We’ve spent years optimizing our sprint decisions to be as efficient as possible. We ended up with a five-step process.
We’ve structured Wednesday to one thing at a time—and do it well. We’ll evaluate solutions all at once, critique all at once, and then make a decision all at once. Kind of like this:
Your goal for Wednesday is to decide which solutions to prototype. Our motto for these decisions is “unnatural but efficient.” Instead of meandering, your team’s conversations will follow a script. The structure is socially awkward, but logical—if you feel like Spock from Star Trek, you’re doing it right. It’s all designed to get the most out of the team’s expertise, accommodate for our human strengths and shortcomings, and make it as easy as possible to come to a great decision.
1. Heat map (individual)
The heat map exercise ensures you make the most of your first, un-informed look at the sketches. At the beginning of the day, each person follows these steps individually:
Click on a card below to look at a solution sketch, one by one.
Mark the parts you like (if any) by adding to the table under the sketch.
Put two or three dots on the most exciting ideas.
If you have a concern or question, write it down below the sketch.
Move on to the next sketch, and repeat.
The Henry Ford
Henry Ford, up close and personal
The Mind Reader
All promising ideas
All sketch questions
2. Speed critique (team)
In the speed critique, you and your team will discuss each solution sketch above ☝️ and make note of standout ideas and important objections.
narrates the sketch while the creator of the sketch remains silent until the end. At the end, ask the sketcher if the group missed anything. (p. 135)
Three minutes per sketch:
There are no rows in this table
3. Straw poll
Set the timer for 10 minutes. Each person silently chooses a single favorite solution sketch by filling out the form below (A).
Once everyone has submitted their straw vote, expand all the responses (B) and take turns verbally sharing your vote and reading your rationale out loud. For example, “I think we should test The Henry Ford, Up Close and Personal, because I think the extensive product details will allow us to learn whether customers care deeply about product quality.”