The document outlines an agenda for a design sprint workshop to improve the airport experience for passengers flying out of Boston Logan Airport. The workshop will follow a design sprint methodology over 5 days to: 1) Understand passengers and their needs through empathy mapping and assumption analysis, 2) Generate ideas through jobs stories and brainstorming techniques, 3) Converge on ideas to test through sketching and feedback, 4) Prototype the top idea, and 5) Test the prototype with passengers and analyze the results to identify validations or invalidations. The goal is to apply human-centered design processes to identify an experience that improves passenger satisfaction from the start of their airport journey.

1. Design Sprint Workshop

2. Jill Starett
HELLO
my name is
big idea
enthusiast
design
strategist
design sprint
facilitator jill.starett@freshtilledsoil.com

3. to step away from the problem and get the brain thinking creatively
Brain Recharge
PURPOSE
1. I have given you three pieces of paper - build the tallest
tower in all the land
2. You have 3 minutes
3. Go!
INSTRUCTIONS

4. talk do talk
6:00 9:00
Agenda

6. DS101

7. A Design Sprint is a flexible design
framework that increases the chances
of making something people want.
What is a Design Sprint?

8. Design Sprint Approach
UNDERSTAND
Clarify and focus on the
problem to solve
DIVERGE
Generate solutions to the
identified problem
CONVERGE
Select which solutions are
best to move forward
BUILD
Create a low-cost prototype
to test with potential users
TEST
Test the prototype with
users and debrief
✓
X
?

9. Make
Things
People
Want
Make
People
Want
Things
>

10. Design
Sprint
SCIENTIFIC
METHOD
DESIGN
PROCESS
AGILE
PHILOSOPHY
Rigorous
Experimental
Hypothesis Driven
Continuous Improvement
Collaborative
Responsive
Human Centered
Creative
Divergent

11. DESIRABILITY FEASIBILITY PROFITABILITY
we can create
they’ll pay enough for
thi$$$$
DESIGN SPRINTS WORK BEST AT DETERMINING DESIRABILITY
t h i sthis
somebody wants

12. BIG (SOMETIMES SCARY) IDEAS ARE BEST FOR TESTING IN DESIGN SPRINTS

13. DATA CAN BE USEFUL BUT OFTEN TIMES ONLY LOOKS BACK AND
DOESN’T TELL THE WHOLE STORY

14. EVIDENCE-BASED DECISION MAKING OVER HIGHEST PAID PERSON’S OPINION

15. DESIGN SPRINTS ARE ALL ABOUT ANSWERS. PROTOTYPES ARE
MADE BUT ARE USUALLY DESTROYED AFTERWARDS.

16. When you skip steps or pace it out, insights get shallow,
ideas get dim, and momentum is lost.
FIVE CONSECUTIVE DAYS ALLOWS FOR FOCUS AND DEPTH
If your job can survive a 5-day vacation, it will thrive after a 5-day Design Sprint!
*
Importance of Time

17. Who should be in the room?
The best information comes from
the least likely characters.
ORGANIZATIONAL DIVERSITY IS KEY
}

18. Questions?

19. (people from the same org. in different teams)
Group into teams of 4

20. Rules of Conduct
everybody
all voices .
focus (no peeping)
be comfortable
fun .!

21. Start with Context
We can work with your team to make sure you’ve got enough
information to hit the ground running. Data can be collected from
(potential) user interviews and market data.
PRE-SPRINT RESEARCH IS IMPORTANT

22. Southwest Airlines has found that customer satisfaction is
significantly higher on flights leaving from top rated airports like
Phoenix or Portland. Boston is ranked 18 out of 30 (best to worst).
Southwest has hired the fresh tilled soil extension team (you!) to
create fresh new ideas for improving the experience of flying out of
Boston Logan, from the moment passengers leave their home/
hotel to the moment the plane takes off.
Their hypothesis is that if a passenger is already unhappy from the pre-flight
experience, it is more difficult for them to achieve high satisfaction rating.
Team Challenge

23. Day 1: Understand

24. Who are you designing for?
What is really know?
What is the problem?

25. to compose a better understanding of who the stakeholders is and
what compels them
Empathy Mapping
1. As a group, fill in content for the following sections of your
empathy map:
○ think (+/-)
○ feel
○ needs
PURPOSE OUTPUT
INSTRUCTIONS
○ hear
○ smell
○ taste
○ see

26. to identify riskiest assumptions to focus on for the remainder of the
design sprint
Assumption Storming
PURPOSE OUTPUT
INSTRUCTIONS
1. On your own, write down what you know or think you know
about the topic (one idea per post-it)
2. Place onto quadrant: importance vs. confidence
3. As a group, discuss overlapping assumptions and placement
IMPORTANCE
CONFIDENCE

27. ASSUMPTIONSFACTS QUESTIONS
I saw..
I wonder..I think..I know..

29. to identify riskiest assumptions to focus on for the remainder of the
design sprint
Assumption Storming
PURPOSE OUTPUT
INSTRUCTIONS
1. On your own, write down what you know or think you know
about the topic (one idea per post-it)
2. Place onto quadrant: importance vs. confidence
3. As a group, discuss overlapping assumptions and placement
IMPORTANCE
CONFIDENCE

30. To determine focus for ideation
Dot Vote
1. Each person gets two dots
2. Use your dots to vote on the most relevant needs
PURPOSE OUTPUT
INSTRUCTIONS
YOUR VOTE SHOULD NOT BE DRIVEN BY PERSONAL PREFERENCE BUT BY RISKIEST ASSUMPTION

31. JOURNEY MAP

32. PROBLEM STATEMENT

33. Day 2: Diverge

34. How many different
ideas can we create?

35. Title (H1)
Subtitle (H2)

36. to further clarify what your users are trying to accomplish
Job Stories
PURPOSE OUTPUT
1. As a group, select a top need from your Empathy Map
2. Fill in the blanks to the statement below to create a job story for
your chosen need
○ When ____________, I want to ___________________, so
that ______________.
INSTRUCTIONS
(situation) (motivation or desire)
(outcome)
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____
WHEN_______
I WANT______
SO THAT____

37. 1. Fold a piece of paper into 6 boxes (2 x 3)
2. Draw a different idea of how to solve for your job story in each
box (60 seconds per box!)
3. As a group, share, post on a wall, and note interesting ideas
to produce many possible solutions for a single pain point
Six-Ups
PURPOSE OUTPUT
INSTRUCTIONS
It doesn't have to be pretty, just get the ideas out in sketches and even a few words. And no screens, we’re not wire framing yet.

41. Generate More Ideas
Inspiration
What are your favorite solutions/experiences?
Bi-pass
Is there a way to eliminate the situation before it happens?
Socio Environmental
What are some loosely related issues that are underserved?
Go To The Impossible
How would you use magic to solve this?

42. 1. Fold a piece of paper into 6 boxes (2 x 3)
2. Draw a different idea of how to solve for your job story in each
box (60 seconds per box!)
3. As a group, share, post on a wall, and note interesting ideas
to produce many possible solutions for a single pain point
Six-Ups
PURPOSE OUTPUT
INSTRUCTIONS
It doesn't have to be pretty, just get the ideas out in sketches and even a few words. And no screens, we’re not wire framing yet.

43. to determine top ideas for testing
$100 Test
PURPOSE OUTPUT
1. Each participant gets “$100”
2. On your own, invest “$” on assumptions that are critical
and need validation (minimum $5 increments)
3. Tally the “$” totals
4. Determine winning idea
INSTRUCTIONS
$ $
$
$
$
$
$
$$

44. STORYBOARDS

45. Day 3: Converge

46. Which idea is best to
test?

47. tough
on
people
*ideas

48. to visualize individual interpretations of possible solutions
Individual Sketching
PURPOSE OUTPUT
1. Draw a picture of what your version of a possible solution
looks like
2. The goal is that others will understand your solution without
too much explanation so don’t shy away from providing detail
and context
INSTRUCTIONS
NOW you get to wireframe. Finally!

49. to receive unfiltered feedback on first draft sketches
Ritual Disscent
PURPOSE OUTPUT
1. Select a participant to present their sketch (1 minutes only!)
○ No comments or questions from the group
2. Group mates provide critical feedback (2 minutes only!)
○ Presenter turns around and takes notes (listening only -
cannot respond)
3. Presenter responds to the group with “Thank You”
4. Repeat until everyone has presented and received feedback
INSTRUCTIONS
5 minutes per
presenter
THEY LIKED…
THIS WAS UNCLEAR…
THIS COULD USE SOME LOVE…

50. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
Oh my, that is horrible!
A drunken parakeet could
do better.
That’s great,
I love it!!
It needs more pizazz.

51. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
You should have…
I would have…
Everyone else
does it like…

52. Types of Feedback
REACTIVE DIRECTIVE CRITIQUE
If this objective is to
make users consider…
Tell me where you are in
your design process..
..Isn’t effective
because it’ll get lost

53. to receive unfiltered feedback on first draft sketches
Ritual Disscent
PURPOSE OUTPUT
1. Select a participant to present their sketch (1 minutes only!)
○ No comments or questions from the group
2. Group mates provide critical feedback (2 minutes only!)
○ Presenter turns around and takes notes (listening only -
cannot respond)
3. Presenter responds to the group with “Thank You”
4. Repeat until everyone has presented and received feedback
INSTRUCTIONS
5 minutes per
presenter
THEY LIKED…
THIS WAS UNCLEAR…
THIS COULD USE SOME LOVE…

54. Day 4: Prototype

55. Create a sharable
version of your idea.

56. to define how your team will test critical assumptions during the
Test phase
Assumption Matching
PURPOSE OUTPUT
1. Select 3 relevant assumptions
2. For each define:
○ TEST question/action - how you will test to determine if the
assumption is valid or not
○ VALID IF - success criteria that determines if the
assumption is valid
INSTRUCTIONS
60 minutes
ASSUMPTIONS TEST ? VALID IF

58. PRE-PROTO QUESTIONS
to understand testers’ current habits and pain
points (unbiased)
ACTIONS
tasks you want the user to attempt to
complete (connected to a feature)
POST-PROTO QUESTIONS
to understand testers’ impression and
applicability of the prototype (wrap-up)
1
2
3

59. ○ Ask open ended questions; never yes/no.
Would you use this?
Can you tell me a scenario in which you might use this?
What, if anything, might prompt you to use this?
How frequently, if ever, do you think you might use this?
○ Keep asking “Why?”. Don’t settle for vague answers.
Speaking Principles

60. to define how your team will test critical assumptions during the
Test phase
Assumption Matching
PURPOSE OUTPUT
1. Select 3 relevant assumptions
2. For each define:
○ TEST question/action - how you will test to determine if the
assumption is valid or not
○ VALID IF - success criteria that determines if the
assumption is valid
INSTRUCTIONS
60 minutes
ASSUMPTIONS TEST ? VALID IF

61. Types of Prototypes
PHYSICAL DIGITAL SERVICE
Interactive model
Lanscape model
Experience diorama

65. photo credit: Field Innovation Team

67. Types of Prototypes
PHYSICAL DIGITAL SERVICE
Paper flip chart
Interactive sketches
Interactive static screens
Video

68. 68
Lo
Hi
Interactive
Fidelity
Hi

74. Types of Prototypes
PHYSICAL SERVICEDIGITAL
Concept Model
Scenario
Role-Playing
Physical Model

81. ○ Let them describe what they see. DON’T explain.
○ Embrace awkward silence. Let them break before you do.
○ It’s not about you. This is not a promotional opportunity.
○ Be interested, not interesting.
○ Wear a poker face. Don’t express emotion to responses.
Listening Principles

82. Day 5: Test

83. Get (in)validation.

84. Volunteer?

85. CAPTURE HIGHLIGHTS

86. DETERMINE RESULTS

87. After the Design Sprint

88. X ?IT WORKED! INVALIDATED
UNANSWERED
QUESTIONS
First Possible Outcome

89. Assumptions
Prototype
Test
Learn

90. X ?VALIDATED
UNANSWERED
QUESTIONS
Second Possible Outcome
IT DOESN’T
WORK?

91. DON’T PANIC
YOU JUST SAVED TIME, FACE, MONEY

92. ?VALIDATED
UNANSWERED
QUESTIONS
Third Possible Outcome
XINVALIDATED

93. What is right?
*Who

94. What is right?
the timing

95. DESIGN SPRINT DESIGN INTERVALS AGILE DEVELOPMENT
Understand
Diverge
Prototype
Test
Converge
WEEK 1
Refine
Build
Test
WEEK 2
Refine
Build
Test
WEEK 3
Refine
Build
Test
WEEK 4
Refine
Build
Test
WEEK n

96. freshtilledsoil.com/blog

97. Hopes & Fears
Goal & Anti-Goal
Who / Do
Persona Design
User Journey Map
Experience Map
Problem Reframe
Daily Retrospective
Pitch Practice
Parking Lot
Job-Stories
Challenge Map
Mind Map
Storyboarding
Silent Critique
Service Blueprint
Sprint Debrief
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98. “The wisdom that you get from understanding a
customer’s pain, is never something you need to
backpedal on, it’s never something that you pivot on.
That’s irrefutable knowledge.”
David E. Weekly
GOOGLE

99. ds@freshtilledsoil.com