设计冲刺下载

by George Krasadakis

通过乔治·克拉萨达基斯(George Krasadakis)

Design Sprints can generate remarkable output for your company — such as a backlog of impactful ideas, functional prototypes, learning and key insights from customers along with real business opportunities.

Design Sprint可以为您的公司带来非凡的输出-诸如积压有影响力的想法，功能原型，客户的学习和关键见解以及真实的商机。

Consider this situation: your company needs to solve a major real-world problem — you need a novel solution, better than any other offering available in the market. You could be aiming for a product, a component, a system, a service or a process.

考虑这种情况 ：您的公司需要解决一个重大的现实问题-您需要一种新颖的解决方案，比市场上提供的任何其他解决方案都要好。 您可能针对的是产品 ， 组件 ， 系统 ， 服务或过程 。

In an ideal scenario, before making any investments, you would need the set of candidate solutions, prototyped and exposed to a controlled set of real users. This would enable enough signals and insights to make informed decisions and setup a better product development strategy.

在理想的情况下，进行任何投资之前，您将需要一组候选解决方案，这些解决方案应具有原型并暴露给一组受控的实际用户 。 这将提供足够的信号和见解，以做出明智的决策并制定更好的产品开发策略。

To get there — from a problem to functional prototypes enriched with customer feedback — you can follow standard paths. For example you can consult the experts in your organization, assign work-streams to different teams, coordinate the work, schedule brainstorming meetings, and wait in the queue to get UI designs and then to develop prototypes — a lengthy process with several drawbacks, dependencies, issues and risks.

为此，从问题到功能丰富的原型，再加上客户反馈 ，您可以遵循标准的方法。 例如，您可以咨询组织中的专家，将工作流分配给不同的团队，协调工作，安排头脑风暴会议，并在队列中等待以获取UI设计，然后开发原型，这是一个漫长的过程，存在多个缺点，依赖性，问题和风险。

Or, you can setup a powerful multidisciplinary team and ‘lock’ it in a room for a few days, with a clear goal: a shortlist of inexpensive, realistic prototypes of selected high-potential concepts, each enriched with feedback from real users.

或者，您可以组建一个强大的多学科团队，并将其“锁定”在房间中几天 ，并有一个明确的目标： 从选定的高潜力概念的廉价，现实的原型入围 ，每个原型都包含真实用户的反馈。

A rapid innovation process outputting potential solutions to your problem and evidence from real users on how effective they are.

他们是 如何有效的快速创新的过程输出到您的问题，并 从实际用户的证据可能的解决方案。

This intense ideation and prototyping process comes in several forms and variations — a popular one being the ‘Design Sprint’, which promises ‘Solutions to big problems in just five days’. It uses ‘design thinking’ principles and introduces several techniques, tools and rules.

这种激烈的构思和原型设计过程有多种形式和变体-流行的是“ Design Sprint”，它承诺“在短短五天内就能解决重大问题”。 它使用“设计思维”原则，并介绍了几种技术，工具和规则。

成功因素 (The success factors)

To get real value from a Design Sprint, you must emphasize on the right setup, preparation and readiness — or you may end up hosting an expensive multi-day brainstorming session outputting just noise.

为了从Design Sprint获得真正的价值，您必须强调正确的设置 ， 准备和准备工作 -否则您可能最终会主持一个昂贵的为期数天的头脑风暴会议，仅输出噪音 。

Having joined a large number of ‘ideation and prototyping’ sessions along with 10’s of formal ‘Design Sprints’, I would summarize the critical aspects and success factors in the following way.

在参加了大量的“想法和原型设计”会议以及十个正式的“设计冲刺”之后，我将通过以下方式总结关键方面和成功因素。

1.定义问题陈述 (1. Define the problem statement)

Don’t let the problem statement become your real problem! Most of the unsuccessful Design Sprints and prototyping sessions I have experienced so far, share this specific single point of failure: a poorly defined problem statement, which triggers time-consuming discussions, iterations and unnecessary regression — setting the entire process at risk.

不要让问题陈述成为您真正的问题 ！ 到目前为止，我经历过的大多数失败的设计Sprint和原型开发会议都共享这一特定的单点故障：定义不明确的问题陈述会触发耗时的讨论，迭代和不必要的回归，从而使整个过程处于危险之中。

In contrast, the Design Sprints that started with clarity on the problem to be solved, moved on rapidly towards impressive solutions and prototypes.

相反，Design Sprint从明确要解决的问题开始，然后Swift发展为令人印象深刻的解决方案和原型。

The Design Sprints that started with clarity on the problem to be solved moved on rapidly towards impressive solutions and prototypes.

从明确要解决的问题开始的设计冲刺就Swift转向了令人印象深刻的解决方案和原型。

Although the first day of the Design Sprint is usually about framing and re-framing the problem statement, I am convinced that having a good problem definition upfront is key for a successful outcome. You can always revise it and reset it as necessary during the first day, but a solid basis can make the difference. In any case, the team needs to be open to understand the problem and ready to consider different angles and unconventional approaches.

尽管“设计冲刺”的第一天通常是围绕问题陈述的框架和重新框架，但我深信， 预先做好良好的问题定义是取得成功结果的关键。 您始终可以在第一天进行修改并根据需要将其重置，但是扎实的基础可以有所作为。 无论如何，团队需要开放以了解问题，并准备考虑不同的角度和非常规的方法。

There are several templates and methods to help you construct a valid problem statement — in general you need to describe the current situation vs the ideal state and the related implications for the involved users.

有几种模板和方法可帮助您构造有效的问题 声明 —通常，您需要描述当前状况与理想状态的关系以及对相关 用户的影响 。

2.建立合适的团队 (2. Set up the right team)

The synthesis of the team sets the foundation for the entire Design Sprint — you need diversity of thought, skills and perspectives along with expertise and creativeness — all combined in a small multidisciplinary team with the right culture: a team willing to share, collaborate, challenge assumptions, think big but also be pragmatic and purpose-driven.

团队的综合为整个设计冲刺奠定了基础-您需要多样化的思想， 技能和观点以及专业知识和创造力 -所有这些都组合在一个具有正确文化的小型多学科团队中：一个愿意共享 ， 协作 ， 挑战的团队假设， 大胆但也要务实和目标驱动。

A few factors can introduce serious risks to the process:

一些因素可能会给流程带来严重的风险：

• The wrong dynamics in the team (for instance, members do not express their ideas for fear of getting criticized by more senior members in the team)

  团队中的错误动态 (例如，成员不会表达自己的想法，因为担心会遭到团队中更多高级成员的批评)

• a large team (add more than 6–7 people and you’ll get additional problems to solve)

  一个庞大的团队 (添加超过6–7个人，您将获得其他要解决的问题)

• or the wrong mindset (people tend to protect ideas versus sharing, or believe that they know the right solution, upfront).

  或错误的思维方式 (人们倾向于保护思想而不是共享思想，或者认为他们预先知道正确的解决方案)。

The members of the team must ‘forget’ about seniority, hierarchy and authority. They need to be open to new ideas, new perspectives and different views. They also need to be ready to influence and get influenced, and to minimize the impact of bias and work together towards a shared mission — a great solution to a challenging problem.

团队成员必须“忘记”年资 ， 等级和权限。 他们需要对新思想 ，新观点和不同观点持开放态度。 他们还需要准备好影响和受到影响，并且 最大限度地减少偏见的影响，并共同努力实现共同的使命- 解决具有挑战性的问题的绝佳解决方案 。

Physical space is also very important to allow the team to focus, express random thoughts and ideas, collaborate and quickly visualize concepts. You need a room with enough space, the right equipment and office supplies– such as writable walls, whiteboards and well, plenty of sticky notes.

物理空间对于使团队专注，表达随机想法和构想，进行协作并快速形象化概念也非常重要。 您需要一个有足够空间的房间，合适的设备和办公用品，例如可写的墙壁，白板以及足够的便签。

3.确保团队准备充分 (3. Make sure the team is well-prepared)

Design Sprints are demanding — fast and intense. The key to success is to have a well-prepared team. Even if your dream team consists of domain experts and senior business leaders, they all have to put some extra effort to get prepared — so they fully understand the problem and its wider context, the technology, the competition and the relevant global trends. Make sure that you clearly communicate to the team not only the context and the problem to be solved, but also the rules and the need to get prepared.

设计冲刺要求很高-快速而紧张 。 成功的关键是拥有一支训练有素的团队。 即使您的理想团队由领域专家和高级业务主管组成，他们都必须付出额外的努力才能做好准备-因此他们完全了解问题及其更广泛的背景，技术，竞争和相关的全球趋势。 确保不仅与团队清楚地交流要解决的环境和问题，而且还与规则和准备的需要进行清晰的沟通。

4.专注于构想 (4. Focus on ideation)

Assuming that a solid problem statement and the right preparation is there, the next most important element is ideation. While the Design Sprint process provides some tools to empower ideation, I would strongly recommend that you:

假设存在可靠的问题陈述并进行了正确的准备，那么下一个最重要的元素是构想 。 尽管Design Sprint流程提供了一些可增强构想的工具，但我强烈建议您：

• increase the time allocated to idea generation, sketching and pitching and

  增加分配给构思，素描和推销的时间，以及

• capture the ideas in digital format — with more detailed descriptions.

  以更详细的描述捕获数字格式的想法 。

A backlog of ideas is a great asset — one of the most important outputs of the sprint and the key input to the prototyping phase. Ideas should not be left on sticky notes — even the non-selected ones could prove to be relevant and valuable in the future.

积压的想法 是一项巨大的资产 ，它是sprint的最重要输出之一，也是原型阶段的关键输入。 不应将想法留在便笺上，即使未选择的想法将来也可能被证明是相关且有价值的。

This is why you need to feed the ideas generated in the Sprint into a centralized ideation system and make them discoverable by the right audience.

这就是为什么您需要将Sprint中生成的构想输入到集中构想系统中 ，并使合适的受众可以发现它们。

5.准备“快速原型制作” (5. Get ready for ‘rapid prototyping’)

Delivering realistic prototypes is a critical part of this process — since they will be used to capture user/ customer feedback. You don’t want your great concept to receive negative feedback due to a poor prototype implementation — that could mislead related decisions and undermine the overall value of the Design Sprint. Your team must be capable of real rapid prototyping — able to build realistic user experiences in just a couple of days or less.

提供逼真的原型是此过程的关键部分-因为它们将用于捕获用户/客户的反馈。 您不希望您的伟大构想因原型实现不佳而收到负面反馈-这可能会误导相关决策并破坏Design Sprint的整体价值。 您的团队必须具备真正的 快速原型制作能力 -能够在短短几天或更短的时间内建立现实的用户体验。

Rapid Prototyping requires the right resources in the team along with a general technological readiness. For instance, to speed up the process you need to leverage any reusable software components you have, standardized datasets, artificial/ static data, UI elements, APIs, models and services. You will also need systems, tools and processes — for instance wireframing, software development environments and DevOps capabilities.

快速原型制作需要团队中合适的资源以及一般的技术准备 。 例如，为了加快流程，您需要利用拥有的所有可重用软件组件 ， 标准化数据集 ， 人工 / 静态数据 ， UI元素，API，模型和服务。 您还将需要系统，工具和流程，例如线框图，软件开发环境和DevOps功能。

Availability of special equipment might be important. For example, if physical prototyping is involved, a 3D printer might be of real value. Or if you expect Augmented Reality prototypes, you will need access to related devices — along with any templates, APIs and documentation.

特殊设备的可用性可能很重要。 例如，如果涉及物理原型制作，则3D打印机可能具有实际价值。 或者，如果您期望增强现实的原型，则需要访问相关设备-以及任何模板，API和文档。

6.寻找一位出色的促进者 (6. Find a great Facilitator)

This is a key role — in fact, I see the facilitator as the real protagonist of the Design Sprint. The facilitator must maintain the right pace, direction, energy levels and interaction patterns, to lead the team towards a clear, shared goal: define and prototype a great, novel concept solving the problem for real users.

这是关键角色-实际上，我认为协调人是Design Sprint的真正主角 。 主持人必须保持正确的步调 ， 方向 ， 精力水平和互动方式，以带领团队朝着清晰，共同的目标：定义和原型化一个伟大的新颖概念 ，为实际用户解决问题。

It is a difficult profile to find — you need somebody mastering the process itself, but also having deep understanding of the problem and the particular business context. The facilitator must be capable of ‘reading’ the characters in the room and take necessary action to make sure that all voices are heard and considered.

这是一个很难找到的资料-您需要有人精通流程本身，但也需要对问题和特定的业务环境有深刻的了解。 主持人必须能够“读取”房间中的角色 并采取必要的行动 确保听到并考虑所有声音。

7.捕捉一切 (7. Capture everything)

Design Sprints are typically very ‘noisy’ with tons of sticky notes, ideas and stories on the walls — all these, in-between discussions, arguments, decisions and random thoughts. And yes, this ‘controlled chaos’ is exciting, but unless you have a dedicated person responsible for taking (digital) notes, you will end up frustrated, trying to decode colorful sticky notes and ‘reverse-engineer’ random drawings.

设计冲刺通常非常“嘈杂”，墙上有大量的便签，想法和故事-所有这些都介于讨论，论据，决定和随意的想法之间。 是的，这种“受控混乱”是令人兴奋的，但是除非您有负责记录(数字)笔记的专职人员，否则您最终会感到沮丧，试图对彩色粘滞便笺和“反向工程”随机图纸进行解码。

To make the most of the thoughts and ideas, you need to capture them in a modern way — so they are discoverable and potentially usable.

要充分利用这些思想和观念，您需要以现代化的方式来捕捉它们-这样才能被发现并可能被使用。

8.寻找领导者，而不仅仅是“决定者” (8. Find a Leader, not just a ‘decider’)

I find the proposed decision-making process — with the super voting concept and the sticky votes on the sketches — oversimplified and very sensitive to team dynamics and the overall state of the team. Moreover, given the extra power, the decider must demonstrate deep understanding of the concepts, the ability to think strategically and communicate with clarity. You need a real leader there, not an ‘authority’ or ‘political’ person.

我发现拟议的决策过程-具有超级投票概念和草图上的粘性投票-过于简化，并且对团队动力和团队整体状况非常敏感。 此外，考虑到额外的权力，决策者必须表现出对概念的深刻理解， 战略 思考和清晰交流的能力。 您在那里需要一个真正的领导者，而不是“权威”或“政治”人。

The facilitator and the team should feel free to challenge whatever decisions made by the decider, by asking for justification — the business or technical reasoning.

主持人和团队应随时通过要求理由(业务或技术推理)来挑战决策者做出的任何决定。

9.衡量成功 (9. Measure Success)

A design sprint is an expensive process — consider the associated direct and indirect costs of having x members full-time for z days. Thus, measuring the success of the Design Sprint itself is important. In the case of an ‘isolated’ sprint, success can be measured by processing direct feedback, outputs and mid-term outcomes — for example business opportunities and success stories linked with the deliverables of the Sprint.

设计冲刺是一个昂贵的过程 -考虑使z个成员全职工作z天的相关直接和间接成本。 因此，衡量Design Sprint本身的成功很重要。 在“孤立”冲刺的情况下，可以通过处理直接反馈，输出和中期结果来衡量成功，例如与冲刺的交付物相关的商业机会和成功案例。

If you are running successive Design Sprints, you need a framework to capture and quantify Sprint outputs and impact — a flow towards a centralized ideas and knowledge repository. This data store should enable full tracking of the real business opportunities and financial gains associated with each of your Design Sprints — while specialized KPIs allow tracking the success of the overall innovation programme.

如果您连续运行“ 设计Sprint” ，则需要一个框架来捕获和量化Sprint的输出和影响-朝着集中式思想和知识库的方向流动。 该数据存储区应能够全面跟踪与每个设计Sprint相关的实际商机和财务收益，而专门的KPI则可以跟踪整个创新计划的成功。

The key question in this case is regarding the baseline to compare this ‘quantified innovation output’ against — to be covered in a forthcoming article.

在这种情况下，关键问题是关于将“量化的创新输出”与之比较的基线，这将在即将发表的文章中进行介绍。

Design Sprints can generate remarkable output for your company — such as a backlog of impactful ideas (also with IP opportunities), functional prototypes, learnings and key insights from customers along with real business opportunities. At the same time, assuming proper and frequent execution, Design Sprints can lead to significant cultural improvements towards the ‘innovation mode’.

设计冲刺 可以为您的公司带来非凡的输出-例如积压的有影响力的想法(也有IP机会)，功能原型，客户的学习和关键见解以及真实的商机。 同时，假设执行得当且频繁，Design Sprint可以朝着“创新模式”带来重大的文化改进 。

How to build Software Prototypes in rapid modeBest practices and guidance on how to rapidly build software prototypes and test your ideas to real usersmedium.com

如何以快速模式构建软件原型 关于如何快速构建软件原型并向真实用户测试您的想法的最佳实践和指南 medium.com

References

参考文献

• Problem statement — https://en.wikipedia.org/wiki/Problem_statement

  问题陈述 — https://en.wikipedia.org/wiki/Problem_statement

• Design Sprint book — http://www.gv.com/sprint/

  设计冲刺书-http : //www.gv.com/sprint/

• Design Thinking — https://en.wikipedia.org/wiki/Design_thinking

  设计思维-https : //en.wikipedia.org/wiki/Design_thinking

• Photo by Will H McMahan on UnsplashWill H McMahan在Unsplash上​​拍摄的照片

• Related: How to lead innovation and drive change in engineering teams

  相关： 如何领导创新并推动工程团队的变革

Related articles

相关文章

• Startups and the Importance of Agile Product Development

  初创企业和敏捷产品开发的重要性

• Rapid Prototyping practices for Software Engineering teams

  软件工程团队的快速原型制作实践

• How to lead innovation and drive change in engineering teams

  如何领导创新并推动工程团队的变革

• How (and Why) to Write Great User Stories

  如何(以及为什么)撰写出色的用户故事

• How to become a great Product Manager

  如何成为一名出色的产品经理

• Is this a prototype or an MVP? Well actually, it’s a proof of concept.

  这是原型还是MVP？ 实际上，这是概念的证明。

• How to setup and lead a great product development team

  如何建立并领导一支出色的产品开发团队

• Technology Innovation — Trends and Opportunities in 2018

  技术创新— 2018年的趋势和机遇

翻译自: https://www.freecodecamp.org/news/how-to-run-a-successful-design-sprint-1702e0f79797/

设计冲刺下载