
- 36. On reflection…
- 37. Key takeaways 1. Focus first on understanding users and their problems. 2. Try to reveal new and novel insights from what people say and do. 3. Frame and reframe problems to think beyond the obvious. 4. Group think and explore many ideas before converging on a solution. 5. It is possible to rapidly understand, explore and validate new ideas!
- 38. Credits/Resources • Adam Billing at Treehouse Innovation – Introduction to Design Thinking • Jake Knapp Et Al.– Sprint • Jeff Gothelf, Josh Seiden – Lean UX • Gina Taylor (Redgate) – Illustrations • Redgate Design
- 39. Resources for user research ‘Interviewing Users’ Steve Portigal Just enough research Erika Hall Build better products Laura Klein
- 40. Workshop feedback Please give us your thoughts on today’s workshop. • What should we start doing? • What should we stop doing? • What should we continue doing?
Hinweis der Redaktion
- Matt slides 1-4 5 mins Introduce Matt, Adam and Sai from Redgate
- Sprints start at a big problem, assumes prior understanding We’ve explored approaches to Design Thinking, Design Sprints and Lean UX We wanted to identify a rapid, light-weight process for research and design (why before the how) Moving towards an approach that takes some of the best bits from DT, Sprints and Lean UX
- Our product design process spans four key phases: 1. Understand users, their needs and problems 2. Extract key insights and identify the opportunities 3. Explore and validate a number of ideas 4. Learn, refine and optimize (based on actual usage)
- For the purposes of this workshop we’re going to focus on a sub-set of research and design methods. We’ll use some existing research data to accelerate through the process of forming insights… …through to a deciding on a single big idea you can prototype
- Matt slides 5-10/11 Today we will seek to apply said methods to the challenge of reducing overcrowding on trains.
- There are plenty of resources for doing great research, but we’re focusing on what you do with the data from that research We’ll put up a list of resources at the end
- I’m going to give you a really quick tour of the themes you’ll be working with to form insights from… …don’t worry about reading these now – we’ve got these on the handouts we’ll refer to when we come to the activity Potential insight: People want to know where they should board the train, because they know there is an unequal distribution of passengers and seating, but they don't know how to view this Slight alternative: People want to know which carriage to board, because they don't want to spend any time looking for a seat, but there is no clear way to do that.
- Potential insight: People can see that use of space isn't maximised, because there is unused headroom but not enough width for comfort, but they cannot arrange the seating effectively themselves
- Potential insight: People would choose other methods of transport, because they know that different routes would be quicker some days, but they don't know how to know which route or mode of transport is better at any given time
- Adam slides 10- (18= 3 explain + 15 activity) So, in a real life situation, you’ve spoken to users, captured your observations, and for the purposes of this example today you’ve grouped them into themes or perhaps carried out affinity mapping exercises, what do you do with all of that data?
- We can use Insight statements as a way of rephrasing the themes that have been identified. Observations are the facts – they lack the “why” and the “motivation” behind a user’s behaviour – this is where insights come in Forming insights is the process of interpreting new meanings and revealing new insights from that raw data, to help guide the innovation process
- What makes a good insight? Observations shouldn’t have been interpreted – you form insights from raw data Make sure that they convey the sense of a new perspective or possibility, a hidden truth. It takes time to do this; in practice you may have to live with the data for a while before the insights can be teased out
- This is one technique to craft insight statements… Remember, we’re rephrasing the themes that have been identified. A good insight statement should Think about your users, their needs and wants have an explanation (because) Anytime you hear ‘I want’ or ‘I need’ in a statement, you should dig deeper to understand the motivation - the why behind the want. and a tension (but) what is it that they can’t do that you are trying to solve?
- So lets look back at one of the themes that came from the data – some comments users made about boarding the carriages… There’s something here about not knowing where to stand, about more passengers leaving some carriages than others… We might say “People want a seat when they travel on busy trains” But that would be obvious, it wouldn’t reveal anything
- A better example, captured as an insight statement, might be… This isn’t the only way to craft insight statements – “_________________’s story makes me realize that...” “People are motivated to do x because of y”
- We should circulate around the teams to help them (lead them towards insights we might have pre-identified) and challenge them (“is that non-obvious?”) A few minutes before end, prompt them to ask how non-obvious and revealing the insights really are and strive for that
- Sai slides 26-34 (20) Inspiration for innovation - look for novel ways Move from current state to future opportunities The opportunities form the basis of your ideas Using How Might We methods to reframe
- By defining themes and insights, you’ve identified problem areas that pose challenges to the people you’re designing for. Now, try reframing your insight statements as How Might We questions to turn those challenges into opportunities for design. We use the How Might We format because it suggests that a solution is possible and because they offer you the chance to answer them in a variety of ways. A properly framed How Might We doesn’t suggest a particular solution, but gives you the perfect frame for innovative thinking. Let me talk you through an example to help get an idea of HMWs THESE ARE NOT SOLUTIONS!
- Imagine your challenge is to Redesign the ground experience at the local international airport...Tired mother of three, rushing through the airport only to wait hours at the gate, needs to entertain her restless children because “annoying little brats” only irritate already frustrated fellow passengers.
- We - referring to figuring as a team Encouraging and putting you in a frame of mind where there is a solution possible Talk through one example Show how different HMWs frame the same challenge differently NOT A STRICT STRUCTURE – You’ll get a feel for ones that
- One of the key benefits of using how might we's is the ability frame the opportunity in different ways. This will then let you and your team solve the problem differently. The example we've been using is an example of how to leverage the good.
- Sometimes how might we's can be either too broad or too narrow. Too broad and they don't really tell you the problem you're trying to solve, too narrow and they pigeon hole into solving very acute problems. Narrow – not restrictive or solution-based Broad – not defined enough to get you started If it feels too broad, ask the question, “Why do we want to do that?” to understand the deeper problem to be solved. If it feels too narrow, ask the question, “What’s preventing us from doing that?” to understand the real problem to be solved.
- From now on, the activities will be mostly on your feet, working rapidly… STANDUP, GOTO A FLIP CHART POST UP YOUR INSIGHTS Start by looking at the insight statements that you’ve created. Try rephrasing them as questions by adding “How might we” at the beginning. The goal is to find opportunities for design, so if your insights suggest several How Might We questions that’s great.
- From now on, the activities will be mostly on your feet, working rapidly… STANDUP, GOTO A FLIP CHART POST UP YOUR INSIGHTS Start by looking at the insight statements that you’ve created. Try rephrasing them as questions by adding “How might we” at the beginning. The goal is to find opportunities for design, so if your insights suggest several How Might We questions that’s great.
- Matt slides 26- Explore ideas before narrowing on a solution too early
- Rapid, defer judgement etc. A simple sketch can often be more effective than words How choose best idea (in absence of dot voting) For inspiration teams can use: Analogous situations - e.g. surgery vs. working on performance cars Wildcards, worst way to solve a problem, etc
- If you can’t decide, go with your gut
- (6 min = 1+5 FOR ACTIVITY) Illustrate the end-to-end experience and key events to visualise and communicate your idea
- Sketch a 4-page comic strip that illustrates the end-to-end experience Make sure your story is self-explanatory and illustrates desired user outcome Think about key events along the journey...where the experience begins and ends, the key interactions If it helps start with the beginning and end frames and then fill in the gaps Sketch and annotate the details of each frame - show and if necessary describe how a user will interact with your solution
- Adam slides 34,35 (5 = 2 + 3 for activity) “A prototype is an opportunity to learn fast, with the least amount of effort, and involve users in the design process as early as possible.” The ideas you have arrived at probably rely on many assumptions to be true in order for them to be a successful solutions Think about how you’d validate an idea...what’s the riskiest assumption you need to test for your idea to be successful? Your prototype should be quick and cheap to make - it’s an experiment, and may fail, but it is a mechanism for learning: “Fail faster, succeed sooner” Further experiments may be necessary Once an idea shows promise, refine the prototype as you continue testing
- Time permitting: Ask a group to briefly reflect on how you could validate the idea you arrived at and the signals you would expect to see from users. Think about how you’d validate the idea...what’s the riskiest assumption you need to test for your idea to be successful? Write down one experiment that would be quick and low-cost to conduct, and would test the specific idea/question Team pitch idea and thoughts about how the might test and validate Do we have time/need for an assumptions mapping exercise? Explain what would happen next – e.g. prototyping
- Gone from forming insights …to framing opportunities… …to brainstorming new ideas… …to storyboarding the experience… ….to thinking about how we might test or riskiest assumption.
- Matt 36-end (5)
- We won’t cover interview and observation techniques today, but here are some great resources… (just show this slide or list some resources on any handouts we might give out?)
- 3 mins, to include asking for stop-start-continue feedback and suggestions for activities which would benefit from further workshops etc Prepare whiteboard for people to post feedback as they leave?