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![PROBLEM STATEMENTS
WE HAVE OBSERVED THAT [PRODUCT/
SERVICE/ORGANIZATION] ISN’T MEETING
[THESE GOALS/NEEDS], WHICH IS
CAUSING [THIS ADVERSE EFFECT].](https://image.slidesharecdn.com/designsprintatscaleworkshop-180316134104/85/Design-Sprints-at-Scale-68-320.jpg)
Uploaded byFresh Tilled Soil
Design Sprints at Scale
The document outlines a comprehensive design sprint framework that aims to solve problems and create innovative solutions efficiently. It emphasizes phases of understanding, divergence, convergence, building, and testing, while encouraging collaboration and involving team members from diverse backgrounds. The insights gained from these sprints can significantly enhance product development and customer satisfaction, as illustrated by a case study involving improving the flying experience for Southwest Airlines' customers.
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Design Sprints at Scale
- 1.
- 2. CEO OF FRESHTILLED 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 PERSONMAKES EVERYONE HAPPY EACH ANSWER “WHAT MATTERS TO YOU?” DESCRIBE A VULNERABLE OR EMBARRASSING MOMENT FROM THE LAST ~6 MONTHS
- 4. AGENDA INTRO & PHASE1 PHASE 2 & 3 PHASE 4 PHASE 5 Q&A Q&A ✓X
- 5.
- 6. “A DESIGN SPRINTIS 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 CONCEPTSPRINT DEEP DIVE WHATEVER FITS WITH YOUR CULTURE WHAT TO CALL A DESIGN SPRINT?
- 8. THE DESIGN SPRINT UNDERSTANDDIVERGE BUILD ✓X TESTCONVERGE
- 9. ANYTIME USER VALIDATIONIS 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 PRODUCTIS 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
- 11.
- 12.
- 13. DESIRABILITY FEASIBILITY VIABILITY they’llpay enough for thi$$$$ we can create t h i sthis somebody wants IDEAL FOR DETERMINING DESIRABILITY
- 14. WHY IS MARKETRESEARCH NOT ENOUGH?
- 15. WHAT IS THEVALUE OF THE DESIGN SPRINT
- 16. WHAT IS THEVALUE OF THE DESIGN SPRINT ACCURATELY FRAME THE PROBLEM
- 17. WHAT IS THEVALUE WHY IS THE HEADLINE ALWAYS SOMETHING LIKE ‘MILLENNIALS AREN’T BUYING FABRIC SOFTENER’ RATHER THAN ‘P&G FAILS TO ADAPT TO NEW MARKET’? ALYSSA SMITH MILLENNIAL CONSUMER
- 18. WHAT IS THEVALUE FOCUS THE TEAM ON FACTS
- 19. EVIDENCE OVER HIPPO HIGHESTPAID PERSON’S OPINION
- 20. WHAT IS THEVALUE ALIGN THE TEAM ALIGN THE SOLUTION
- 21. WHAT IS THEVALUE VALIDATE THE SOLUTION
- 22. WHAT IS THEVALUE REDUCE RISK GET CLARITY GET FOCUS PRIORITIZE
- 23. WHAT ARE WECREATING ANSWERS PROTOTYPE
- 24.
- 25.
- 26. THE DESIGN SPRINT UNDERSTANDDIVERGE BUILD ✓X TESTCONVERGE 1 2 3 4 5
- 27. WHO NEEDS TOBE THERE? ORGANIZATIONAL AND EXPERIENTIAL DIVERSITY IS KEY }
- 28.
- 29. DO YOU HAVETHE BACKGROUND RESEARCH? WHO WILL BE THERE? DO THEY KNOW WHAT TO EXPECT? DO YOU HAVE TEST SUBJECTS LINED UP? WHAT SUPPLIES DO YOU NEED? PRE-SPRINT RESEARCH AND PREP
- 30.
- 31.
- 32. USING A SERIESOF EXERCISES WE WILL BUILD A FOUNDATION OF UNDERSTANDING OF THE PROBLEM WE NEED TO SOLVE. WHY? UNDERSTAND
- 33. - EVERYONE PARTICIPATES -ALL VOICES ARE EQUAL - BE TOUGH ON IDEAS, GENTLE ON PEOPLE - ADOPT A PLAYFUL MINDSET - …? RULES OF THE SPRINT
- 34. GOAL: FOSTER CLIENT LOYALTY $$$ BUYEXPENSIVE 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 HASA PROBLEM. TEAM CHALLENGE
- 36. SOUTHWEST AIRLINES HASFOUND 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 ISTHAT… 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 HIREDYOUR 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 WEREALLY KNOW? WHO ARE YOU DESIGNING FOR? WHAT IS THE PROBLEM? PURPOSE OF THIS PHASE
- 41. ASSUMPTIONS STORMING ON YOUROWN, WRITE DOWN WHAT YOU KNOW OR THINK YOU KNOW ABOUT THE TOPIC. (ONE IDEA PER POST-IT)
- 42.
- 43. ASSUMPTIONS VS FACTS FACTSASSUMPTIONS THE THINGS THAT ARE SUPPORTED BY DATA OR EVIDENCE THE THINGS WE CAN’T PROVE YET
- 44. ASSUMPTIONS VS FACTS ANASSUMPTION IS A STATEMENT, COMMUNICATED AS A FACT BUT WITH NO EVIDENCE TO SUPPORT IT.
- 45. ASSUMPTIONS VS FACTS FACTSASSUMPTIONS
- 46.
- 47. ASSUMPTIONS VS FACTS FACTSASSUMPTIONS
- 48. ASSUMPTIONS VS FACTS FACTSASSUMPTIONS
- 49.
- 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 HIGHCONFIDENCE LOW CONFIDENCE
- 53. ASSUMPTIONS VS FACTS LOW IMPORTANCE HIGH IMPORTANCE HIGHCONFIDENCE LOW CONFIDENCE
- 54.
- 55. ORGANIZING AND PRIORITIZING SELECTTHE 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.
- 56.
- 57.
- 58. ASSUMPTIONS $$ VOTING OPTION:MONEY $ $$ $ $ $ $ $ $ $$ $ $ $ $$ $ $ $ $ $ $ $ $ $
- 59. VOTING OPTION: MONEY ASSUMPTIONS$$ $100 $60 $40 $20 $10
- 60.
- 61. ASSUMPTIONS TESTING BOARD ASSUMPTIONSVALIDATED IF…TEST BY… PROTOTYPED INTERACTIONS NO INSTRUCTIONS ON PAGE $$ INTERVIEW QUESTION IS “YES” $40 $30 $20 SELECTED OPTION ONE $20 $10
- 63. EMPATHY MAPPING ANDWHO/DO IDENTIFY THE MOST IMPORTANT USERS, CUSTOMERS AND INFLUENCERS. DETERMINE THEIR EMOTIONAL AND SENSORY INPUTS AND OUTPUTS.
- 64. WHO / DO WHODO ENGINEERING LEAD CEO MARKETING MANAGER LOGISTICS MANAGER ACCOUNTANT
- 65.
- 66.
- 67.
- 68. PROBLEM STATEMENTS WE HAVEOBSERVED THAT [PRODUCT/ SERVICE/ORGANIZATION] ISN’T MEETING [THESE GOALS/NEEDS], WHICH IS CAUSING [THIS ADVERSE EFFECT].
- 69. PROBLEM STATEMENTS THE PROBLEMTO SOLVE IS:
- 70.
- 71.
- 72.
- 73. NOW WE WIDENTHE 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
- 74.
- 75. FOLD THE PAGEINTO 6 DRAW 6 NEW SOLUTIONS (ON YOUR OWN) SIX-UPS
- 76.
- 77. SHARE YOUR IDEASWITH THE GROUP REMEMBER, NO JUDGEMENT YET SIX-UPS
- 78.
- 79. EACH SELECT ONEIDEA DRAW THREE SCENES FROM THE IDEA: 1. THE PAIN OR PROBLEM 2. EXPERIENCING THE SOLUTION 3. THE OUTCOME STORYBOARDS 1 2 3
- 81.
- 82. WRITE A FEWSENTENCES TO EXPLAIN EACH PART OF THE STORY DESCRIBE THE EVENTS DESCRIBE THE CONTEXT STORYBOARDS
- 83.
- 84.
- 85. WE MAKE HARDCHOICES 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 IDEASAND DISCUSS WITH THE ENTIRE GROUP. REMEMBER: TOUGH ON IDEAS, GENTLE ON PEOPLE. SKETCHING
- 87. EACH PERSON TAKESTURNS 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.
- 89. USING THE FEEDBACKYOU RECEIVED, MAKE IMPROVEMENTS TO YOUR SOLUTION SKETCHING, AGAIN
- 90.
- 91. IDENTIFY THE TWOSOLUTIONS FROM YOUR TEAM SKETCHES YOU LIKE MOST AND PLACE YOUR VOTE NEXT TO THEM. VOTING
- 92.
- 93. PHASE 2 &3: COMPLETE!
- 94.
- 95.
- 96. ONE: CREATE A SHARABLEVERSION OF YOUR SOLUTION THAT CAN TEST YOUR SOLUTION TWO: DESIGN AN EXPERIMENT THAT WILL SUPPORT YOUR SOLUTION TESTING PURPOSE
- 97. TYPES OF PROTOTYPES PHYSICALDIGITAL 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 DIGITALSERVICE 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 PAPERFLIP CHART INTERACTIVE SKETCHES STATIC-LINKED SCREENS VIDEO CONCEPT MODEL SCENARIO ROLE-PLAYING PHYSICAL MODEL INTERACTIVE MODEL LANDSCAPE MODEL EXPERIENCE DIORAMA PHYSICAL DIGITAL SERVICE
- 103.
- 109. TYPES OF PROTOTYPES PAPERFLIP 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: FieldInnovation Team
- 112. TYPES OF PROTOTYPES PAPERFLIP 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 HAVETO 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.
- 116.
- 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.
- 119. AS A TEAMCREATE 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.
- 121. IDENTIFY TOP ASSUMPTIONSFROM PHASE ONE, RELATED TO THIS IDEA AND LINE UP VERTICALLY. ASSUMPTION MAPPING
- 122. ASSUMPTIONS TESTING BOARD ASSUMPTIONSVALIDATED IF…TEST BY… PROTOTYPED INTERACTIONS NO INSTRUCTIONS ON PAGE $$ INTERVIEW QUESTION IS “YES” $40 $30 $20 SELECTED OPTION ONE $20 $10
- 123.
- 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: VALIDIF: VALID IF: VALID IF:
- 126.
- 127.
- 128.
- 129. YOUR USERS AND/ORCUSTOMERS 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 ANDHOW QUESTIONS? SAY “TELL ME MORE?” DON’T ASK YES & NO QUESTIONS DON’T ASK LEADING QUESTIONS ALLOW FOR SILENCES INTERVIEWING
- 131. PAIR UP WITHANOTHER TEAM ONE TEAM PRESENTS AND THE OTHER TEAM ASKS QUESTIONS SWITCH TEAMS AND REPEAT INTERVIEWING EXERCISE
- 132. 2 MINS +5 MINS
- 133. WHAT DID YOULEARN FROM THE TEST? WHAT WOULD YOU CHANGE OR ADD TO IMPROVE THE SOLUTION? RETROSPECTIVE
- 134. ASSUMPTION MAPPING ASSUMPTION EXPERIMENTVALIDATED 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.
- 136.
- 137. X ?IT WORKED!INVALIDATED UNANSWERED QUESTIONS FIRST POSSIBLE OUTCOME
- 138.
- 139. X ?IT WORKED!INVALIDATED UNANSWERED QUESTIONS SECOND POSSIBLE OUTCOME
- 140. DON’T PANIC YOU JUSTSAVED TIME, FACE, MONEY
- 141. X ?IT WORKED!INVALIDATED UNANSWERED QUESTIONS THIRD POSSIBLE OUTCOME
- 142.
- 143. BEYOND THE SPRINT } DESIGN SPRINT Understand Diverge Build Test Converge Sprint1 } AGILE SCRUM Refine Build Test Sprint 4 Refine Build Test Sprint n }DESIGN INTERVALS Sprint 2 Refine Build Test Sprint 3 Refine Build Test
- 144.
- 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
- 146.
- 147. CTodd Lombardo Evan Ryan BruceMacCarthy Michael Connors Available on
- 148.
- 149.
- 150. Who knew ouraccount 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 “ ”