{"id":7910,"date":"2018-08-07T00:05:33","date_gmt":"2018-08-07T04:05:33","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=7910"},"modified":"2026-04-21T13:17:23","modified_gmt":"2026-04-21T17:17:23","slug":"design-sprint","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/design-sprint\/","title":{"rendered":"Do NOT Attempt a Design Sprint Without a Professional Facilitator"},"content":{"rendered":"

What is a Design Sprint? Created at Google Ventures, a Design Sprint represents a methodology that helps teams complete a five-day workshop for building and testing some problem-solving product or solution (prototype). \u00a0A prototype might include a product on a screen, on paper, a service, a physical space, or an object.<\/h2>\n

Created by Google Venture\u2019s<\/a> Jake Knapp, along with Braden Kowitz and John Zeratsky, a Design Sprint leads participants from an abstract idea to a workable prototype. The five-day deadline, intensive teamwork, and facilitative focus provide an effective way to generate ideas and evaluate them quickly. The title of their book published in 2016 is \u201cSprint: How to Solve Big Problems and Test New Ideas in Just Five Days<\/a>\u201d.\u00a0 According to the creators, they used Design Sprints on everything from Google Search to Google X.\u00a0 Not surprisingly, the Design Sprint method relies heavily on methodology led through highly effective, professional facilitation.<\/span><\/p>\n

\"Design<\/p>\n

Design Sprint Agenda<\/strong><\/h3>\n

We recently collaborated with Jessica Olsen, CSPF from The Doolittle Institute to build a five-day agenda (the creators never mention the term \u2018agenda\u2019 and prefer using a checklist) based on the Design Sprint methodology.\u00a0 We have liberally modified some of their suggested tools to include MGRUSH <\/span><\/em>tools provided in our Certified Structured Professional Facilitator training.\u00a0 Note in particular that we have a distaste for voting because it involves winners and losers.\u00a0 As consensus fighters, we provide decision-making options based on using criteria and structured analysis.<\/span><\/p>\n

As described by the University of Chicago\u2019s Booth School of Business, \u201clisten in if you have a big opportunity, challenge, or idea and need perspective, insights, and practical answers.\u201d<\/span><\/p><\/blockquote>\n

Design Sprint Agenda \u2014 <\/strong>Day One, MAPPING<\/strong><\/h3>\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n

Agenda Step<\/strong><\/h4>\n<\/td>\n

\n

Estimated Time<\/strong><\/h4>\n<\/td>\n

\n

Notes and Tools<\/strong><\/h4>\n<\/td>\n<\/tr>\n

\n

Introduction<\/strong><\/h4>\n<\/td>\n

\n
15 to 45 minutes<\/span><\/h5>\n<\/td>\n
Duration depends on the number of participants and the length of icebreakers.\u00a0 Follow the MGRUSH<\/span><\/em> Introductory seven-step introductory sequence, stressing roles:<\/span><\/p>\n
    \n
  1. Introduce yourself: stress neutrality, meeting roles, and workshop impact.<\/span><\/li>\n
  2. State the workshop purpose and get an agreement.<\/span><\/li>\n
  3. Confirm the workshop scope and get an agreement.<\/span><\/li>\n
  4. Show the workshop deliverables and get an agreement.<\/span><\/li>\n
  5. Cover the administrivia<\/em> (e.g., safety moment).<\/span><\/li>\n
  6. Explain the workshop Day Four agenda (preferably through metaphor or analogy).<\/span><\/li>\n
  7. Share the ground rules.<\/span><\/li>\n<\/ol>\n

    a)\u00a0\u00a0\u00a0\u00a0 (Optionally) Have the attendees introduce themselves<\/span><\/p>\n

    b)\u00a0\u00a0\u00a0 Have Decider[1] make some quick rah-rah comments<\/span><\/p>\n

    \n<\/td>\n<\/tr>\n
\n

Long-term Goal<\/strong><\/h4>\n<\/td>\n

\n
15 to 75 minutes<\/span><\/h5>\n<\/td>\n
Using Breakout Teams, treat much like a vision statement of the prototype being built. Consider using either the Purpose tool or the Temporal Shift tool.<\/span><\/p>\n
\n<\/td>\n<\/tr>\n
\n

Questions<\/strong><\/h4>\n<\/td>\n

\n
30 to 60 minutes<\/span><\/h5>\n<\/td>\n
Using\u00a0Breakout Teams, develop a list of Design Sprint Questions to be answered by the end of the fifth day. Consider using three of the Six Thinking Hat tools, and in this sequence, namely:<\/span><\/p>\n
    \n
  • White Hat (Neutral Objectivity) \u2014 Questions about data, facts, figures, information, examples, and other types of evidence<\/span><\/li>\n
  • Black Hat (Logical Negative) \u2014 Questions about risk, problems, obstacles, and likely causes of failure in reaching the vision<\/span><\/li>\n
  • Red Hat (Emotional View) \u2014 Questions about biased views, hunches, \u201cgut\u201d, and feelings<\/span><\/span><\/li>\n<\/ul>\n
    \n<\/td>\n<\/tr>\n
\n

Mapping<\/strong><\/h4>\n<\/td>\n

\n
30 to 60 minutes<\/span><\/h5>\n<\/td>\n
Using\u00a0Breakout Teams, build something akin to a process flow diagram.\u00a0 Consider using the Creativity tool to capture key customer benefits, applications, or other uses. In the words of the authors:<\/span><\/p>\n

\u201cList 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.\u201d (pg 66) [2]<\/span><\/p>\n

\n<\/td>\n<\/tr>\n
\n

Expert Views<\/strong><\/h4>\n<\/td>\n

\n
60 to 120 minutes<\/span><\/h5>\n<\/td>\n
Facilitate expert views from you<\/span>r Design Sprint team and guests from the outside. For about fifteen to thirty minutes each, capture their vision, research, how things work, and previous efforts or considerations. Other team members listen, observe, and write down notes. Consider strengthening your questions with the\u00a0Perspectives tool.<\/span><\/p>\n
\n<\/td>\n<\/tr>\n
\n

How Might We (<\/strong>HMWs<\/strong>)<\/strong><\/h4>\n<\/td>\n

\n
30 to 60 minutes<\/span><\/h5>\n<\/td>\n
Team members convert their notes into opportunity statements (HMWs), akin to Scrum Stories. Use the\u00a0Purpose tool format. Consider strengthening your questions with the Perspectives tool (pg 75).<\/span><\/p>\n
\n<\/td>\n<\/tr>\n
\n

Prioritizing<\/strong><\/h4>\n<\/td>\n

\n
30 to 60 minutes<\/span><\/h5>\n<\/td>\n
First, consolidate with the Categorizing tool or some equivalent approach.\u00a0 Consider various and appropriate prioritization tools ranging from Perceptual Mapping to the Decision Matrix tool. (NOTE: If using an MGRUSH<\/span><\/em> tool, note that you will separately need to build criteria and apply the prioritized criteria against the HMWs.) For less formal cultures, consider a Scrum method of prioritization such as the Team Circle or even Planning Poker. The creators recommend voting (pg 80).<\/span><\/p>\n
\n<\/td>\n<\/tr>\n
\n

Updating<\/strong><\/h4>\n<\/td>\n

\n
30 to 60 minutes<\/span><\/h5>\n<\/td>\n
Given new input from the experts and the HMWs, consolidate into an updated Long-term Goal, updated Questions, and a consolidated map.<\/span><\/p>\n
\n<\/td>\n<\/tr>\n
\n

Selection and Testing<\/strong><\/h4>\n<\/td>\n

\n
15 to 30 minutes<\/span><\/h5>\n<\/td>\n
According to the creators, \u201cCircle your most important customer and one target moment on the map. The team can weigh in, but the Decider makes the call.\u201d Test back to Long-term Goal to ensure alignment.<\/span><\/p>\n
\n<\/td>\n<\/tr>\n
\n

Review, Preview, and Wrap<\/strong><\/h4>\n<\/td>\n

\n
5 to 15 minutes<\/span><\/h5>\n<\/td>\n
Use the standard MGRUSH<\/span><\/em> four-activity approach, namely:<\/span><\/p>\n
    \n
  1. Review and summarize what the group accomplished.<\/span><\/li>\n
  2. Review any open items: Assign responsibility and detail how the group can expect to be updated.<\/span><\/li>\n
  3. Guardian of change: determine what the group agrees to tell their superiors and other stakeholders.<\/span><\/li>\n
  4. Improvement: Use a quick Plus\/ Delta for any quick fixes needed over the next four days.<\/span><\/li>\n
  5. \n
    \n<\/li>\n<\/ol>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    \u00a0<\/strong>\u00a0<\/strong>Day One Things We Like<\/strong><\/h3>\n