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Design Sprint Methods
Playbook for start ups and designers
Welcome!
Design matters. Speed matters. What if we could
have both? In this handbook, we have collected
industry best practices that allow teams to run
design sprints: rapid prototyping and testing
sessions. The best practices will be familiar to UX
experts from fields such as Agile, Design Thinking
and Gamestorming. At the same time, we hope the
practices are easy to adapt to teams who are just
beginning their design practice.
We hope you enjoy this book, and that it inspires
you to create fun and productive sprints for your
team.
Nadya Direkova
& the Google Sprint Masters
Mountain View, March 2015
What is a design sprint?
Design sprints are a framework for teams of any
size to solve and test design problems in 2-5 days.
The idea of sprints originates with the Agile
framework. The idea of design thinking was
developed at IDEO and the d.school at Stanford.
These frameworks were adapted to the idea of
“design sprints” thanks to the Google UX teams,
Google Ventures and Google [x] and teams across
the industry.
While sprints are popular at Google, they are also
used by startups and companies of any size.
“Design sprints at Scale” 4 min video
about the largest sprint to date.
What is a Sprint Master?
A Sprint Master is the lead of the team. This is the
person who identifies the design challenge for the
sprint, brings the team together and takes them
through all sprint stages. This is a special role that
requires deep understanding of UX methods,
strategy, facilitation and negotiation. It takes time
and practice to develop these skills, but we’ve
learned that this role makes a critical difference in
aligning the team and ensuring great results.
Typically, Sprint Masters are UX Researcher and
Designers: leaders who have deep knowledge of
the design process and are not afraid to challenge
their team to collaborate and win together quickly.
What do Sprint Masters do?
Planning the sprint
Typical Sprint Master
workflow
The Sprint is something to design.
This is the job of the Sprint Master.
A good Sprint Master follows a
workflow of task to do before,
during and after the sprint.
Their success depends on their
ability to lead the team, project
manage and understand UX
methods that work in short time
frames.
This work takes time. Plan 1 day of
prep work for every day of sprint
time.
Before the sprint During the sprint After the sprint
Before the sprint
The critical task before the sprint is
to formulate a meaningful design
challenge that the sprint will center
around. A great design challenge is
inspiring, short and specifies the
target use groups and deliverables
of the sprint.
Second to that, the Sprint Master
has to invite the team, and schedule
lightning talks and user studies for
the Understand and Validation
sections of the sprint.
Lastly, preparing a facilitators deck
and booking a room help make sure
the sprint goes smoothly.
Before the sprint During the sprint After the sprint
Write a design brief
● Define challenge
● Timeline to launch
Invite the team
Schedule lightning talks
Schedule user testing
Prepare a facilitator’s deck
Prepare the room
During the sprint
When the sprint starts, the Sprint
Master assumes a facilitator role.
They announce the schedule and
exercises, keep time, and invite
everyone to participate.
Often the team has to change
course from the initial plan; the
Sprint Master ensures the team
makes decisions quickly and gets to
meet their goal on time.
Before the sprint During the sprint After the sprint
Prep the space
Facilitate
Appoint leaders
Course correct
Resolve conflicts
Daily check ins
Daily email summary
Celebrate
After the sprint
Sprints typically end with much
excitement and joy: the team has
created the impossible in 2-5 days.
A good Sprint Master keeps that
great energy going by creating a
follow up plan, sharing the results
and surveying participants to learn
how to keep making sprints better in
the future. Before the sprint During the sprint After the sprint
Create a path to launch
Document
Summary email
Survey to sprinters
Next sprint planning
Before the sprint
Sprint Challenge
Statement
Before the sprint starts, the Sprint
Master has to select the key
challenge for the team. This will
drive all the work and testing. A
good challenge statement is:
Example / Chrome Kids Challenge
Design an intuitive tablet reading experience app
for children age 4-7, focused on Q4’14 launch.
Deliverables
Polished mocks and a clickable prototype for
testing
Relevant
Tied to the team goals
Concise
Inspiring
Focused on a target audience
or target segment
1
2
3
Select and invite the
sprint team
The sprint team should include
designers, engineers, product
managers and experts.
The ideal team size is 5-8 people.
Larger teams should be split into
smaller teams working on the same
challenge or separate challenges
depending on your desired
deliverables.
Designer Designer Engineer
Sprint MasterPrototyper Researcher
Lead a design audit on
the current product
A design audit allows Sprint
Masters to learn about the product
and validate that they have chosen
the right challenge to focus on.
This step is especially helpful for
existing projects, or if you are
joining any team where prior work
has been done.
1
2
3
4
5
Interviewing key stakeholders,
people leading the project
Reviewing all existing documents
Reviewing all relevant user research
Reviewing the current designs
Identifying or reviewing core use cases
An effective design audit will include
Prepare the sprint
deck
The sprint deck is used to facilitate
the sprint. It includes a schedule
and the set of methods that are part
of the sprint.
You can select the right methods by
reviewing this handbook, or use your
own methods.
An example of a sprint deck
for Material Design
Prepare the supplies
Sprints require a set of simple but
useful supplies: sharpies, paper,
tape, sticky notes, voting dots, a
timer, and a chime bell or kitchen
timer.
Snacks and coffee are useful, but
not required :)
How to build your own sprint process
Sprint Methods
The 6 sprint stages
The 6 sprint stages
Each sprint goes through the 6
stages of design thinking. The idea
of Design Thinking was created at
IDEO and expanded through the
Design School at Stanford. It’s
incredibly useful for solving
problems.
Understanding the 6 stages helps
Sprint Masters build a great sprint.
Understand:
What are the user needs, business need and technology capacities?
Define
What is the key strategy and focus?
Diverge
How might we explore as many ideas as possible?
Decide
Select the best ideas so far.
Prototype
Create an artifact that allows to test the ideas with users.
Validate
Test the ideas with users, business stakeholders and technical experts.
1
2
3
4
5
6
The methods for each
stage
Each of the stages can include
design best practices, known as
methods, such as “user interviews”
or “competitive reviews.”
There are more than 40 possible
methods, and you never need to use
all of them. Select the right methods
for your sprint, or add and invent
your own best practices.
Understand Methods
Lightning talks on business goals
Lightning talks on technology capacities today and over time
User interviews
Visiting users in the field where the product is used
Stakeholder map
Competitive overview
+ more
Understand Methods
360 lightning talks on business goals, technology and user research
User interviews
Visiting users in the field where the product is used
Stakeholder map
Competitive overview
Summarize the learnings
360 degree
lightning talks
Lightning talks allow the sprint team
to understand the problem from
many different points of view.
The talks should include
Business goals and success
metrics / 5 min
Technical capacities
and challenges / 5 min
Relevant user research / 5 min
1
2
3
Competitive overview
What other products and services
can inspire the team work? A brief
review of 3-10 similar projects can
be a great way to kick start the
sprint.
For example, if a team is working on
a online store experience, they
might want to visit the sites, such as
Google Play and list what they like
and dislike.
User interviews
Users are the ultimate judges of
whether a product is good or not.
This is why it’s a great idea to start a
sprint by finding and interviewing
users.
The user interviews should include
questions about how users use a
particular product, and what they
like and dislike about it.
When designing a new product, the
interviews can focus on what
alternative ways users employ to
solve their problem.
Field visits
In some cases, interviews by
themselves are less useful than
visiting users in the context where
they use the product.
For example, if making a product for
technical support teams, it’s useful
to visit the offices where they work
and the space where they meet
clients.
Field visits include all the best
practices of a user interview, but
additionally allow the team to
understand the context.
Stakeholder map
Products and services often have
multiple types of people they are
designed for. The stakeholder map
lists all the possible people
concerned in a situation.
List all possible stakeholders in
a project / 10 min
Group the stakeholders in
meaningful sections / 2 min
Decide what stakeholders you
will design for during the sprint,
and in what order.
Plan need finding activities and
consider creating a team to work
on each group.
1
2
3
4
30 minute how-to
Support groups
Online
In person
Family & friends
Children
Parents
Friends
Patient
Medical team
Doctors
Nurses
ER
An example of a stakeholder group
in a Medical setting.
Summarize the
learnings and first ideas
It’s useful to conclude the
Understand section by sharing the
first set of ideas and insights people
generate.
Use sticky notes to share the ideas,
and group them into themes. Vote
on the best ideas, the ones that bring
the most insight and should be
pursued. This exercise is a “first
check” and not a final decision on a
direction. The team will continue to
learn and decide in the later stages,
so nothing at this point is final.
For more information, read more
about the “How might we?” method
attributed to by IDEO and described
a number of articles online.
Define Methods
User journeys
Design principles
First tweet
The central
User Journey
The define stage of the sprint is
about breaking down the ideas into
meaningful categories and defining
strategies.
One of the ways to do that is to
create a user journey: a map that
lists all the stages that someone
goes through from learning about
the product to becoming an expert
user.
Discovery
First time use
Return use
Expert use
Easy
Defining design
principles
What 3 words would you like for
users to describe your product? For
some products, it’s important that
users find them easy and fun; for
others, it’s more important that they
are comprehensive and powerful.
List all the possible design principles
your team cares about individually,
and select the best ideas as a team.
At the end of the sprint, you can ask
users to describe the prototype in 3
words, and compare that list to your
original intention.
Fun to use
Helpful
Easy to learn
The first tweet
Imagine it’s time to launch your
product. What is the first announcing
tweet you will send out?
Writing that can help the team focus
their strategy in 140 characters… or
less.
Launching tweet for a cooking app:
“Love cooking? Download MasterChef,
a cooking app with over 1million recipes!”
Diverge Methods
Sketch 8 ideas in 5 minutes
Sketch 1 idea in 5 minutes
Sketch 1 storyboard in 5 min
8 ideas in 5 min
This is a great technique that
originates from Gamestorming
workshops. It invites the team to
work individually, and sketch 8 ideas
in 5 minutes. It’s a great warm up
exercise!
Give everyone a sheet of paper
and ask them to fold it 3 times
1 min
Ask the team to unfold the paper
and notice the 8 grid rectangle
created.
Ask them to sketch 8 ideas in 5
mins, one in each rectangle.
/ 5 min
1
2
7 minute how-to
8 ideas in 5 min: the team is starting to warm up.
3
1 big idea in 5 min
Continue the previous exercise. Ask
the team to work individually and
sketch 1 big idea in 5 minutes
1 ideas in 5 min: understanding the details better
1 storyboard in 5 min
Sometimes, the ideas are too
complex to express on 1 page. This
is when your team need to think in
terms of stories or flows.
Ask your team to sketch a
storyboard of all the key steps the
user much take. If your team is new
to design, encourage them to think in
terms of comic book strips :).
1 user storyboard in 5 min: understanding the steps
Decide Methods
Zen voting
Team review
Thinking hats
Zen voting
After the sketching, it’s time to share
the ideas on a whiteboard.
Encourage sprinters to do zen
voting: reviewing the ideas and
voting in silence.
This allows everyone to form their
own opinions before they get biased
by others.
Optional caption
Team review &
decision on what to
prototype
At this point, the team can discuss
the best ideas and decide which
ones to prototype.
Often, it’s necessary to do more
sketching and exploring.
Thinking hats
If your team is new or tends to be
biased in their opinion, assign
everyone a Thinking Hat. Each hat
represents a different point of view
that’s valuable and that can enrich
the final decision.
Encourage everyone to choose a
perspective and discuss the decision
from that point of view.
Idea Generator Optimist Pessimist
Technical feasibility User Advocate
Prototype Methods
Mocks
Demos
Videos
Physical prototype
Prototyping
A prototype is something that
makes your ideas “real enough
to feel,” so you can get feedback
from users.
Teams tend to spend the most time
in this stage. A prototype could be:
Mock
Demo
Video
Physical prototype
Validate Methods
User test
Stakeholder feedback
Technical feasibility check
User testing
As soon as the team is done
prototyping, it’s time to test. A
simple user test can uncover
valuable insights very quickly.
What do users like and dislike in the
prototype?
What would they like to improve?
Does the solution meet their needs
overall?
Stakeholder validation
The key stakeholder of the projects
often is the one who decides to fund
or allocate resources to the ideas.
This person may be the Director of
the group or the CEO of the
company.
Their review and approval is
essential for the sprint to succeed.
Technical feasibility
validation
Do the design ideas match or exceed
the technical capacity of the team?
An engineering review can help the
team scope the work appropriately,
and discuss potential workarounds.
A quick check of technical feasibility
and considerations
Congrats!
Your sprint is done! Enjoy the wins and learnings.
Well done!
This is also a good time to reflect and get feedback.
What would you do differently next time?
Enjoy the weekend :)
Thanks
To the Google Developer’s team for making this
educational resource publicly available. Further,
thanks to all teams at Google and beyond who
are constantly improving their game and
methods.
Design Sprint Methods

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Design Sprint Methods

  • 1. Design Sprint Methods Playbook for start ups and designers
  • 2. Welcome! Design matters. Speed matters. What if we could have both? In this handbook, we have collected industry best practices that allow teams to run design sprints: rapid prototyping and testing sessions. The best practices will be familiar to UX experts from fields such as Agile, Design Thinking and Gamestorming. At the same time, we hope the practices are easy to adapt to teams who are just beginning their design practice. We hope you enjoy this book, and that it inspires you to create fun and productive sprints for your team. Nadya Direkova & the Google Sprint Masters Mountain View, March 2015
  • 3. What is a design sprint? Design sprints are a framework for teams of any size to solve and test design problems in 2-5 days. The idea of sprints originates with the Agile framework. The idea of design thinking was developed at IDEO and the d.school at Stanford. These frameworks were adapted to the idea of “design sprints” thanks to the Google UX teams, Google Ventures and Google [x] and teams across the industry. While sprints are popular at Google, they are also used by startups and companies of any size. “Design sprints at Scale” 4 min video about the largest sprint to date.
  • 4. What is a Sprint Master? A Sprint Master is the lead of the team. This is the person who identifies the design challenge for the sprint, brings the team together and takes them through all sprint stages. This is a special role that requires deep understanding of UX methods, strategy, facilitation and negotiation. It takes time and practice to develop these skills, but we’ve learned that this role makes a critical difference in aligning the team and ensuring great results. Typically, Sprint Masters are UX Researcher and Designers: leaders who have deep knowledge of the design process and are not afraid to challenge their team to collaborate and win together quickly.
  • 5. What do Sprint Masters do? Planning the sprint
  • 6. Typical Sprint Master workflow The Sprint is something to design. This is the job of the Sprint Master. A good Sprint Master follows a workflow of task to do before, during and after the sprint. Their success depends on their ability to lead the team, project manage and understand UX methods that work in short time frames. This work takes time. Plan 1 day of prep work for every day of sprint time. Before the sprint During the sprint After the sprint
  • 7. Before the sprint The critical task before the sprint is to formulate a meaningful design challenge that the sprint will center around. A great design challenge is inspiring, short and specifies the target use groups and deliverables of the sprint. Second to that, the Sprint Master has to invite the team, and schedule lightning talks and user studies for the Understand and Validation sections of the sprint. Lastly, preparing a facilitators deck and booking a room help make sure the sprint goes smoothly. Before the sprint During the sprint After the sprint Write a design brief ● Define challenge ● Timeline to launch Invite the team Schedule lightning talks Schedule user testing Prepare a facilitator’s deck Prepare the room
  • 8. During the sprint When the sprint starts, the Sprint Master assumes a facilitator role. They announce the schedule and exercises, keep time, and invite everyone to participate. Often the team has to change course from the initial plan; the Sprint Master ensures the team makes decisions quickly and gets to meet their goal on time. Before the sprint During the sprint After the sprint Prep the space Facilitate Appoint leaders Course correct Resolve conflicts Daily check ins Daily email summary Celebrate
  • 9. After the sprint Sprints typically end with much excitement and joy: the team has created the impossible in 2-5 days. A good Sprint Master keeps that great energy going by creating a follow up plan, sharing the results and surveying participants to learn how to keep making sprints better in the future. Before the sprint During the sprint After the sprint Create a path to launch Document Summary email Survey to sprinters Next sprint planning
  • 11. Sprint Challenge Statement Before the sprint starts, the Sprint Master has to select the key challenge for the team. This will drive all the work and testing. A good challenge statement is: Example / Chrome Kids Challenge Design an intuitive tablet reading experience app for children age 4-7, focused on Q4’14 launch. Deliverables Polished mocks and a clickable prototype for testing Relevant Tied to the team goals Concise Inspiring Focused on a target audience or target segment 1 2 3
  • 12. Select and invite the sprint team The sprint team should include designers, engineers, product managers and experts. The ideal team size is 5-8 people. Larger teams should be split into smaller teams working on the same challenge or separate challenges depending on your desired deliverables. Designer Designer Engineer Sprint MasterPrototyper Researcher
  • 13. Lead a design audit on the current product A design audit allows Sprint Masters to learn about the product and validate that they have chosen the right challenge to focus on. This step is especially helpful for existing projects, or if you are joining any team where prior work has been done. 1 2 3 4 5 Interviewing key stakeholders, people leading the project Reviewing all existing documents Reviewing all relevant user research Reviewing the current designs Identifying or reviewing core use cases An effective design audit will include
  • 14. Prepare the sprint deck The sprint deck is used to facilitate the sprint. It includes a schedule and the set of methods that are part of the sprint. You can select the right methods by reviewing this handbook, or use your own methods. An example of a sprint deck for Material Design
  • 15. Prepare the supplies Sprints require a set of simple but useful supplies: sharpies, paper, tape, sticky notes, voting dots, a timer, and a chime bell or kitchen timer. Snacks and coffee are useful, but not required :)
  • 16. How to build your own sprint process Sprint Methods
  • 17. The 6 sprint stages
  • 18. The 6 sprint stages Each sprint goes through the 6 stages of design thinking. The idea of Design Thinking was created at IDEO and expanded through the Design School at Stanford. It’s incredibly useful for solving problems. Understanding the 6 stages helps Sprint Masters build a great sprint. Understand: What are the user needs, business need and technology capacities? Define What is the key strategy and focus? Diverge How might we explore as many ideas as possible? Decide Select the best ideas so far. Prototype Create an artifact that allows to test the ideas with users. Validate Test the ideas with users, business stakeholders and technical experts. 1 2 3 4 5 6
  • 19. The methods for each stage Each of the stages can include design best practices, known as methods, such as “user interviews” or “competitive reviews.” There are more than 40 possible methods, and you never need to use all of them. Select the right methods for your sprint, or add and invent your own best practices. Understand Methods Lightning talks on business goals Lightning talks on technology capacities today and over time User interviews Visiting users in the field where the product is used Stakeholder map Competitive overview + more
  • 20. Understand Methods 360 lightning talks on business goals, technology and user research User interviews Visiting users in the field where the product is used Stakeholder map Competitive overview Summarize the learnings
  • 21. 360 degree lightning talks Lightning talks allow the sprint team to understand the problem from many different points of view. The talks should include Business goals and success metrics / 5 min Technical capacities and challenges / 5 min Relevant user research / 5 min 1 2 3
  • 22. Competitive overview What other products and services can inspire the team work? A brief review of 3-10 similar projects can be a great way to kick start the sprint. For example, if a team is working on a online store experience, they might want to visit the sites, such as Google Play and list what they like and dislike.
  • 23. User interviews Users are the ultimate judges of whether a product is good or not. This is why it’s a great idea to start a sprint by finding and interviewing users. The user interviews should include questions about how users use a particular product, and what they like and dislike about it. When designing a new product, the interviews can focus on what alternative ways users employ to solve their problem.
  • 24. Field visits In some cases, interviews by themselves are less useful than visiting users in the context where they use the product. For example, if making a product for technical support teams, it’s useful to visit the offices where they work and the space where they meet clients. Field visits include all the best practices of a user interview, but additionally allow the team to understand the context.
  • 25. Stakeholder map Products and services often have multiple types of people they are designed for. The stakeholder map lists all the possible people concerned in a situation. List all possible stakeholders in a project / 10 min Group the stakeholders in meaningful sections / 2 min Decide what stakeholders you will design for during the sprint, and in what order. Plan need finding activities and consider creating a team to work on each group. 1 2 3 4 30 minute how-to Support groups Online In person Family & friends Children Parents Friends Patient Medical team Doctors Nurses ER An example of a stakeholder group in a Medical setting.
  • 26. Summarize the learnings and first ideas It’s useful to conclude the Understand section by sharing the first set of ideas and insights people generate. Use sticky notes to share the ideas, and group them into themes. Vote on the best ideas, the ones that bring the most insight and should be pursued. This exercise is a “first check” and not a final decision on a direction. The team will continue to learn and decide in the later stages, so nothing at this point is final. For more information, read more about the “How might we?” method attributed to by IDEO and described a number of articles online.
  • 27. Define Methods User journeys Design principles First tweet
  • 28. The central User Journey The define stage of the sprint is about breaking down the ideas into meaningful categories and defining strategies. One of the ways to do that is to create a user journey: a map that lists all the stages that someone goes through from learning about the product to becoming an expert user. Discovery First time use Return use Expert use
  • 29. Easy Defining design principles What 3 words would you like for users to describe your product? For some products, it’s important that users find them easy and fun; for others, it’s more important that they are comprehensive and powerful. List all the possible design principles your team cares about individually, and select the best ideas as a team. At the end of the sprint, you can ask users to describe the prototype in 3 words, and compare that list to your original intention. Fun to use Helpful Easy to learn
  • 30. The first tweet Imagine it’s time to launch your product. What is the first announcing tweet you will send out? Writing that can help the team focus their strategy in 140 characters… or less. Launching tweet for a cooking app: “Love cooking? Download MasterChef, a cooking app with over 1million recipes!”
  • 31. Diverge Methods Sketch 8 ideas in 5 minutes Sketch 1 idea in 5 minutes Sketch 1 storyboard in 5 min
  • 32. 8 ideas in 5 min This is a great technique that originates from Gamestorming workshops. It invites the team to work individually, and sketch 8 ideas in 5 minutes. It’s a great warm up exercise! Give everyone a sheet of paper and ask them to fold it 3 times 1 min Ask the team to unfold the paper and notice the 8 grid rectangle created. Ask them to sketch 8 ideas in 5 mins, one in each rectangle. / 5 min 1 2 7 minute how-to 8 ideas in 5 min: the team is starting to warm up. 3
  • 33. 1 big idea in 5 min Continue the previous exercise. Ask the team to work individually and sketch 1 big idea in 5 minutes 1 ideas in 5 min: understanding the details better
  • 34. 1 storyboard in 5 min Sometimes, the ideas are too complex to express on 1 page. This is when your team need to think in terms of stories or flows. Ask your team to sketch a storyboard of all the key steps the user much take. If your team is new to design, encourage them to think in terms of comic book strips :). 1 user storyboard in 5 min: understanding the steps
  • 35. Decide Methods Zen voting Team review Thinking hats
  • 36. Zen voting After the sketching, it’s time to share the ideas on a whiteboard. Encourage sprinters to do zen voting: reviewing the ideas and voting in silence. This allows everyone to form their own opinions before they get biased by others. Optional caption
  • 37. Team review & decision on what to prototype At this point, the team can discuss the best ideas and decide which ones to prototype. Often, it’s necessary to do more sketching and exploring.
  • 38. Thinking hats If your team is new or tends to be biased in their opinion, assign everyone a Thinking Hat. Each hat represents a different point of view that’s valuable and that can enrich the final decision. Encourage everyone to choose a perspective and discuss the decision from that point of view. Idea Generator Optimist Pessimist Technical feasibility User Advocate
  • 40. Prototyping A prototype is something that makes your ideas “real enough to feel,” so you can get feedback from users. Teams tend to spend the most time in this stage. A prototype could be: Mock Demo Video Physical prototype
  • 41. Validate Methods User test Stakeholder feedback Technical feasibility check
  • 42. User testing As soon as the team is done prototyping, it’s time to test. A simple user test can uncover valuable insights very quickly. What do users like and dislike in the prototype? What would they like to improve? Does the solution meet their needs overall?
  • 43. Stakeholder validation The key stakeholder of the projects often is the one who decides to fund or allocate resources to the ideas. This person may be the Director of the group or the CEO of the company. Their review and approval is essential for the sprint to succeed.
  • 44. Technical feasibility validation Do the design ideas match or exceed the technical capacity of the team? An engineering review can help the team scope the work appropriately, and discuss potential workarounds. A quick check of technical feasibility and considerations
  • 45. Congrats! Your sprint is done! Enjoy the wins and learnings. Well done! This is also a good time to reflect and get feedback. What would you do differently next time? Enjoy the weekend :)
  • 46. Thanks To the Google Developer’s team for making this educational resource publicly available. Further, thanks to all teams at Google and beyond who are constantly improving their game and methods. Design Sprint Methods