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Design Sprint for Creative Teams

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Design Sprint Workshop
Design Sprint Workshop
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Design Sprint for Creative Teams

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Slides from a 3-hour workshop that's intended to teach the principles of Design Sprints. It is NOT a complete design sprint. Certain exercises have been highlighted while others skipped in the interest of expediency.

Slides from a 3-hour workshop that's intended to teach the principles of Design Sprints. It is NOT a complete design sprint. Certain exercises have been highlighted while others skipped in the interest of expediency.

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Design Sprint for Creative Teams

  1. 1. DESIGN SPRINT FOR CREATIVE TEAMS
  2. 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. 3. THIS IS A 3-HOUR WORKSHOP TO TEACH THE PRINCIPLES OF DESIGN SPRINTS. IT IS NOT A COMPLETE DESIGN SPRINT. CERTAIN EXERCISES HAVE BEEN HIGHLIGHTED WHILE OTHERS SKIPPED IN THE INTEREST OF EXPEDIENCY. NOTE TO READERS
  4. 4. HIGH FIVES WARM UP CHALLENGES MAKE EVERYONE HAPPY BUILD A TOWER
  5. 5. 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?
  6. 6. ANYTIME CUSTOMER VALIDATION OF A NEW DESIGN IS REQUIRED WHEN YOU DON’T HAVE DATA WHEN THERE ARE ASSUMPTIONS WHEN YOU ENTER NEW MARKETS WHEN YOU DESIGN SOMETHING NEW WHEN IS A DESIGN SPRINT USED
  7. 7. WHY IS RESEARCH NOT ENOUGH? LOOKS BACK WHILE DESIGN SPRINT LOOKS FORWARD
  8. 8. WHAT IS THE VALUE OF THE DESIGN SPRINT
  9. 9. WHAT IS THE VALUE OF THE DESIGN SPRINT ACCURATELY FRAME THE PROBLEM
  10. 10. 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
  11. 11. WHAT IS THE VALUE SET THE DIRECTION
  12. 12. EVIDENCE OVER HIPPO HIPPO: HIGHEST PAID PERSON’S OPINION
  13. 13. WHAT IS THE VALUE VALIDATE THE SOLUTION
  14. 14. WHAT ARE WE CREATING ANSWERS PROTOTYPE
  15. 15. WHAT ARE WE CREATING OUTCOMES OUTPUTS
  16. 16. WHAT IS THE VALUE ALIGN THE TEAM
  17. 17. GOAL: FOSTER CLIENT LOYALTY DESIGN SPRINT: LOYALTY IDEATION TESTED MULTIPLE PROTOTYPES RANDOM ACTS OF KINDNESS > POINTS SAVE $, HAND WRITTEN NOTES BUY EXPENSIVE LOYALTY SOLUTION? $$$Points Program lots of money & 00/100 1 2 3 just because SOLVING THE WRONG PROBLEM
  18. 18. WHAT IS THE VALUE REDUCE RISK
  19. 19. THE DESIGN SPRINT UNDERSTAND DIVERGE BUILD ✓X TESTCONVERGE
  20. 20. IMPROVE THE PROCESS OF FLYING OUT OF INTERNATIONAL AIRPORT? HOW MIGHT WE…
  21. 21. AIRLINE XYZ HAS FOUND THAT CUSTOMER SATISFACTION IS SIGNIFICANTLY HIGHER ON FLIGHTS LEAVING FROM TOP RATED AIRPORTS. CHALLENGE
  22. 22. 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. CHALLENGE
  23. 23. AIRLINE XYZ HAS HIRED THE YOUR DESIGN CLASS TO CREATE FRESH NEW IDEAS FOR IMPROVING THE EXPERIENCE OF FLYING OUT OF YOUR LOCAL INTERNATIONAL AIRPORT. CHALLENGE
  24. 24. EVERYONE PARTICIPATES ALL VOICES ARE EQUAL BE TOUGH ON IDEAS, GENTLE ON PEOPLE (ADD YOUR OWN) RULES OF THE SPRINT
  25. 25. PHASE ONE: UNDERSTAND
  26. 26. USING A SERIES OF EXERCISES WE WILL BUILD A FOUNDATION OF UNDERSTANDING OF THE PROBLEM WE NEED TO SOLVE. UNDERSTAND
  27. 27. BACKGROUND GOALS & ANTI-GOAL EXISTING PRODUCT, COMPETITORS, AND SUBSTITUTES FACTS AND ASSUMPTIONS DEFINE THE PROBLEM PROBLEM STATEMENT CHALLENGE MAP(S) KNOW THE USER WHO / DO PERSONAS USER JOURNEY MAP UNDERSTAND
  28. 28. GOALS VS ANTI-GOALS GOALS ANTI-GOALS
  29. 29. 5 MINS
  30. 30. ASSUMPRIONS VS FACTS FACTS ASSUMPTIONS
  31. 31. 3 MINS
  32. 32. ASSUMPTIONS VS FACTS LOW IMPORTANCE HIGH IMPORTANCE HIGH PRIORITY LOW PRIORITY
  33. 33. 5 MINS
  34. 34. EMPATHY MAPPING
  35. 35. 5 MINS
  36. 36. PROBLEM STATEMENTS THE PROBLEM TO SOLVE IS:
  37. 37. 5 MINS
  38. 38. PHASE TWO: DIVERGE
  39. 39. 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
  40. 40. CRITICISM FREE ZONE
  41. 41. FOLD THE PAGE INTO 6 DRAW 6 NEW SOLUTIONS (ON YOUR OWN) SIX-UPS
  42. 42. 5 MINS
  43. 43. SHARE YOUR IDEAS WITH THE GROUP SIX-UPS
  44. 44. 8 MINS
  45. 45. EACH SELECT ONE IDEA DRAW THREE SCENES FROM THE IDEA: 1. THE PAIN OR PROBLEM 2. EXPERIENCING THE SOLUTION 3. THE OUTCOME STORYBOARDS
  46. 46. 6 MINS
  47. 47. WRITE A FEW SENTENCES TO EXPLAIN EACH PART OF THE STORY DESCRIBE THE EVENTS DESCRIBE THE CONTEXT STORYBOARDS
  48. 48. 5 MINS
  49. 49. PHASE THREE: CONVERGE
  50. 50. WE MAKE HARD CHOICES AND PICK A SINGLE DIRECTION TO PROTOTYPE AND TEST WITH USERS. YOU’LL FOCUS ON HAVING THE RIGHT (AND SOMETIMES DIFFICULT) CONVERSATIONS ABOUT HOW YOU CAN SOLVE YOUR CHOSEN PROBLEM. CONVERGE
  51. 51. WORKING INDIVIDUALLY DRAW WHAT YOUR SOLUTION WOULD LOOK LIKE SKETCHING
  52. 52. 5 MINS
  53. 53. SHARE YOUR IDEAS AND DISCUSS WITH THE ENTIRE GROUP REMEMBER: TOUGH ON IDEAS, GENTLE ON PEOPLE SKETCHING
  54. 54. 10 MINS
  55. 55. 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
  56. 56. 1 MINS + 2 MINS
  57. 57. USING THE FEEDBACK YOU RECEIVED, MAKE IMPROVEMENTS TO YOUR SOLUTION SKETCHING, AGAIN
  58. 58. 5 MINS
  59. 59. ON YOUR OWN, IDENTIFY THE TWO SOLUTIONS FROM YOUR TEAM SKETCHES YOU LIKE MOST AND PLACE YOUR VOTE NEXT TO THEM. VOTING
  60. 60. 2 MINS
  61. 61. PHASE FOUR: BUILD
  62. 62. PRODUCT PROTOTYPES ARE LIVING VERSIONS OF YOUR IDEAS. PROTOTYPES DON'T HAVE TO BE PERFECT, BUT SHOULD PROVIDE ENOUGH DETAIL TO ADEQUATELY TEST YOUR ASSUMPTIONS WITH USERS OTHER THAN YOURSELVES. BUILD
  63. 63. AS A TEAM, CREATE A MULTI-STEP PROTOTYPE OF YOUR SOLUTION. BUILD WITH THE INTERVIEW IN MIND (DRAW, VIDEO, ROLE PLAYING, ETC.) PROTOTYPING
  64. 64. 10 MINS
  65. 65. AS A TEAM, DETERMINE WHO FROM YOUR TEAM WILL BE THE INTERVIEWER, AND WHO WILL BE THE NOTE TAKERS PROTOTYPING
  66. 66. 1 MIN
  67. 67. AS A TEAM CREATE 5 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
  68. 68. 10 MINS
  69. 69. IDENTIFY TOP ASSUMPTIONS FROM PHASE ONE, RELATED TO THIS IDEA AND LINE UP VERTICALLY. ASSUMPTION MAPPING
  70. 70. 3 MINS
  71. 71. DEFINE “VALID IF…” CRITERIA WHAT WILL THE USER SAY OR DO TO DEMONSTRATE THIS ASSUMPTION IS TRUE? ASSUMPTION MAPPING
  72. 72. ASSUMPTION MAPPING VALID IF: VALID IF: VALID IF: VALID IF:
  73. 73. 5 MINS
  74. 74. PHASE FIVE: TEST
  75. 75. 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
  76. 76. ASK WHEN AND HOW QUESTIONS? SAY “TELL ME MORE?” DON’T ASK YES & NO QUESTIONS DON’T ASK LEADING QUESTIONS ALLOW FOR SILENCES INTERVIEWING
  77. 77. PAIR UP WITH ANOTHER TEAM ONE TEAM PRESENTS AND THE OTHER TEAM ASKS QUESTIONS SWITCH TEAMS AND REPEAT INTERVIEWING EXERCISE
  78. 78. 2 MINS + 5 MINS
  79. 79. WHAT DID YOU LEARN FROM THE TEST? WHAT WOULD YOU CHANGE OR ADD TO IMPROVE THE SOLUTION? RETROSPECTIVE
  80. 80. ASSUMPTION MAPPING VALID IF: VALID IF: VALID IF: VALID IF: TEST: TEST: TEST: TEST:
  81. 81. 4 MINS
  82. 82. CONGRATULATIONS! YOU DID IT.
  83. 83. richard@freshtilledsoil.com @rmbanfield @freshtilledsoil #designsprint
  84. 84. sprint design[client name here] [FTS names here] [date here]
  85. 85. Design Sprint ○ “We need Sashi, Jen, Joe, Frank, Aman, and Nadia, too!” —Two pizza rule ○ “Let’s focus on this textbox.” — More ambiguous = better ○ “We’ll use our normal conference room” — Book it in advance (offsite preferable) ○ “I can only be there for half of day 2” — Clear schedules ○ “Can we do it in one day?” — No. Just….NO! ains
  86. 86. Schedule Phase Two: Visual & User Experience Design Monday 21-Dec 10a to 4p UNDERSTAND  Intro to Design Sprint Intro to Understand Problem Statement Existing research Facts & Assumptions Reframe Personas Challenge Maps Daily Retro Tuesday 22-Dec 10a to 4p DIVERGE Intro to Diverge Recap Day 1 Job Stories Diverge Cycle Mind Map SixUps Storyboard Silent critique Group critique Daily Retro
 Wednesday 23-Dec 10a to 4p CONVERGE Intro to Converge Recap Phase 2 Assumptions Table / $100 Test Identify Alternatives Team Sketch I Ritual Dissent Team Sketch II Daily Retro
 Tuesday 5-Jan PROTOTYPE  Build prototype Define Test Plan Confirm Interviews
 Thursday 7-Jan 10a to 4p TEST Interview #1 Interview #2 Interview #3 Interview #4 Interview #5 Friday 8-Jan 1p RETRO & DEBRIEF Sprint Retro
  87. 87. pre-sprint prep ASSEMBLE THE TEAM 4-12 people PO + spectrum of contributors clear schedules is a must FIND YOUR USERS gather existing personas gather stats and stories for context complete recruiting for the testing phase PREPARE THE ROOM offsite is always better plenty of supplies that foster creativity arrange seating for small groups to collaborate Just a little bit of prep work is required to ensure we hit the ground running. Most of this is about clearing the path and eliminating roadblocks before they happen.
  88. 88. note/pic/quote about clearing schedules of being off site
  89. 89. MAKE THINGS PEOPLE WANT MAKE PEOPLE WANT THINGS
  90. 90. pre-sprint research and discovery with the Genentech teams explore how an alignment of a single standard data model (SDTMv) can be used across the organization for all data delivery determine applicability to defined use-cases understand how a design sprint can be used as a mechanism for collaborative problem solving at Genentech goals
  91. 91. objectivesExplore how an alignment of a single standard data model (ex: SDTMv) can be used across the organization for all data delivery, including data review, narratives, and reporting. (Does it make sense to have more than 1 data model?) Determine the applicability of this standard to defined use-cases. Understand how a design sprint can be used as a mechanism for collaborative problem solving.
  92. 92. outcomesDecision of data model(s)/data source(s) for all reporting and transformation deliverables Agreed upon strategy to achieve this decision
  93. 93. opportunityEvaluation of and recommend the best data model(s)/data source(s) for all CDM reporting & transformation deliverable Simplify and streamline processes that support reporting and transformation
  94. 94. Intros, Overview, & Rules What’s the Problem?* Hopes & Fears** 9:00am - 10:30am Welcome 3:15pm-5:00pm Understand III Problem Statement(s) Daily Retrospective MONDAY TUESDAY WEDNESDAY 10:45am - 12:30pm Assumption Storming** Problem Context* Current Solution(s) Understand I Challenge Mapping Dot-Vote 1:30pm - 3:00pm Understand II Agenda At-a-Glance * Invite any (non participant) subject matter experts during this timeframe 
 ** Helpful to include executive-level stakeholders for this exercise THURSDAY FRIDAY Day 1 Recap WHO/DO: Persona(s) Journey Map 9:00am - 10:30am Understand IV 3:15pm-5:00pm Diverge III Storyboards Daily Retrospective 10:45am - 12:30pm Job Stories Six-Ups Storyboards Diverge I Job Stories Six-Ups 1:30pm - 3:00pm Diverge II Day 2 Recap £100 Test Assumption Matching 9:00am - 10:30am Converge I 3:15pm-5:00pm Converge IV Final Sketches Daily Retrospective 10:45am - 12:30pm Assumption Table Sketching I Converge II Ritual Dissent Sketching II 1:30pm - 3:00pm Converge III Day 1, 2 & 3 Review Start Building Test Guide 9:00am - 10:30am Build I 4:00pm-5:00pm Pre-Test Review Review Prototype Daily Retrospective 10:45am - 12:30pm Prototype Build Build II Prototype Build 1:30pm - 3:30pm Build III 2-3 Tests 9:00am - 10:30am Test I 3:30pm-5:00pm Sprint Debrief** Results Interpretation Sprint Retrospective 10:45am - 12:30pm 2-3 Tests Test II 2-3 Tests 1:30pm - 3:00pm Test III
  95. 95. Client testimonial - Doug Mitchell, CEO of OfferLogic (photo attached) - slide #3 "When we started the Design Sprint process, I was worried how this was going to turn out. But after the second session, I trust you guys completely. I know your team 'gets' us and what we're trying to do. We're now on a different course than we planned at the outset, but it's exactly what our company needs right now." Client testimonial - Raj Indupuri, CEO of eClinical - on speed "We knew we needed to focus on this workflow eventually, but were nervous to mention it because we couldn't believe you could learn and do so much in a week!" Client testimonial - Dan Koziak, CXO of Promoboxx - on bringing the team together for different perspectives "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.” Client testimonial - unnamed from TripAdvisor (design sprint workshop) "It was one of the few experiences in my career where I didn't have to defend the process which was refreshing.” Client Testimonials
  96. 96. Bliksem Tobey, VP at Tech of Vemo Education - design sprint “I want to send a shout out to all of our friends at Fresh Tilled Soil!...You played a HUGE role in helping us get started in the right direction with our sprint in NYC...And you have helped us begin to bring that vision to reality.” Tammy Brady, Servicing and Operations at Vemo Education - design sprint “Just wanted to say thank you for being so fabulous and helping us lay the groundwork for what promises to be the best "system" I've worked with in 30 years. You have opened these old-school eyes of mine to a new way of thinking and doing business.” Anonymous at Trip Advisor - design sprint workshop "It was one of the few experiences in my career where I didn't have to defend the process which was refreshing.” Client Testimonials (cont.)
  97. 97. ETSY up to 1 month to complete seller on boarding tested with prototype - more sellers completed on-boarding but # of items down (!) - they had made it too easy ETSY new menu for creating a new listing - good feedback on first round of testing - when prototype released = neg. feedback because ETSY had made brand new listings easier but had inadvertently made copy & editing from existing listings more work - spent 6 months fixing this and other learnings that came out of prototype testing http://alistapart.com/article/sharing-our-work-testing-feedback-in-design EXTERNAL STORY
  98. 98. accurately frame the problem get validation on a solution to set the direction why?
  99. 99. value reduce risk of failure align teams gain efficiencies and limit waste
  100. 100. X ✓ “Just Go Build It” team alignment is a constant struggle clashing opinions over direction roadmap starts to slip… again project goes considerably over budget launch engagement is under impressive Building By Design team stays aligned from day one evidenced-based decision making iterative process ensures deadlines are met project stays pretty close to budget launch engagement exceeds expectations
  101. 101. accurately frame the problem reduce risk of failure align teams discover answers fast get validation on a solution set the direction

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