This document outlines the process of a design sprint used to validate product ideas. It discusses gathering inputs from various perspectives, defining problem statements and hypotheses to test, conducting rapid prototyping and user testing, and analyzing results to determine whether to pivot, kill, or continue an idea. The goal of a sprint is to learn quickly without fully building products in order to reduce risk and build the right solution for customers. Interactive prototyping and usability testing are emphasized over traditional design approaches to gather early feedback and make data-driven decisions.
What's the problem you want to solve and why? Europe 2015Adam Berk
Leanstartup (TM Eric Ries) workshops in Europe at Numa, Rockstart and Etohum challenging early stage founders to talk to 3-25 customers/users (the person for whom they are directly solving a problem). No solutions, no friends, no "would you", no excuses, no waste!
SINY Leanstartup Introduction | Reduce waste, run experiments!Adam Berk
Thanks John Lynn, @jmlynn7 @startupinst for bringing us in to talk about leanstartup and the practical application for folks.
Folks at home - if you want to PRACTICE some of the lessons in this deck, we are giving away $100 bills at #sxswi for people to do customer development, state problem hypotheses, and run experiments.
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
What's the problem you want to solve and why? Europe 2015Adam Berk
Leanstartup (TM Eric Ries) workshops in Europe at Numa, Rockstart and Etohum challenging early stage founders to talk to 3-25 customers/users (the person for whom they are directly solving a problem). No solutions, no friends, no "would you", no excuses, no waste!
SINY Leanstartup Introduction | Reduce waste, run experiments!Adam Berk
Thanks John Lynn, @jmlynn7 @startupinst for bringing us in to talk about leanstartup and the practical application for folks.
Folks at home - if you want to PRACTICE some of the lessons in this deck, we are giving away $100 bills at #sxswi for people to do customer development, state problem hypotheses, and run experiments.
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
Facilitate a Virtual Crash Course.
It's simple, fun, and educational.
http://dschool.stanford.edu/dgift
This playbook supports a 90-minute virtually-facilitated workshop where participants are taken through a full design cycle by participating in The Gift-Giving Project.
Design Thinking is a design methodology that provides a solution-based approach to solving problems. The first stage of Design Thinking is to Empathise. During the empathise phase, the designer spends time getting to know the user and understanding their needs, wants, and objectives.
This presentation was given at a Professional Development Inservice day for teachers of grades K-1. This was an introductory session into Design Thinking in education. For more information email thoma.1@napls.us
During the third stage of the Design Thinking process, designers are ready to start generating ideas. You’ve grown to understand your users and their needs in the Empathise stage, and you’ve analysed and synthesised your observations in the Define stage, and ended up with a human-centered problem statement. With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you’ve created, and you can start to look for alternative ways of viewing the problem.
GHCI '15 Idea to Iteration: Method to the Madness - Design Thinking WorkshopMydhili Bayyapunedi
Slides from the Design Thinking workshop: Idea to Iteration run at Grace Hopper Conference in Bangalore, India.
The purpose of this session is to help entrepreneurs and intrapreneurs navigate the full-design cycle - from Ideation to Prototyping to Iteration with ease. This is a variation of Stanford d-school’s Design Thinking methodology.
If you would like to use these slides in your presentation, please get in touch with us at @myd @mphaxise
During the Define stage, you put together the information you have created and gathered during the Empathise stage. This is where you will analyse your observations and synthesise them in order to define the core problems that you and your team have identified up to this point. You should seek to define the problem as a problem statement in a human-centred manner.
Introduction to reasoning and design thinking.
Reasoning is associated with thinking, cognition, and intellect.
Design thinking is a deeply human process that taps into abilities we all have but get overlooked by more conventional problem-solving practices.
[UserTesting Webinar] Design Thinking & Design Research at Credit KarmaUserTesting
Yasmine Khan, Lead Design Researcher at Credit Karma, walks us through the different types of research her team performs and the impact it's made on the company’s product and the people who build it. She'll also unpack the way in which collaborative Design Thinking workshops and mini-museums make research more impactful and enhance team learning.
The Rapid Experimentation Field Guide is a tool to use when applying the design-thinking principles of rapid experimentation to determine how (and if!) your idea aligns with your customers' needs. It’s design-thinking with a splash of lean startup best practices to help you learn how to iterate on your ideas and make better, more successful decisions about evolving your products.
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
Design thinking as divergent and convergent thinking.
Design thinking : The 5 stage process.
Empathy
Define
Ideate
Prototype
Test
Common design thinking problem.
Facilitate a Virtual Crash Course.
It's simple, fun, and educational.
http://dschool.stanford.edu/dgift
This playbook supports a 90-minute virtually-facilitated workshop where participants are taken through a full design cycle by participating in The Gift-Giving Project.
Design Thinking is a design methodology that provides a solution-based approach to solving problems. The first stage of Design Thinking is to Empathise. During the empathise phase, the designer spends time getting to know the user and understanding their needs, wants, and objectives.
This presentation was given at a Professional Development Inservice day for teachers of grades K-1. This was an introductory session into Design Thinking in education. For more information email thoma.1@napls.us
During the third stage of the Design Thinking process, designers are ready to start generating ideas. You’ve grown to understand your users and their needs in the Empathise stage, and you’ve analysed and synthesised your observations in the Define stage, and ended up with a human-centered problem statement. With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you’ve created, and you can start to look for alternative ways of viewing the problem.
GHCI '15 Idea to Iteration: Method to the Madness - Design Thinking WorkshopMydhili Bayyapunedi
Slides from the Design Thinking workshop: Idea to Iteration run at Grace Hopper Conference in Bangalore, India.
The purpose of this session is to help entrepreneurs and intrapreneurs navigate the full-design cycle - from Ideation to Prototyping to Iteration with ease. This is a variation of Stanford d-school’s Design Thinking methodology.
If you would like to use these slides in your presentation, please get in touch with us at @myd @mphaxise
During the Define stage, you put together the information you have created and gathered during the Empathise stage. This is where you will analyse your observations and synthesise them in order to define the core problems that you and your team have identified up to this point. You should seek to define the problem as a problem statement in a human-centred manner.
Introduction to reasoning and design thinking.
Reasoning is associated with thinking, cognition, and intellect.
Design thinking is a deeply human process that taps into abilities we all have but get overlooked by more conventional problem-solving practices.
[UserTesting Webinar] Design Thinking & Design Research at Credit KarmaUserTesting
Yasmine Khan, Lead Design Researcher at Credit Karma, walks us through the different types of research her team performs and the impact it's made on the company’s product and the people who build it. She'll also unpack the way in which collaborative Design Thinking workshops and mini-museums make research more impactful and enhance team learning.
The Rapid Experimentation Field Guide is a tool to use when applying the design-thinking principles of rapid experimentation to determine how (and if!) your idea aligns with your customers' needs. It’s design-thinking with a splash of lean startup best practices to help you learn how to iterate on your ideas and make better, more successful decisions about evolving your products.
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
Design thinking as divergent and convergent thinking.
Design thinking : The 5 stage process.
Empathy
Define
Ideate
Prototype
Test
Common design thinking problem.
A design sprint is a five-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.
Introduction to Design thinking 2015 by Vedran AntoljakVedran Antoljak
Design Thinking presentation for those designers that have not been in touch with consulting business and those managers that don't know much about design.
We've all been there. Sitting in a boardroom. Bored out of our minds in another "brainstorm". Waiting for the misery to end.
Get out of your rut and stop wasting time. Start producing kick-ass ideas today...what are you waiting for? Click the next button and let's get started...
Learn how to combine Agile User Stories, Out Side-in Development, and Innovation Games to get the right product built for your customers. Presented to the IIBA 7/8/2007.
First presented at the Push Conference in October 2018 in Münich, Germany.
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See more at ui-patterns.com
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Are you stuck in product tunnel vision, still focusing on implementing ideas months old, only to find out they failed? Are you tired of spending time on building stuff nobody wants (other than your boss)?
Then let's go on a ride! Anders will tell you how to escape tunnel vision and start focusing on building the right thing. The silver bullet is systematic and constant product testing.
Anders will take the boring part out of testing and show you how easy it can be, so you product can start shining to more (and the right) people. He will reveal his playbook of cleverly thought out product experiments used by product builders at companies like Spotify, Booking.com, Facebook, Amazon, and Google and recommended by top universities like Havard, MIT, and Stanford.
"A scenario is a description of a person’s interaction with a system.
Scenarios help focus design efforts on the user’s requirements, which are distinct from technical or business requirements.
Scenarios may be related to ‘use cases’, which describe interactions at a technical level. Unlike use cases, however, scenarios can be understood by people who do not have any technical background. They are therefore suitable for use during participatory design activities." http://infodesign.com.au/usabilityresources/scenarios/
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
2. Who am I?
Originally a Designer
Full Stack developer
Graduate degree in Digital Media
Design for Learning
Alex Britez
Director of Digital Innovation
alex@unthinkmedia.com
www.linkedin.com/in/unthinkmedia
@abritez
11. Traditional
Design, Usability
“What are we making?”
Design Thinking &
Lean Methodology
Measuring, validating
product market fit
“Are we making the
right thing”
Agile
Collaboration, Delivery
“How do we make it?”
12. What is a Design Sprint?
The sprint gives teams
a shortcut to learning
without building and
launching.
- Google Ventures
13. Why a Product Design Sprint?
Flexible, repeatable process
Semi-predictable deliverables
Goal oriented
Removes waste
Customer Centered
Flattens silo
Transparent
17. The hats to be worn
“I make sure there is
rigor in the process”
“I interpret the findings
into a point of view”
“I turn insights into
product idea”
“I create tools and
experiences that we
could learn from”
18. Gather all your inputs!
Unknown
Known
UnknownKnown
Facts that we need to validate
with data
Our gut intuitions, requires
serious validation
Exploratory provocations to
uncover an unfair advantage
We don’t know, but know how to
find out (logs, reports)
Certainty
Knowledge
19. Problem
Validation Loop
Understanding & Hypothesis
Goal: to get create a shared
understanding across your team,
teasing out risky assumptions and
run experiments.
Test those assumption with REAL
customers, and observe and
empathize with their pains.
22. Set goals!
Happiness: measures of user attitudes, often
collected via survey. For example:
satisfaction, perceived ease of use, and
net-promoter score.
Engagement: level of user involvement,
typically measured via behavioral proxies
such as frequency, intensity, or depth of
interaction over some time period.
Examples might include the number of
visits per user per week or the number of
photos uploaded per user per day.
Adoption: new users of a product or feature.
For example: the number of accounts
created in the last seven days or the
percentage of Gmail users who use labels.
Retention: the rate at which existing users are
returning. For example: how many of the
active users from a given time period are still
present in some later time period? You may
be more interested in failure to retain,
commonly known as “churn.”
Task Success: this includes traditional
behavioral metrics of user experience, such
as efficiency (e.g. time to complete a task),
effectiveness (e.g. percent of tasks
completed), and error rate. This category is
most applicable to areas of your product that
are very task-focused, such as search or an
upload flow.
23. Example of Google’s HEART framework
Example Goal:
For users to keep discovering new content
Example Signal:
The amount of time users spend engaging with content on our site.
Example Metric:
The average number of minutes spent actively engaging in content on the site,
per user, per day (uploads, views, shares, etc...)
24. 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
Technical capacities and challenges
Existing relevant user research
Pedagogical Research
Field knowledge
Customer support
26. Job-based segmentation “assumptions”
Does one on one
instruction at
Writing Lab
Teaches a lecture
class of 400 students
Teaches class of 20
students
Job Context Desired Outcome
Grading essay Get all students to
grade level
Motivation
Reduce time to
grading essays
Get good rating from
student
50% of bonus
based on student
evaluation
Work life balance
Getting tenure
28. Writing your Hypothesis
We believe that ____________ that _________
need to ____________ because __________ .
persona type job to be done
motivationdesired outcome
29. Prioritizing Risk: Impact vs Certainty
Based on our inputs, and
their individual agency,
how certain are we that
our assumptions are
true?
How much risk is there if
we are wrong?
30. Draw your line in the sand
We will test this assumption using ______________. We will know
we have succeeded when _____________ of participants do
______________.
experiment type
success metric
quantifiable outcome
31. Design your experiment
Customer Development Interview
Stage the problem to capture emotion
Tread carefully….
User Testing to get a baseline for process improvements
Presumptive Design Prototype to validate underlying
assumptions
32. Cost vs. Certainty (evidence)
The less the certainty, the
less time/$ you devote to it.
33. The science of asking questions
Problem Discovery
Describe your each step
involved to complete [job to
be done]. What are you
thinking during each step?
What are you feeling?
Problem Validation
Tell me about the last time you
[process you’re improving]
What are you currently doing
to solve this problem/get
this value?
34. Act like a 5 year old
Problem: The Washington Monument was disintegrating
Why is the monument disintegrating?
Use of harsh chemicals
Why do they need harsh chemicals?
To clean pigeon poop
Why so many pigeons?
They eat spiders and there are a lot of spiders at monument
Why so many spiders?
They eat gnats and lots of gnats at monument
Why so many gnats?
They are attracted to the light at dusk
Solution: Turn on the lights at a later time
35. Avoid aspirational response
Aspirational
How important is a balanced breakfast?
It is very important! Gives you energy to get through
the day
Actual
Could you tell me what you’ve had for breakfast
the past three days?
I was in a rush getting the kids to school, so I just
had grabbed a pop-tart!
Why were you in a rush? Why..? Why…?
How often are you in a rush?
39. What is the journey map?
Example from: http://justin.bz/create-a-customer-journey-map/
40. How motivated are they for change?
Need
Current Satisfaction
Opportunity
Risky
(you better be really good or
really cheap)
Risky
(don’t care enough to pay)
High Risk
48. Why think outside of the box, when
you could make a spaceship out of it?
Designing for constraints
49. Step 1: Creating a “How might we…” questions
Why use this?
1. Shared Point of View
2. broad enough to avoid a narrow
perspective
3. specific enough that we address
the core issues to be solved
Example
“How might we create a safe place for students to practice their speeches?”
Source: Ideo
Step 2: Remember your goals!
51. Diverge: Crazy 8s
5-7 minutes
1. Each person gets a few sheets of
paper.
2. Fold paper in half 4 times
3. When time starts, have each
team member fill up those boxes
53. Share your ideas
(5 min share + 3 min feedback) * team members
1. Each member get 5 minutes to share their entire
8 panels.
2. 3 minutes of feedback per team member
3. During Feedback
a. Build on the ideas
b. Combine ideas
c. Highlight what you really like ...and repeat
54. converge
select 2-3 of your favorite concepts
combining is okay, but don’t go crazy. it becomes
impossible to explain
55. Converge: Storyboarding
15 minutes
1. Each team member has paper and sticky notes.
2. Think about a “critical path” that best
communicates the value proposition
3. Draw the starting point of that path
4. Draw the ending point of the that path
5. The rest of the time is spent filling in the areas in
between.
6. In the last 5 minutes have them place the stickies
56. Silent gallery walk through
2 minutes per idea
1. Each member gets unlimited number of small sticky
dots
2. Signal every time 2 minutes pass, so reviews would
swap positions.
3. Have them add sticky dot on the ideas that they like.
4. Add additional feedback on stickies
...and repeat
57. quick critique
3 minutes per idea
1. Hand the person getting the critique a timer set
to 3 minutes
2. Have team state what they liked
3. Build on ideas
4. Combine ideas with another group member
...and repeat
60. dot voting: Thinking Hats
3 minutes per idea
Customer Voice: Invite some customers (or target
market) to help narrow down the products.
Business Viability: Will we be able to sell this?
Technical Feasibility: How difficult will it be to
make this?
Pedagogical Value: Are the design decision backed
by any efficacy research? Will students learn?
Risk! ...and repeat
67. The science of asking questions
Product Validation
Could you introduce me to a
few colleagues that
would be interested in a
product like this?
Product Optimization
If you had a magic wand,
what would you add or
remove in this product?
Wrap up
It sounds like x is very
important to you, while y
is not. How accurate is
that?