Sprint

Sprint (2016), a business self-help book by Jake Knapp, presents guidelines for developing a prototype of an idea and deciding whether it is marketable and worth pursuing as a business idea. Knapp formerly worked at Google, where he pioneered the Design Sprint, a five-day boot camp for developing new ideas. The book distills the principles of the Design Sprint for use by readers.

Knapp begins by outlining the necessary materials for applying his method to a prototype. The first thing that is required is a developed prototype or new idea. This method is not for brainstorming new ideas, but rather for hammering existing ones into shape. The second requirement is a block of time set aside solely for working on the project. Knapp recommends five full days, usually from Monday to Friday.

The third thing necessary to complete the project is a small group of people who are dedicated to getting the prototype off the ground. Knapp recommends having five to seven people work on the project so they will be able to bounce ideas off one another without becoming overwhelmed by too many points of view. Finally, those working on the project should gather a few basic office supplies to help them keep track of ideas, including a whiteboard and markers, sticky notes, pens, and pads of paper.



Knapp explains that the basic idea of a design sprint is not just to get work done quickly but also to put pressure on the participants. This justifies the tight deadline to which participants are asked to work. Some people do their best work under pressure, Knapp explains, and this design sprint is supposed to put them under enough stress that they think and work faster than usual. A tight deadline also encourages participants to come to a consensus quickly and pitch ideas even when they are not very confident in them.

When choosing a team for a sprint, it is a good idea to bring together people from different areas of expertise. These may include engineers, designers, accountants, and managers. Knapp identifies seven as the optimal number of participants for a design sprint, but slightly fewer or slightly more are acceptable as long as each has a clearly defined role. The team should also elect a leader or decider who has absolute veto power over any idea and guides the sprint to ensure it keeps moving at a brisk pace.

Finally, design sprints should have the definitive goal of producing something tangible by the Friday deadline. At that point, the prototype the team has made should be presented to a focus group made up of real customers. This means that the result of the sprint must be a concrete prototype rather than a vague idea.



In the second part of the book, Knapp gives advice for conducting a successful sprint. He tells participants that it is often best to start at the end and work backward. The group should envision what it wants the end result of the design to be and then determine the steps necessary to get there. Once the group has determined the steps to reach the end goal, it is time to consult with experts to make sure it is accurate.

Next, the group should brainstorm all potential issues that might arise to keep it from reaching its stated goal. Once the list has been compiled, everyone can begin thinking up solutions to the problems. The problems tend to group around particular steps on the team’s roadmap, telling the team what areas it needs to focus on.

The group should then envision a roadmap that will allow it to get to the desired end result. Knapp encourages the use of drawings and rough sketches, as they tend to be easier to follow and understand then speeches. Once the sketches are finished, the group can collaborate to see which are most interesting or have the most potential. The decider may also step in at this point and pick ideas that are the most relevant.



With the planning stage finished, the group begins developing a prototype. The prototype is used to gauge people’s initial reactions. It may take the shape of a physical object, a presentation, or a series of drawings. Once the prototype is finished, the group introduces the prototype to the focus group. Knapp recommends having no more than five members in the focus group since more is often overkill.

After the interviews are finished, the team reconvenes and discusses potential issues that came up during the interview process. While it is often necessary to make changes afterward, once the prototype is complete and the interviews conducted, the bulk of the planning process is finished; all that remains is to bring the project to life.