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Sprint school slidepack final
This document provides an overview of a SprintSchool for designing solutions using a sprint methodology. Some key points: 1. Sprints can be used to efficiently test solutions in a short time period to avoid building the wrong product. Both successful and failed prototypes provide learnings. 2. When selecting participants, it is important to include representative stakeholders, users to test prototypes, and people who can implement solutions after the sprint. 3. The sprint process involves understanding problems through research, diverging to generate ideas, deciding on solutions to prototype, testing assumptions with prototypes, and iterating designs based on user feedback. 4. User testing of prototypes is a key part of sprints to get real feedback on
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Sprint school slidepack final
- 1.
- 2. Introduction 1. Why Sprints? 2.Expectations
- 3.
- 4.
- 5. Your brain islike a parachute, it must be fully open to work effectively.
- 7. –Maya Angelou I’ve learnedthat people will forget what you said, people will forget what you did, people will not forget how you made them feel
- 8.
- 9. Progress not perfection Acknowledge the past;create the future Avoid fields (landmines); jump fences Keep asking why Yes, and… Embrace your superpower Separate the idea from the person Engage elephants in the room
- 11.
- 12. Problem Statement Clinical staffdon’t receive timely feedback from patients.
- 13. A Sprint canhave the following outcomes: An efficient failure: The prototypes didn’t hit the mark, but you learned something (many things) and saved your team 4-6 months of work building the wrong product. You might want to run a follow up Sprint. A flawed success: Some of your ideas met users’ needs but not all of them. You learned something and can now iterate and test again. An epic win: The concept met your users’ needs; they were able to complete tasks easily and engaged with all the features you mapped out. You are ready to implement!
- 14. When do youuse a sprint? •High Stakes •Not enough time •Just plain stuck
- 15. Plan 1. Sprint -worthy 2. Right people, place & time
- 17. Questions • What ismissing? • What worries you? • What sounds promising? Exercise: Who has a problem that might be sprint-able?
- 19. FAMILY FEUD FAMILYFEUD FAMILY FEUD FAMILY FEUD FAMILY FEU FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FE
- 20. 20 10 10 10 Representative stakeholders Right # ofparticipants Able to attend for whole sprint Able to continue the work after the sprint Cheer SilenceLoseWin Boo Round 1
- 21. 20 10 10 10 10 Agrees with thesprint methodology Will be in charge of Implementing beyond testing phase Able to attend all of the sprint or at critical times Willing to be part of the sprint planning Ready to be a ‘door-kicker’ Cheer SilenceLoseWin Boo Round 2
- 22. 20 10 10 10 10 10 Establishing ground rules Giving participantsan overview of the sprint process Ensuring leaders at sprint site are aware & know expectations Identifying experts for lighting talks Making sure you have all of the materials/resources you need Agreeing which ‘users’ will be testing your prototypes Cheer SilenceLoseWin Boo Round 3
- 23. 20 10 10 10 Over communicate! Use avariety of tools/methods (e.g. Slack, Trello) Set clear expectations & priorities Follow up, follow up, follow up! Cheer SilenceLoseWin Boo Round 4
- 24. 20 10 10 10 10 Representative of real users (nomanagers!) Located at sprint site Have time for testing # of users to test with (5) Use sprint sponsors/ planners networks to find users Cheer SilenceLoseWin Boo Round 5
- 25. 20 10 10 10 10Facilitators’ attitudes Food &snacks Breaks The right space Windows/natural light Cheer SilenceLoseWin Boo Round 6
- 26. Understand 1. Collecting research 2.Identifying users 3. The power of HMW? 4. Mapping understanding
- 28. List all theways you Research about a topic Most Data Rich Least Data Rich Organize them by:
- 31. Methods to DevelopEmpathy Observations/ Shadowing User Interviews Expert Interviews In-Context Immersion Analogous Inspiration
- 35.
- 37. HMW Create an environment where patient feedbackis valued? HMW Ask patients how they would rate their experience on their most recent visit? HMW Create mechanism where patients can give clinical staff feedback during or right after their contact? Too Broad Too Narrow Clinical staff don't receive timely feedback from patients
- 39.
- 41.
- 49. During divergence weare creating choices and during convergence we are making choices. Design thinking relies on an interplay between: analysis and synthesis; breaking problems apart and putting ideas together.
- 56. What questions dowe need to answer through this SPRINT?
- 57. Make a map Mapout the steps of the user's journey This will be a simple diagram with around 5-15 steps.
- 60.
- 66.
- 70. Diverge The creative magicof constraints
- 77.
- 82. Decide 1. Solution sketches 2.Sprint questions 3. Voting to decide
- 83. “a testable ideais better than a good idea”. Michael Schrage of MIT
- 84. Solution Sketch Storyboard BestIdea Create a three-panel storyboard of your solution.
- 92.
- 94. Prototype 1. Storyboarding 2. Prototyping 3.Interview questions
- 110. • Should stemfrom your sprint questions & assumptions • Let participants figure it out on their own. Don’t pitch or explain the product. Answer questions with questions. • Ask who, what, where, when, why, and how questions. • Ask follow-up questions. Silence and pregnant pauses are also effective ways to draw people out. • Avoid leading questions. Interview Questions - Testing
- 111. Test 1. Setting upusers 2. Capturing feedback
- 112. Why User Testing? Focuson solving problems that have a direct impact on your users and impact User Testing immediately shows you REAL PROBLEMS with your Prototype….Not problems you think you have. Cheap, Simple and EXTREMELY Effective
- 113. What are ways youcan test your Patient Feedback Prototype?
- 114. How many usersshould you test on?
- 115.
- 116.
- 117.
- 119. Follow-up 1. Iterating 2. Avoidingtraps 3. Sharing value
- 121.
- 123.
- 124.
- 125.
Editor's Notes
- #4 A methodology for creative problem solving Starts with a problem It’s about creating ideas, lots of them It’s not about consensus
- #5 Bring an open mind Be curious and challenge the status quo It’s safe to be uncomfortable Challenge your own biases
- #7 To help solve complex problems It combines business strategy, science, behavioral observations and visual arts Done with passion and desire it works Unintended ideas are often solutions
- #11 Sprintitis has taken over AHS! People are motivated to improve our health system! We have exceptional talent in our organization People are now ready for action and no more talk Designing with and for our patients, clients and residents is becoming paramount We have seen the down side of steering committees and working groups to produce results Design Sprint School OBJECTIVES Describe a sprint Understand what kind of problems can be addressed in a sprint Know the 5 phases of a design sprint Be familiar with some of the methods/tools used in each phase Know how to prepare for a sprint Be able to run a sprint or co-facilitate one with a more experienced sprint master
- #14 You mention this the minute someone gets a whiff of trying to do a sprint You can not run a sprint without building prototypes and testing. That is what distinguishes it from other type of days that use design thinking.
- #17 We have an opportunity to shift how our organization works This is a huge thing So we thought it was worthy – of making sure that SPRINTS get a good reputation! Often asking – do you want action – do you want to test something will weed out the people who are still in the talking phase The prototype building and testing is a defining element of a sprint
- #19 Family Feud Template Introduction Slide – The Countdown!
- #20 Family Feud Template Introduction Slide – Family Feud!
- #21 Family Feud Template 4 Panel Slide
- #22 Family Feud Template 5 Panel Slide
- #23 Family Feud Template 6 Panel Slide
- #24 Family Feud Template 4 Panel Slide
- #25 Family Feud Template 5 Panel Slide
- #26 Family Feud Template 5 Panel Slide
- #34 Power of Observation FIND OUT SOMETHING UNEXPECTED Create 3 columns, WHAT ( what is the person doing in the photo? , HOW are they doing it, WHY ( Why are they doing it this way?)
- #40 Ask the experts
- #42 Analogous Reasoning/inspiration Source: https://static1.squarespace.com/static/57c6b79629687fde090a0fdd/t/58d3fa1e20099e1b0371a403/1490287182304/DESIGN+THINKING+PLAYBOOK.pdf
- #48 Good design is grounded in a deep understanding of the person for whom you are designing.. An Empathy Map is one tool to help you synthesize your observations and draw out unexpected insights.
- #49 Empathy maps start out clean but can quickly get crazy busy
- #50 https://designthinking.ideo.com/?tag=synthesis
- #51 https://www.slideshare.net/br2msi/google-design-sprint?qid=d0251b07-e7fb-4eb8-8b38-76e5d595db51&v=&b=&from_search=1
- #52 https://www.slideshare.net/FrdricZugaj/design-sprintmethods
- #53 https://www.slideshare.net/FrdricZugaj/design-sprintmethods
- #54 https://www.slideshare.net/FrdricZugaj/design-sprintmethods
- #56 What problem do our patients and families say needs improvement? What is the motivation behind what the user wants? Is this a root cause? starts with exploration & research. First we ask, "What are we trying to solve?", "Is this the best method to solve this problem?", & "Are we sure this is the users' problem?." The more you research your users to better understand a day in their shoes, the more empathetic you'll be to fully understand a day in their life & their needs. The problem the client or user thinks they have isn't always the actual issue so we constantly ask 'Why?' to drill deeper. What are all the jobs-to-be-done? What is the problem that this product is going to solve? What is the motivation behind what the user wants? https://github.com/thoughtbot/design-sprint/blob/master/Exercises/problem-statement.md __________________________ Needs a way to ________ (write down their need) Surprisingly / because / but (circle one) ________(insight)
- #57 What questions do we need answered through this SPRINT? Get pessimistic. Ask: How could we fail? Turn these fears into questions you could answer this week. List them on a whiteboard. (SPRINT book p. 57)
- #58 List customers and key players on the left. Draw the ending, with your completed goal, on the right. Finally, make a flowchart in between showing how customers interact with your product. Keep it simple: five to fifteen steps. (p. 65) Starting with the Problem Statement as the first step, as a group, use your understanding of the Problem Statement to map out the steps of the user's journey through solving that problem The Facilitator should stand at the whiteboard and draw the flow. Keep adding steps until you've reached a solution.
- #59 https://www.slideshare.net/borryshasian/solving-design-and-business-problems-in-3-days-with-design-sprint-by-borrys-hasian-from-circle-ux?qid=e519598a-b2a6-454a-aa38-9e68a9ba9f80&v=&b=&from_search=12
- #60 https://www.slideshare.net/FrdricZugaj/design-sprintmethods
- #66 Decide on top customer and key step in process to focus ideation on for the remainder of the sprint; or a few areas of the map and assign people to sections for ideation
- #68 List customers and key players on the left. Draw the ending, with your completed goal, on the right. Finally, make a flowchart in between showing how customers interact with your product. Keep it simple: five to fifteen steps. Starting with the Problem Statement as the first step, as a group, use your understanding of the Problem Statement to map out the steps of the user's journey through solving that problem The Facilitator should stand at the whiteboard and draw the flow. Keep adding steps until you've reached a goal.
- #69 https://www.slideshare.net/borryshasian/solving-design-and-business-problems-in-3-days-with-design-sprint-by-borrys-hasian-from-circle-ux?qid=e519598a-b2a6-454a-aa38-9e68a9ba9f80&v=&b=&from_search=12
- #70 https://www.slideshare.net/borryshasian/solving-design-and-business-problems-in-3-days-with-design-sprint-by-borrys-hasian-from-circle-ux?qid=e519598a-b2a6-454a-aa38-9e68a9ba9f80&v=&b=&from_search=12
- #72 Illuminating all the possible paths - Include pre-conceived ideas -all solutions on a level playing field. - See where that path takes you If you don’t bring out your pre-existing ideas, you do yourself a disservice.
- #74 Use basic shapes to doodle
- #78 Think of it this way. Imagine you were asked to write down as many uses for a brick as possible. Many people would just start listing all their ideas (building a wall, building a walkway, etc.). But what if you started from a broader perspective, such as thinking about the properties of a brick. - It's heavy, so you could use it: as a paperweight, to hold down a garbage bag while raking, as an exercise weight, to grill juicer chicken, etc. It's also thick, so you could use it to prop up a planter or as a doorstop. It's red, it's hard, it's rectangular, etc. That's the magic of mind mapping: Once you start, the possibilities seem almost endless.
- #81 Crazy 8s 2 different ways to do it: refine the same idea with different versions, or get more ideas out on the table with 8 different ideas If you get stuck, use same idea with slight variation: keeps you moving Do two rounds to get best results
- #82 Reflect: what makes divergence uncomfortable, and how can we mitigate that discomfort?
- #85 Solution sketch. Create a three-panel storyboard by sketching in three sticky notes on a sheet of paper. Make it self-explanatory. Keep it anonymous. Ugly is okay. Words matter. Give it a catchy title. Storyboards are great to use when the group has had some time to think individually about the problem and many possible solutions to it. Storyboards allow people to develop those early ideas further by giving them more time to dive into details of the interaction. https://github.com/thoughtbot/design-sprint/blob/master/Exercises/storyboards.md
- #86 Before solution sketching, remind group of what they are designing for – the sprint questions and the map. The magic of user centered design and prototyping
- #87 Best to use when Storyboards are great to use when the group has had some time to think individually about the problem and many possible solutions to it. Storyboards allow people to develop those early ideas further by giving them more time to dive into details of the interaction. They are part of the Google Ventures Diverge day cycle along with Mind Mapping, Crazy Eights, Silent Critique. Instructions: The goal is to take the ideas we’ve generated so far and sketch an actual UI showing how a user would move through this part of the story — where they click, what info they enter, what they think, etc. From The product design sprint: diverge (day 2) Start with a blank sheet of paper and put 3 sticky notes going down the side of the page. Choose an idea that you had previously from another exercise like Mind Mapping or Crazy Eights to put more thought and detail into. Each sticky note is one frame in the storyboard. The sticky note should be used to draw the action that is happening. Use the room on the paper to the side of the Post-it to give a brief explanation. Make sure that each frame is understandable without further verbal explanation. Fill in each frame in the storyboard. Give the storyboard a title that encapsulates what is happening. Hang each story board on the wall with tape or a pin. Have either a Silent Critique, a Group Critique or both. https://github.com/thoughtbot/design-sprint/blob/master/Exercises/storyboards.md
- #90 Art Gallery Review and Voting
- #93 What else should you test in your user study? Listing out your underlying assumptions is a good way to revisit the big picture, especially when you’ve been heads down in a sprint for a few days.
- #114 Simulation Role Playing
- #117 Simulation Role Playing
- #119 Talk less, you facilitate, don’t prime their response. Don’t put words in their mouth. 1 person only.
- #122 Discussion – how to avoid going back to committee land
- #123 People feed off the sprint master – energy pushing envelope – kind and pushing Different between a great sprint and a medium sprint Reassure people that is OK At the end of day one – people are uncertain Going through the adversity – to get to something magnificent (end of day 1) Environment and food you are feeding them Walking the walk – I am a participant No observers Make have all the critical roles filled – magic of the sprint might not happen
- #124 Things that need sprinting at AHS
- #125 Throughout the SPRINT capture what you like, what you wish could happen or be different, and what you’d want to try next time.