Workshop on Design Sprint - Concept to Confidence in less than 5 days

How fast can you go from an Idea to Reality?

From an idea to the time you validate your solution with real users - not friends and family, how long does it take?
In case you are yet to start, how long should you take?

Lean Startup is a buzz-word these days. And for a good reason too - it works! But, there may be times when you get hung-up trying to validate with methods like landing pages, MVPs, MVFs and Interviews. And before you know it, a month has passed by, trying to generate traffic to your landing pages, making sense of analytics and polishing your MVP. 

The Google Ventures' Design Sprint is a framework for solving real-world problems through research, ideation, prototyping and talking to real users, in 5 days or less.

How will Design Sprint help?

  • Focus. First off, design sprint will put you on the clock. 3-5 days of complete immersion. 
  • Build the right thing. Taking a Design Thinking approach inspired by IDEO, will help you look at the problem the way your customer would. Then user your teams creativity to solve it in unique ways. 
  • See the Truth. When you'll put the prototype to test in the hands of a real user, your team will see first-hand what works and what doesn't. It's the next best thing to reading your customer's minds.
  • With a couple of days still left in the week, you relax with a cup of Earl Grey tea and do some more thinking. Probably, get ready for the next sprint.

 

When we conducted design sprints with our customers, we had some unexpected realizations:

  • We saw that the ownership and motivation in the team improved significantly.
    They were mindful about "why" they were working on the features they were working on.
  • Our customers would say, "This has completely changed the way I think about building products." 
    Going from a solution driven approach to problem-first approach and keeping the products very lean.

 

 
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Outline/structure of the Session

 

 

  1. Introduction to Design Sprint
  2. Understand
    1. Pitch
    2. User Personas
    3. Competition Overview
    4. User Interview [JTBD]
    5. User Journey
    6. Critical Path
  3. Diverge Phase
    1. Crazy Eights
    2. Story Board
  4. Converge
    1. Voting
    2. Review
    3. Assumption Table
  5. Prototyping
    1. Intro to Sketch and MarvelApp
    2. Prototyping
  6. Validation
    1. Intro to User Interviews
    2. Interview scripts
    3. User Interview
    4. Consolidation of Feedback



Learning Outcome

  1. How to conduct a Design Sprint with your team
  2. How to generate ideas along with your team
  3. How to stay minimal and shoot down good ideas for better ones
  4. How to stay focused and not let polishing get in your way
  5. How to prototype quickly using tools like Keynote, Powerpoint, Sketch and MarvelApp.
  6. How to do User Studies and User Testing interviews.

Target Audience

Designers, Product Managers, Entrepreneurs

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Nitin Ramrakhyani
    By Nitin Ramrakhyani  ~  2 years ago
    reply Reply

    Hi Manish,

    Thanks for your proposal. A few quick clarifications for the benefit of all reviews :-

    1. We would be hosting a 1 day conference and you have proposed for a 6 day workshop? May be you plan to cover it in a few hours? What's the minimum time you would require the conduct the workshop and still do justice to the topic?
    2. We assume it's the standard Google Design sprint format. Anything additional that you would bring to the table for audience based on your experience in running such workshops?
    3. Also, can you please share a video link to workshop you conducted in July or any past talks you delivered. That'll help the reviewers in evaluating the proposal.

    Looking forward to your comments.

    Thanks,

    Nitin

    • Manish Chiniwalar
      By Manish Chiniwalar  ~  2 years ago
      reply Reply

      Hi Nitin,

      Thank you for your response. 

       

      1. We would be hosting a 1-day conference and you have proposed for a 6-day workshop? Maybe you plan to cover it in a few hours? What's the minimum time you would require the conduct the workshop and still do justice to the topic?
        The Actual Design sprint spans 5 days. But, based on my past experience, the participants were able to see some good results from a 2-day (6 hrs + 6hrs) workshop. 
        A single day 8 hrs workshop would be good to get a hands-on experience on all of the methods in the design sprint but difficult to see the results from the sprint.
        A 2-hour talk was just enough to understand the design sprint process.

        I was hoping to conduct a 2 Day workshop as it's a good duration to get a hands-on experience. And seeing results from the workshop improves the likelihood of them actually implementing the sprint in their teams.


      2. We assume it's the standard Google Design sprint format. Anything additional that you would bring to the table for the audience based on your experience in running such workshops?
        Yes, it's largely the same. We've been experimenting with a few tweaks to the sprint with impact maps and faster ways to prototype, though. 

      3. Also, can you please share a video link to the workshop you conducted in July or any past talks you delivered. That'll help the reviewers in evaluating the proposal.
        Unfortunately, I do not have any recorded sessions just yet. :(

       

       

      I hope that answers your questions. But, please let me know how I can improve the proposal to add maximum value to the attendees. 

      Thanks,
      Manish

      • Sachin goel
        By Sachin goel  ~  2 years ago
        reply Reply

        Hi Manish - given it is a conference and we may like to include varitey of topis for a day. It is important to understand what is the minimun time you need. We have classified slots as 20 min talk, 45 min, 90 min only.  It looks we will be too stretched to just give whole day for 1 session.

        Could you pls advise if you have to fit your sesison to one of these three slots(20,45,90 mis) which one would you do and how would you still justify the topic?

        Thanks
        Sachin

        • Manish Chiniwalar
          By Manish Chiniwalar  ~  2 years ago
          reply Reply

          Hi Sachin,

          I realize that on the days of the conference we have the 20min, 45min & 90min slots and doing a whole day sprint will deprive the participants of a diverse range of talks.

          In that case, can we do a pre or a post-conference workshop?

          If not, I think we can figure out a way have a 90 min talk with hands-on exercises for a subset of the methods, which would be crucial for a sprint.

          I'd prefer doing a larger sprint as attendees can see value in it first-hand. But, please let me know if that would be possible :)

          Thanks
          Manish

          • Nitin Ramrakhyani
            By Nitin Ramrakhyani  ~  2 years ago
            reply Reply

            Hi Manish,

            Pre/Post conf workshops slots are very few and mostly for thought leaders. I would recommend you put together a 20 min experience report focussing on your learnings with running a design sprint and how it benefitted vs the usual iterations. The chances of that getting accepted are much higher.

            Thanks,

            Nitin

            • Manish Chiniwalar
              By Manish Chiniwalar  ~  1 year ago
              reply Reply

              Hi Nitin,

              Sorry for not getting back earlier. I missed the notification on the last reply.

              I understand Pre/Post conf workshops could be difficult.
              But, I believe there wouldn't be enough value in compressing beyond 90 min either. 

              I could change the proposal to a 90 min session :)

               


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    1. Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
    2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
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    6. Where do the scrum teams stand on "expected scrum patterns" in each of the scrum events (case findings based on my experience)
    7. Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
    8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
    9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick

    Unless, we drive scrum events towards value generation by continuously eliminating waste/ anti patterns, there is no surprise that “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices” as observed by "The 2015 state of scrum" report.

    This is where Lean-scrum could prove to be powerful...

     

  • Liked Neil Killick
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    Neil Killick - The Slicing Heuristic - A #NoEstimates Method for Defining, Splitting, Measuring and Predicting Work

    Neil Killick
    Neil Killick
    Lead Agile Coach
    MYOB
    schedule 2 years ago
    Sold Out!
    45 mins
    Talk
    Advanced

    This is a concept I devised a couple of years ago, and it seems there is a new #NoEstimates audience that would like to know more about it.

    A Slicing Heuristic is essentially:

    An explicit policy that describes how to "slice" work Just-In-Time to help us create consistency, a shared language for work and better predictability.

    The Slicing Heuristic seeks to replace deterministic estimation rituals by incorporating empirical measurement of actual cycle times for the various types of work in your software delivery lifecycle.

    It is based on the hypothesis that empiricism leads to smaller cycle time duration and variation (which in business value terms means quicker time to market and better predictability) because it requires work to be sliced into clear, simple, unambiguous goals. Crucially, the heuristic also describes success criteria to ensure it is achieving the level of predictability we require.

    Its application is most effective when used for all levels of work, but can certainly be used for individual work types. For example, a User Story heuristic can be an extremely effective way of creating smaller, simpler work increments, allowing teams to provide empirical forecasts without the need for estimating how long individual stories will take. However, if you are able to incorporate this concept from the portfolio level down, the idea is that you define each work type (e.g. Program, Project, Feature, User Story, etc.) along with a Slicing Heuristic, which forms part of that work type’s Definition of Ready.

    This talk will equip teams and organisations who are established on their Agile journey with a robust, clear and repeatable method for improving the quality and time-to-market of their software development efforts.

  • Liked Bennet Vallet
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    Bennet Vallet - How Predictable is Your Agile Project

    45 mins
    Talk
    Advanced

    “When will it be done?” That is the first question your customers ask you once you start work for them. And, for the most part, it is the only thing they are interested in until you deliver. Whether your process is predictable or not is judged by the accuracy of your answer. Think about how many times you have been asked that question and think how many times you have been wrong. Now think about how much harder it is to answer that question when practicing Agile at scale. Your customers most likely feel like they have better odds of winning the lottery than they do of your next Agile project coming in on time. That you don't know your odds of success is not necessarily your fault. You have been taught to collect the wrong metrics, implement the wrong policies, and make the wrong decisions. Until now. This session will introduce how to utilize the basic metrics of flow to more effectively manage the uncertainty associated with very large scale software development. In it, we will discuss how to leverage the power of advanced analytics like Cumulative Flow Diagrams, Cycle Time Scatterplots, and Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers demand better predictability. Isn’t it time you delivered?

    The metrics of flow provide a comprehensive, analytics driven methodology for agile development at scale. By capturing real-time flow metrics and by using powerful analytical tools such as the Cumulative Flow Diagram (CFD), Cycle Time Scatterplot, and Monte Carlo Simulations one is able to more effectively manage the complexity associated with very large scale software development. Better management of complexity ultimately leads to better predictability.

    Further, these metrics provide transparency at all organizational layers. At the team level the metrics provide real-time information and act as a catalyst for continuous improvement; and at retrospectives the teams will always have the most accurate, critical and objective information upon which to base any action. For Scrum Masters and the team the metrics provide insight and levers to pull. This level of visibility is crucial to decision making as most organizations and teams can perform multiple types of work across varied layers of work-units.

    Similarly, at the enterprise and/or program level the metrics provide the transparency required to effectively manage complex and geographically distributed development and maintenance environments. One is able to track progress, productivity and pro-actively act on systemic issues such as infrastructure concerns, resource capacity, cross-team dependencies, and integration.

    Flow metrics are the most effective means to manage to predictable outcomes in an inherently uncertain field. The use of Scatterplots and Monte Carlo Simulation based on real historical metrics eliminates any need for subjective estimation. At all levels of an organization, these metrics provide much higher levels of confidence and more realistic projections.

  • Liked Krishnamurty VG Pammi
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    Krishnamurty VG Pammi - Building Cross functional teams by example.

    Krishnamurty VG Pammi
    Krishnamurty VG Pammi
    Agile Coach
    IVY Comptech
    schedule 2 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Cross functional team (CFT) as a whole has all the skills needed to build the product, and that each team member is willing to do more than just their own thing. Agile methodologies recommend long lived CFTs to implement agile manifesto and principles effectively. CFTs have become more popular in recent years for many reasons that include but not limited to:

    1. They improve coordination and integration
    2. They are flexible to adapt to changing market needs
    3. They develop innovative products more quickly
    4. They span across organization boundaries
    5. They improve problem solving and lead to more thorough decision making

    To be precise, we are not fully agile if we do not nurture CFTs. Not far from now, you will see digital enterprises trying to compete with each other in developing and releasing their apps every 5 days.  CFTs will become one of the fundamental pillars for agile methodologies to adapt to such aggressive future needs

    Building CFTs is an art and nurturing collaboration among CFTs is even more challenging. In this talk, I will explain about

    (1) Building Cross Functional Teams by Example

    (2) Nurturing Cross-functional Team Collaboration

    (3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.