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a DT Sprint!

The right approach to teaching and practicing design thinking in organizations. CHI2013

Visvapriya Sathiyam

on 2 September 2013

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Transcript of a DT Sprint!

Project Scoping
1 week preparation - 1 hour/day
Research Plan
Awareness workshop
Define challenge
User Validation
Story Telling /
Stakeholder Presentation
a DT Sprint!
CHI2013 Case Study Copyright notice
Their Expectation:
Role and Affiliation:
Chief Product Owner
UX renovation
Business Viability
Technical Feasibility
Human Desirability
For the product team:

Envision a product for the next generation of casual enterprise software users.
For the coaches:
Coach the team to use design thinking with minimal costs, resources and time.
What unexpected things happened with the solution or journey to a solution?
- creating a vision that is NOT driven formally by solution experts.
- design unaware product team members who were skeptical about breaking the time-tested requirement gathering process.
- no access to field experts to interview existing customers.
The ticking clock: a short cycle of 4 weeks to learn, practice and deliver using design thinking.
How did we address the challenges?
Results of our team’s efforts good and bad
Killer Team setup:
Split the team into two groups that created a sense of competition, agility and diverse perspectives. A web designer, user researcher, product owner, architect and mobile expert in each group.
Mutual learning:
Developers demonstrated domain knowledge, designers demonstrated visual thinking accelerated learning and doing.
Integrated coaching:
Two full time coaches guiding both the groups and sometimes even acting as a sixth member.
A good preparation:
Scoping phase when team members met 1 hr/day to plan and execute the 4 weeks on schedule.
DT acclimatization
: One day hands-on workshop highlighting the core design thinking principles on empathy, collaborative work, visual thinking and story telling through games.
Obsessive Time boxing and Concrete Deliverables:
Every phase began with a presentation highlighting the process steps, the expected deliverable and time limits that cannot be compromised.
Games to teach design, gaming with end users during research and even gaming to wake us up post lunch.
A good wrap up:
A dedicated story telling phase to create a compelling story of all the 4 weeks of work.
The good
- Product [Re]innovation within 4 weeks that is ready to be built.
- Stakeholder's complete buy-in to the process to repeat it in other teams.
- Mindset change of design skeptics into design thinkers and design advocates.
- Design leadership and visibility as designers step into design education.
Project Requirements
1. Teach Design thinking for a
Live project
2. Coach
full time
(not consult hourly or weekly).
3. Transform skeptics into design thinkers
4. Show design thinking can fit into agile development with ease.
5. Design a product with radical user experience and one that
can be built immediately.
Goals / Objectives
Coach a design unaware software development team to redefine their product using DESIGN THINKING in less than four weeks / 1 sprint.
Purpose of the Project
Project Summary
HCI Best Practice(s) Based Solution
Project narrative
HCI Methods used and how
Field Research
A ‘scoping’ phase
before the actual design thinking process helped to
1. bring the team together and know each other
2. get everyone on the same page of understanding
3. co-define the challenge for clarity
4. plan for the research phase ahead
by reaching out to end users
(result: 40+ interviews in just 3 days)
Insight Generation Frameworks
Going beyond traditional clustering and grouping techniques, the team used frameworks (e.g. semantic zoom) to analyze all the gathered research data from varied perspectives - spatial, temporal and conceptual. This helped derive new insights by rigorously and methodically linking data (aka abductive reasoning).
Methods: Post-its, visual sketching
(result: 50+ insights spearheading ideation)
Gamed interviews
By combining interviews with games and exercises, the team was able to elicit user's latent needs, mental models and points of view. Users reflected and provided more insights into the problem space when they 'sketched' something on paper as opposed to just responding to questions.
Methods: contextual inquiry
Out-of-the-box Triggers
To think out of the box, the team studied extreme, adjacent and analogous situations outside the software space with similar problem challenges. Stories from animal communities and college campuses aided triggering non-conventional ideas for the enterprise software.
Methods: Post-its, Brainstorming

Collaborative learning and doing
A creative and a feasible prototype naturally emerged as designers and developers conceptualized and visualized (divergent thinking), analyzed and refined (convergent thinking) their ideas "together".
Methods: Interactive Paper Prototypes with post-its, Storyboards
Keywords / Tags
Muktha Hiremath
Visvapriya Sathiyam
User Experience, SAP Labs India
Design Thinking, Design Education
"Insert Here"
Their Expectation:
Role and Affiliation:
Srividya V
UX Director
DT skeptic
Their Expectation:
Role and Affiliation:
User Researcher
Useless theory
Their Expectation:
Role and Affiliation:
Suruj Bhuyan
UI Designer
Curious DT skeptic
a DT Sprint!
is a four week intensive coaching program
that integrates design thinking into agile development process
by converting people - designers and developers into design thinkers
who create products that matter to the organization and to the people using them.
Coaching a design unaware team from ground zero in design thinking, user research, abductive reasoning and creativity, collaborative work, visual thinking and story telling - all in a short time of 4 weeks.
For the product team:

A product design that is quick to implement on top of existing architecture and code, within the immediate development cycle.
For the coaches:
Design thinking and coaching should not interfere with the ongoing development cycle.
For the product team:
A radical user experience based on empathy and understanding of the actual end users, not elicited in business requirement backlogs.
For the coaches:

Coach such that Design thinking becomes part of the organization's DNA over time.
Their Expectation:
Role and Affiliation:
Ganesh Kudva
Product Owner
Generate ideas
Their Expectation:
Role and Affiliation:
Sabarish T
Manager, HCM
Create mockups
Fast Train to DT
Fast Train to DT:
the right approach to teaching and practicing design thinking in organizations.
Story telling
Time-boxed Iterative Validation
Simple paper prototypes validated over 3 iterations (with incremental changes after every feedback) gave the team a killer confidence in the design they created. 3 iterations in 2 days!
Methods: Scenario walkthrough
The bad
- Could not scale global due to time and network constraints (e.g. research was local).
- Could not develop deep skills (interviewing, synthesizing, sketching, story telling) in such a short time frame, though a beginning was made.

In the past we had coached development teams in design thinking over a period of 3-6 months on a consulting mode (hourly, weekly). This failed as the projects never completed and the motivation dropped over time. We had also built a year long program for developers to teach them to design. But with no real project and no timelines, this also lost momentum after six months.

In contrast, the DT Sprint approach had just the right momentum and motivation to create perfectly useful and feasible product prototypes with an investment of just 100 USD (spent of research), 10 employees and 2 coaches dedicating their time for 4 weeks. Our secret sauce to success:
crunching the process to 4 weeks or 1 sprint
applying it to a real life project
having a full time coach / lead
the 2 group competitive spirit
agility through gaming
concrete deliverables (frameworks, models, exercises, persona)
pushing for more in less time (40 interviews, 50+ insights, 100+ideas, 6 iterative validations, 2 compelling stories)
User Research
3 weeks DT coaching intensive - full time
a DT Sprint!
intensive and active coaching in design thinking within 4 weeks
A Persuasive narrative

Defining a communication strategy was as important as the design thinking process itself. A video prototype that narrated the solution from the user's point of view instantly connected with the audience and helped build credibility for the team and the coaches.
Their Agenda:
Role and Affiliation:
Mobile Designer
Academic exercise
Their Agenda:
Role and Affiliation:
Neeraj Jain
User Researcher
know people from dev
Their Expectation:
Role and Affiliation:
Santosh Rao
Mobile Designer
Try out, know people from dev
Full transcript