Learning What's Valuable

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Do curso por University of Virginia

Running Product Design Sprints

374 classificações

University of Virginia

Running Product Design Sprints

374 classificações

Curso 2 de 5 em Specialization Agile Development

Typically, clients and managers don't want to pay for design (or strategy) -- they want ‘results’! Too often, this leads to solutions that just don’t make sense and aren’t valuable to anyone. Design sprints allow you to meet client's desire for quick, specific outcomes while making time to do things right. In this course, you’ll learn how to plan and run situation-appropriate sprints to avoid waste and deliver value sooner. We'll show you how to: - Plan, sell, and conduct design sprints that deliver valuable, actionable insights - Go out and learn who your customer really is and what’s important to them - Test your value propositions before you invest in building solutions - Test your user interface design to make sure it’s really usable - Focus and drive to actionable conclusions on questions of approach and architecture As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 25 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org. Prerequisites: Getting Started: Agile Meets Design Thinking or familiarity with agile and design thinking methodologies.

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Testing Motivation in Design Sprints

None of us want to waste our time creating something no one wants, and yet just asking people what they want doesn't yield accurate results. Instead, you need to systematically assess user motivation so you can zero in on software implementations worth building. In this module, you'll learn to test user motivation with Lean Startup in a design sprint. You'll define key assumptions/hypotheses and brainstorm test vehicles for your peer-reviewed assignment. Plan to spend time reviewing your peers' assignments as well--it's a great way to learn and helps everyone get feedback quickly.

Lean Startup and the Systematic Drive to Value5:10

Focusing Your Ideas7:27

Unpacking Your Assumption: AIDAOR4:37

Learning What's Valuable6:32

Business to Consumers Case Studies, Part 16:32

Business to Consumers Case Studies, Part 24:54

Business to Business Case Studies5:14

Structuring Experiments4:34

Conheça os instrutores

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

We've talked about a systematic approach to innovation and

taking your ideas on what propositions are invaluable to the user and

on bundling those into testable assumptions.

Now, the next step here is to set those up into experiments

that you can run in around [INAUDIBLE] the very best

experiments on motivation are generally things that can be run in 48 hours.

That's the good news.

This idea of experimenting may sound kind of formidable, sort of new.

But I think that you'll find as we go through these ideas and

we go through some examples, that they're pretty accessible to you.

The concept that we'll sort of start with is this idea of an MVP,

and this also comes from this body of work around lean start up, and

if you pay any attention to Silicon Valley, either the real life or

the dramatized versions of it on HBO, You have probably heard of this before,

and so this stands for Minimum Viable Product.

Now, what does that actually mean?

What do these letters mean?

Words are faulty instruments, and

there are many misperceptions about what an MVP is.

So, minimum means that it is the fastest, least expensive way to validate or

invalidate an important assumption and as we'll see in a minute here, this may or

may not mean that it's an actual working product.

And viable just means that it will be able to deliver us a definitive result.

And product, this is probably the trickiest part of the acronym here.

Because this doesn't necessarily mean, quote unquote, real software.

This could be an interactive prototype, or

the kind of product proxies that we've been talking about.

So, for instance, We talked about HVAC in a hurry,

and the team there setting up a text message based service to

help the technicians find out about the parts that they need.

Well that's an NVP,

even though they basically don't have to build any new software to do that.

Going out with the technicians and kind of acting as their assistant to learn about

what's valuable to them, what's important, what's hard and how those things work.

That's also an MVP.

So, it doesn't necessarily mean product in the terms that you

would traditionally think about.

Now, the key thing about the MVP and and

what will really challenge your thinking about these more traditional,

scale orientated methods, is that it's not an actual product.

It is a learning vehicle.

It's not part of your project plan in a sense of

building up a big piece of software necessarily.

And it's not a product development plan.

Now it may intersect with your software development activities,

but, and this is the really, really, conceptually, emotionally hard part

you have to subordinate with the MVP the scaling mission or

the output mission to the learning mission or the mission of learning about outcomes.

And that's what's really different about an MVP versus a traditional product cycle.

Is that it's main role is to learn what's going to be valuable to

the user instead of just creating output that may or may not be valuable to them.

There are these three

major archetypes that we'll talk about over the balance of the module.

Wizard of Oz is where we kind of basically make a demo or

sort of a fake experience that the user can check out and then, we kind of watch

what action they take, do they sign up for an update or do they hand us 20 bucks or

we have to have some kind of evidence that they actually cared about it,

that's proportional and appropriate to the setting.

And we'll look at some examples.

The concierge MVP is where we hand create the user experience.

So the HVAC in a hurry Example that we've talked about of setting up a text message

based service to help the technicians get parts, or just writing along with them and

sort of acting as the human version of the software assistant that you

think may be valuable to them.

Also a concierge MVP.

And then finally the sales MVP is a whole bunch that you can do where you

effectively just trying to sell the customer this thing before you have it

without misleading them and seeing if they you know sign a provisional order or

even sign-up for e-mail update if you're advertising it online.

So, these are the three main kind of archetypes or patterns Of MVP or

experimentation vehicles that we'll talk about as we go through the material.

Here's how it might fit in with HVAC in a Hurry.

These are the same set of assumptions we reviewed earlier.

This business of emailing, even though this is an internal initiative,

this business of emailing the technicians and

seeing if they care enough about this problem to sign up to use the tool or come

to a online meeting about the difficulties they have around ordering parts.

I would put that under this sales archetype pattern.

And then both of these as I said,

both of these other ideas, they would be concierge vehicles.

Here are the set of assumptions we talked about for

enable quiz, and how they might map back to these vehicles.

I would say this thing of promoting a link through Google AdWords, Twitter, whatever.

Bringing these HR managers,

or whoever happens to click on them to a landing page and looking for 10% sign-up.

That's sort of a sales MVP, where we're sort of of pre-selling and advertising,

combined with the Wizard of OZ MVP because I'm assuming here that they're going to

show them some kind of a demo, be it a video, or a set of screens, or examples.

About what the product is.

So this is sort of a composite MVP.

And this idea of hand creating quizzes for specific open positions for the HR

managers, seeing if they use them, seeing if it helps, that would be concierge.

And going out and just trying to sell to some people which is a great

way to do this if a sale is involved.

That would be a sales MVP.

There's no evidence that's ever as definitive as

people handing you money at the level that you would need.

I mean that's always a great, simple vehicle.

Now, here we've gone through some ideas about test vehicles that you can use and

ways that those might apply to the assumptions that we teased out for

our two example companies.

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