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SFScon22 - Silvia Bordin - Design Sprint fast problem-solving through collaboration.pdf

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SFScon22 - Silvia Bordin - Design Sprint fast problem-solving through collaboration.pdf

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This talk presents the design sprint, a 4-day process for structuring innovation while accounting for user, business and technology needs. Born in Google and based on design thinking, it relies on a tight coupling between an idea and the data that allow to verify or discard it, ensuring that a product does at the same time match the business needs of the company and the needs of the final user. The advantages of this approach include a quick validation of new ideas before committing to a strategic project, the alignment of different stakeholders on the objectives and challenges to be faced, a structuring of creative thinking through visual representation, and an iterative verification of actionable outcomes.

This talk presents the design sprint, a 4-day process for structuring innovation while accounting for user, business and technology needs. Born in Google and based on design thinking, it relies on a tight coupling between an idea and the data that allow to verify or discard it, ensuring that a product does at the same time match the business needs of the company and the needs of the final user. The advantages of this approach include a quick validation of new ideas before committing to a strategic project, the alignment of different stakeholders on the objectives and challenges to be faced, a structuring of creative thinking through visual representation, and an iterative verification of actionable outcomes.

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SFScon22 - Silvia Bordin - Design Sprint fast problem-solving through collaboration.pdf

  1. 1. DESIGNSPRINT FAST PROBLEM-SOLVING THROUGH COLLABORATION SILVIA BORDIN, PHD
  2. 2. Design sprint 4-day process developed in Google Ventures that leads to the rapid validation of an idea (improving a service, creating new products, redesigning a process…) before starting a strategic project
  3. 3. design thinking = people + technology + business
  4. 4. TYPICALPROBLEMSADDRESSED Cross-functional teams fi nding it hard to align with common business objectives Teams working towards unclear goals as project scope changes repeatedly Teams lacking real data to ground business decisions, instead relying on endless internal discussions / meetings Teams pressured to be ‘innovative’ but not knowing where to start Exceedingly long product development cycles, causing teams to lose enthusiasm and focus
  5. 5. Why a Design Sprint? quick validation of new ideas before investing in an actual project alignment of stakeholders on the objectives and challenges to be faced structuring of creative thinking mainly through visual representation iterative veri fi cation of actionable outcomes
  6. 6. THURSDAY Use feedback from testing to create clear next steps Test the prototype with 5 real users WEDNESDAY Recruit users and schedule tests Design and build the Prototype TUESDAY De fi ne the prototype with a storyboard Curate and vote on best solutions MONDAY Produce a mass of solutions De fi ne the challenge WORKSHOP WORKSHOP (usually in 2 iterations) DESIGNSPRINT:THESTRUCTURE
  7. 7. De fi ne the Challenge 1. Expert Interviews -> HMWs 2. Long-Term Goals and questions 3. Map Produce Solutions 1. Lightning Demos 2. Concept Sketching MONDAY
  8. 8. Expert Interview (HMW = How Might We…?)
  9. 9. Map (customer journey as-is)
  10. 10. Lightning Demos Lightning Demos help you frame the problem you are addressing through a comparison with similar situations without jumping into a speci fi c solution solving the right problem > solving the problem right
  11. 11. 11 Concept sketching (in steps)
  12. 12. Vote on Solutions 1. Heat Map 2. Solution Presentation 3. Voting Create Storyboard 1. User Test Flow 2. Storyboarding TUESDAY
  13. 13. 13
  14. 14. Market requires addressing digital transformation to continuously adapt to change, making decisions fast, and continuous improvement and delivery Design sprint offers a key, versatile instrument to manage and drive this evolution It adapts the principles of design thinking to the time constraints of modern organisations, providing a valuable and standardised process to validate the viability of an idea by accounting for different stakeholders and before investing in a full- fl edged project The approach can be applied to different sectors and bring fast, shared innovation in the company at different levels (software, business, and organisation) while reconciling the needs of users, the potential of technology, and the requirements of business. INCONCLUSION

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