6/19/2023 0 Comments Sticky notes on wall![]() There shouldn’t be any unrelated to-dos in progress. And this overview makes it easy to see who’s stuck somewhere. It’s simple: what will we do? What are we doing? What blocks us? And what is finished?Įach morning the team gets together for a few minutes to discuss progress. What started as rough sketches will end as pixel-perfect designs.Ī digital version of this process would be Invision. And with each big iteration of the solution we update the screens. After a test all team members collaboratively highlight their learnings via sticky notes. This wall is also useful for processing learning points from user tests. They prevent us from evaluating look and feel and help us stay focused on functionality. These sketches are very handy in client workshops when we discuss the broad strokes of the solution. In these, we sketch a little solution of all the steps in the app. Interface sketches are quick drawings of all our screens. We end by letting everyone vote in silence by placing dot stickers on the ideas that seem most promising.īased on all these results, a designer starts fleshing out a user interface that can later be discussed with the team. After that we take 30 minutes to sketch our own individual ideas of a final plan. This is followed by 20 minutes of sketching solutions separately. The process starts with a brainstorming session in which we spend 20 minutes thinking about the problem. I like using a Time Timer to make it crystal clear how much time is left at each step. There are four steps to get to the end result, and we timebox all of them to keep the energy high. This technique makes sure that everyone gets heard and has buy-in to the solution. We want all team members to contribute to the final product because everyone has different views that can be useful. If you haven’t read it yet, do yourself a favor and order it now. They explain their innovation process in a book called Sprint – How to solve big problems and test new ideas in just five days. This technique is heavily inspired by the good folks at Google Ventures. This simple overview makes it easier for team members to divide the work and to see what work they are responsible for. Who’ll do what? Who’s responsible for which tasks? From then on the product owner and all the developers knew exactly what an album was. Things became clearer when we chose the label “albums”. Initially we referred to them as “sections”, “themes”, or “categories”, which caused confusion at times. There is less confusion about the core project concepts.įor example, in the app we built, there are sections with stories. ![]() With a common language our teams work more efficiently. The team chooses which stories to finish by the next milestone and which to ignore for now. User stories are also a practical tool to keep an overview of work in progress. Because they’re hand-drawn and hand-written, they’re also a friendly aid during prioritization workshops with clients. User stories help us to clearly see and prioritize the main project components. They are just simple sketches that we can easily throw away, or we can create new ones on the spot. User stories are explanations of what the project stakeholders can do. This big picture makes it easier to prioritize and to make day-to-day decisions.Ī digital version of this would be a Google calendar with automatic reminders in our Slack team chatbox. When is that user test again? And when are we doing that demo for the client?Ī simple visual overview of the milestones keeps the team aware of the important next steps.
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