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Solutions are being created that don’t get adopted or provide expected value Most project teams jump right to defining solutions without understanding the problem first. Successfulsolutions that provide value and have the desired adoption focus on meeting an unmet need for theircustomers. The first step to a successful project is for the team to align on the problem and define thevalue proposition that gets delivered by solving that problem.

There is a gap between the solutions that customers need and what gets delivered Customers are frustrated because the solutions they are receiving don’t match what they need. Ourtypical solution delivery approach provides very little flexibility for teams to adjust and learn as theproject progresses. Teams need to embrace ambiguity and work in small iterations that get constantlytested with the target customer to ensure that what is being built fulfills a desired need for thecustomer. Clients and customers are typically wrong about the underlying problem. Therefore,companies often spend a large sum of time and money on building a solution that isn’t valuable to thecustomer and doesn’t get adopted. Utilizing an approach that experiments with customers to ensurethat the problem is being solved and that value is being delivered before the solution gets built out is theessence of a successful minimum viable product.

Startups are eating corporations The limited budget that is available to Startups forces them to engage directly with customers whichensures that their products or services fulfill an unmet need that customers want resolved. The list oflarge corporations that have been eliminated is growing at a very fast rate. Borders couldn’t competewith Amazon because they couldn’t match Amazon’s ability to provide the customer exactly what theywanted when they wanted. Payless shoes has been bankrupted by Zappos because Zappos found a wayto provide customers the ability to buy shoes from anywhere at any time with exceptional customerservice. Netflix bankrupted Blockbuster by making it possible to rent a video without leaving your home. In each case, the corporation had the funding and opportunity to better serve their customers but wasnot able to understand the underlying unmet need of their customers before the startup thatbankrupted them.

Innovation is being stifled by the corporate structure There is a high degree of customer and stakeholder frustration because the solutions that are beingdelivered are not innovative and are not providing new and different options for customers. One clientcalled me up and said, “My people are designing the innovation out of what they do. Please help us to

Introduction

Why Do We Need to Change?



work differently.” Innovation doesn’t typically occur within the corporate structure. Innovation occurs onsmall autonomous teams that experiment with customers in short cycles of sprints. Corporations needto learn how to provide for pockets of innovation within their structure that can act autonomously likestartups so that they can compete with startups.

Our approach combines the best parts of Agile, Lean & Design Thinking. By combining the best of all threemethodologies we effectively deliver customer focused solutions in short, iterative cycles. We embrace Agile by working in small dedicated teams. We use workshops to help combat the difficultyof working in dedicated teams in a corporation. A small core team (8-12 people) work together to align onproblems, define the value proposition and propose experiments to be run with customers to test the valueproposition. We embrace Lean by focusing on Minimum Viable Products (MVPs) to ensure that products and servicesdeliver on their intended value propositions and achieve the desired outcomes. We embrace Design Thinking by putting the customer at the center of everything we do. Instead of longcycles of research and design, we first engage with customers to experiment with solutions that focus ondelivering the outcomes that customers want. We ensure that the solution works before we try to scale by focusing first on achieving desired outcomesfor small groups of customers. Scaling to achieve ROI comes after the solution has been validated. In contrast to an agency that is hired to create designs for a project, the rapidValueRealization team enablesproject teams to turn into strategy and design engines. We do this by exposing the team to key concepts thatencourage Agile, Lean, and Design Thinking. A combination of these three practices along with strategicexercises that allow the team to focus on a customer’s unmet needs allows the team to become a betterstrategy and design engine than any external agency could be for them. Agile, Lean, & Design Thinking

How Do We Do rapidValueRealization?



This book is broken into 6 sections: Section I is an introduction to rapidValueRealization and explains the core principles that themethodology is based on. Section II is an experiential training that we recommend both participants and practitioners shouldexperience to understand how the core principles of the methodology are applied. This section has bothinstructions for trainers that explains how to run the training as well as handouts for the participants toemphasize the principles being taught. Section III provides the overview of the methodology and explains the steps of a workshop. This sectiondescribes the methods and tools used in each phase of the rapidValueRealization methodology. Section IV describes how to run all of the exercises in a workshop in detail by utilizing a playbook.rapidValueRealization facilitators should use Section IV as a guide on how to run arapidValueRealization workshop. This section outlines how to approach each step in the process andprovides guidance as to which tools are necessary to support a successful project. Teams can run eachof the individual plays for anything from company motto to the onboarding process. Section V contains a guide for facilitators. In this section, there are tips and facilitation techniques thatwill optimize the effectiveness of the workshop and exercises. Section VI is an appendix that provides examples of the workshop tools and general advice forfacilitating and other supplemental images.

We recommend that you initially introduce teams to rapidValueRealization by running through theexperiential training in Section II. By exposing participants to exercises and core principles, it will allowthem to fully understand why they are engaging in specific workshop activities. Prior exposure to theterminology and principles will allow for a more effective workshop and successful outcomes.

What is the rapidValueRealization Approach?

How to Use This Book?

Startup (LEGO) Training

“We exist to radically change J&J to think & act like a startup”

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Our experience is that running both participants and practitioners of rapidValueRealization through anexperiential training that teaches the core principles of Agile, Lean, and Design Thinking prior to aworkshop makes the workshop more successful. This training is loosely based an agile training approachcalled “LEGO4SCRUM” - https://www.lego4scrum.com/.[1] This LEGO® training is designed to introduce key concepts from Agile, Design Thinking, and Lean ProductDesign. By running this training, the team will have awareness of the value of these three frameworks aswell as the exercises that will be used during a rapidValueRealization workshop. ** Please note that this section is intended to teach how to facilitate the Startup (LEGO®) Training. Refer tosections III and IV for details on how to facilitate a rapidValueRealization workshop. ** [1] Lego4Scrum by Alexey Krivitsky is licensed under a Creative Commons Attribution 3.0 Unportedlicense. Lego4Scrum can be found at www.lego4scrum.com and information about the Creative Commonslicense can be found at https://creativecommons.org/licenses/by/3.0/.

Prior to facilitating LEGO® training be sure to gather the following facilitation roles and materials. Use theTraining Outline to guide you through the training. Instructions on how to facilitate each individual exercisecan be found in Section IV. Facilitation Roles

Coach: guides the team through the learnings CEO: represents the ideal customer and owns the vision of the town and supplements the learningstaught by the coach VP: For larger or split groups, the VP plays the CEO role for each table, working with a central CEO whoowns the overall vision

Materials

(2) LEGO® Classic Large Creative Bricks Box 10698 Brown Paper Masking Tape Timer Sticky notes

1.5” x 2” 3” x 3” 8” x 6”

Permanent markers Post-It® Easel Pad or Whiteboard Dry erase marker Pencils Large dots (1”) Name Tags Scissors

How To Perform Startup Training

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Training Outline Each round is designed to allow the team to understand key learnings:

Each round consists of a set of learnings followed by a plan and build section designed to emulate a sprintcycle in normal development.

Set Up This training is most effective when run with small groups of 10 – 15 people. If you have more than thismany participants, split the group into two teams. It takes about 6 hours and works best when run in aroom with one table in the center of the room that is about 4 feet x 8 feet.

Concept Round

Why? Round �: Initial Build

Round �: Why Are We Building This Town?

How?

Round �: How Is The Concept Being Translated?

Round �: How Is The Customer Story Being Told?

What? Round �: How Do We Know Our Hypothesis Is True?

Phases and Overview of the LEGO Training



We like to use two boxes of “LEGO® Classic Large Creative Brix Box 10698” for every 10 – 15 participants.

Dump the second box into the first and only use one box with everything mixed together to create a littlemore confusion. Using a visible clock or timer – allot time as indicated in the exercises to put pressure on the team and helpdemonstrate the value of the principles when they are applied. A full day training will consist of four rounds and one final review, each containing a mix of building withthe LEGO® bricks followed by a series of brief lessons to teach key Agile, Design Thinking and LeanProduct Design concepts. Each round consists of a planning session (5 minutes), a building session (7minutes) followed by a learning session where the coach introduces key concepts and exercise to the team.We like to get the team to immediately jump into building as quickly as possible initially because it createsthe most anarchy and helps the team to see the value of the approach when the principles are applied. A half day schedule is also included below that contains the same core learnings applied in a tightertimeframe as well as a 2 hour that highlights only the core learnings. Full Day Schedule

Time �Min� Learning Whom Micro Pivot Who to add?

� CEO Setup &Backstory

CEO

�� Plan & Build � Group

� Sprint Review CEO Why are webuilding this town?

�� Start with WhyVideo

Producer V.P.

� Explanation of Why Coach

�� Customer/Stakehol

der Map

All

�� How Might We Group V.P. as Coach

�� Pains/Gains�Student�

Group



�� Scrum Role:Product Owner

Coach Product Owner

�� Plan & Build � All

� Sprint Review Group I’m not getting theconcept or story ��

�� Crazy �’s � vote Group

�� Concept Moodboard

Group

�� Scrum Cycle �Kanban

Coach Scrum Master

�Prototype/Wireframe

Coach Designer


� Sprint Review Group Seeing the concept,need the story ��

��

How to Make Toastvideo / AirBnBstory

All

�� Customer JourneyMap

Groups

�� Reconcile CustomerJourney Map

Group

�� Customer Persona All

�� Product Life Cycle& Product Roadmap


� Sprint Review Group How do we knowit’s true? ��

�� Hypothesis All

�� Experiments Group Researcher

�� Tests � Results Teams of �/�within Groups

��


� Sprint Review Group MVP

�� MVP Coach

� College Map Producer


� Sprint Review Group Towns Great!



[1] 1 minute per group. Product owner reviews items in ‘Done’ column only with CEO [2] Note for Producer to put down brown paper [3] 1 minute per group. Product owner reviews items in ‘Done’ column only with CEO [4] # VPs will come up with results for the tests and give to Researcher Half Day Schedule

�� Agile Manifesto andRecap

Coach

�� Retrospective All


� CEO Setup &Backstory

CEO


� Sprint Review Group Why are webuilding this town?

�� Start with WhyVideo

Producer V.P.

� Explanation of Why Coach

�� Customer/Stakehol

der Map

All

��

How Might We Group Product Owner V.P. as Coach

�� Pains/Gains�Student�

Group

�� Plan & Build � All

� Sprint Review Group I’m not getting theconcept or story ��

��

Concept Moodboard � ScrumCycle � Kanban �Prototype

Group Seeing the concept,need the story ��

Scrum Master Designer

��

How to Make Toastvideo / AirBnBstory

All

�� Customer JourneyMap

Groups

�� Reconcile Cust.Journey Map

Group



[1] 1 minute per group. Product owner reviews items in ‘Done’ column only with CEO [2] Note for Producer to put down brown paper [3] 1 minute per group. Product owner reviews items in ‘Done’ column only with CEO [4] # VPs will come up with results for the tests and give to Researcher Two-Hour Schedule


� Sprint Review Group How do we knowit’s true? ��

�� Learning:Experimentation

All

�� Assumptions Group Researcher

�� Tests � Results Teams of �/�within Groups

��


� Sprint Review Group Town’s great!

�� Agile Manifesto &Recap

Coach

�� Retrospective All


� CEO Setup CEO


� Sprint Review CEO & Coach Why are webuilding this town?

� Start with WhyVideo

Producer & Coach

� What is a Strategy? Coach

� Value Proposition Coach

� Scrum Roles Coach Product Owner

� Scrum Cycle Coach

�� How Might We All

� HMW Voting Group

�

Plan & Build � Group V.P.

� Sprint Review CEO & Coach See the concept,



It helps if the CEO acts a little difficult or impatient to emphasize just how far the team is from what thecustomer wants. It is important to have the team be wrong whatever they do in the first two roundsbecause they probably won’t ask you, “Why are we building the town?” or “How should it be designed?” If they do ask those questions initially, you should congratulate them for asking the right questions andthen take them through the corresponding learnings. Remember, during the simulation the CEO will own the vision of the town. The coach will review keyconcepts and facilitate exercises with the team. It is important for the coach to familiarize themselves with the concepts and exercises that will becovered and the supplemental diagrams prior to facilitating a LEGO® training. We have found it usefulto draw out and label the diagrams (using an easel pad or whiteboard) throughout the training becauseit reinforces the learnings better than simply explaining them. Please note that there may be times where the team does the right thing at the right time. If thishappens, the best way to respond is to commend them for their actions and emphasize the learning thatthe team member exemplified. For example, if after you give the initial set of directions, the team askswhy they are building this town, call out the action that was commendable. Allow the coach to explain tothe team why it is important to begin any project with that question and show the “First Ask Why[1]”TED Talk. It is okay if the facilitators have to amend the training – no two training sessions are the same. Beadaptive and open to changes as needed. Use name tags to identify roles including: CEO, Coach, VP, Scrum Master, Product Owner, and Designer Practice empathy.

Facilitation Techniques

need the story

� King of Tears Coach

� Air BnB Coach

� Personas Group

� Toast Video Producer & Coach

� Review PersonaStories

Group

�� Reconcile Group

� Kanban Coach Scrum Master

� Plan Group

� Build � Group

� Sprint Review Group Town’s great!

� Agile Manifesto &Recap

Coach

� Retrospective All



Practice reflection to ensure everyone feels heard and to make sure everyone is aligned. Remain confident. Ask why often, it is the most effective way to enable someone to have a revelation. If the team begins to become frustrated during the training, remind them that you are intentionallythrowing them off at each round in order to replicate how many projects are run in large corporationsand that there is a reason behind everything. Recap the learnings often – this connects the learnings to each other and allows the participants torealize the bigger picture.

[1] “First Ask Why” is owned by Ted.com and shared under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0). The video can be found athttps://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action and information on the licensecan be found at https://creativecommons.org/licenses/by-nc-nd/4.0/.

In the first round of the training, the CEO introduces the team to the scenario that he/she has bought a plotof land in upstate New York to build a town on and has hired this startup to create a model of the futuretown with LEGO® bricks. Don’t provide a lot of details about why we are building the town, just write downthe following list of requirements:

14 Houses A Church A Bridge A School A Town Hall A Firehouse A Hospital A Park

Explain to the team that they will have 5 minutes to plan and then 7 minutes to build the town. After the 5minutes of planning are over, the CEO announces that they need to go to a meeting with the investors andwill be back at the end of the build. The reason for the short time and the CEO leaving is to create a senseof urgency and put pressure on the team. During the build phase, the CEO should not answer any questions. The reason for this is that you are tryingto get the team to identify that not having the CEO as a part of the build creates a problem. At the end of the 7 minutes, the CEO should announce that they are back from the investors meeting andare looking forward to seeing what they have built. Chances are that the team did not ask you any questions during the initial build so this is your opportunityto demonstrate that anything that they built is wrong. Express your displeasure and frustration at howwrong the model is. If you are working with a culture that doesn’t react well to that approach, then expressfrustration with yourself for not better explaining what needs to be done.

Training Round 0 - Initial Build

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Notes:

The CEO should avoid providing too much detail about the scenario unless a team member specificallyasks for information during the planning phase. Ex.) If a team asks you ‘why are we building this town?’,be sure to congratulate them on asking the right questions during the learning and provide them withthe answer from the background story that is outlined in the appendix at VI.A.4. The goal during this initial phase is to get the team to jump in immediately and start building with theLEGO® blocks without asking too many questions. This is intended to show how many projects are runwith the team starting to build without understanding the problem they are working to solve.

Pivot:

Explain that we are trying to sell the town to investors and it looks like a basic, everyday town. Does anyone know why we are building this town? Who is this town for? What is our target market? Have we built to their needs?

Concepts Covered: Understanding the why before building anything

Start with Why How Might We Product Lifecycle Customer / Stakeholder map Pains, Gains, and Goals

Basic Scrum Roles Product Owner

Bottleneck of CEO availability Add VP role

Coming out of round 1, the coach should walk the team through the concepts covered in this section. Afterthe CEO goes through the pivot and explains why we are building the town (following the background storyin the appendix at VI.A.4), the coach should then start with the ‘Start with Why’ exercise below and thecorresponding TED Talk. You will need to get someone to volunteer to be the Product Owner who will work with the CEO tounderstand why they are building the town. Ensure that the team member selected to be the ProductOwner is available for the duration of the training and understands what is expected of them prior to thebuild phase at the end of this round. This is also when you can introduce the VP role for larger groups. They will work with each team to own thevision of the town during the planning and build phases and while the CEO is at his investor meetings. Besure the VPs are unified on the background story in the appendix in order to ensure consistent outcomes. Additionally, the VPs can help run the group exercises such as ‘How Might We’ while the coach floatsbetween the groups and provides feedback or insight to each team. The VP role should be introduced by

Training Round 1 - Why Are We Building This Town?



the CEO as his proxy and wear a nametag to show their position to the teams. After the learnings have been completed, a Product Owner is assigned, and the VP role is introduced, startthe timer again for 5 minutes of planning. At the end of the second round of planning, inform the team thatyou have another meeting with investors. During this build phase, the VP roles should be available toanswer questions. At the end of the 7 minutes, the CEO should announce that they are back from theinvestors meeting and are looking forward to seeing what they have built. Pivot: Why would anyone invest in this town? What is the concept? Start With Why Show the TED Talk below to the team and walk through the golden circle diagram and how it relates to theprojects they have worked on and to the town.

“People don’t buy what you do, they buy why you do it. “

® Apple®

[1] “First Ask Why” is owned by Ted.com and shared under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0). The video can be found athttps://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action and information on the licensecan be found at https://creativecommons.org/licenses/by-nc-nd/4.0/. [1] “Golden Circle” by Mosborne01 used under Creative Commons Attribution-Share Alike 3.0 Unportedcan be found at https://commons.wikimedia.org/wiki/File:Golden_circle.png. Additional information



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regarding the Creative Commons License can be found at https://creativecommons.org/licenses/by-sa/3.0/. Definition Of A Strategy Every company and franchise has a different definition of what a strategy is and how to implement it. Weoften hear definitions regarding customer/business choices, evaluating long-term consequences, and tyingtogether vision and mission statements. We use the definition from Richard Rumelt’s book “Good StrategyBad Strategy” [1] listed below: �. In depth analysis of the challenge�. What policy or approach addresses the challenge�. Specific steps to implement the policy or challenge This is reflected in the rapidValue Realization approach of identifying the problem, building the valueproposition, and experimenting with customers. Through these steps, you will build an analysis of theproblem, identify potential approaches to solve the problem, and confirm this with customer interaction andfeedback. ‘Good Strategy Bad Strategy: The Difference and Why It Matters’ by Richard Rumelt ©2011 How Might We In this exercise, each person writes their own notes, one at a time, on sticky notes. After collectingeveryone’s notes, the team will vote on three individual sticky notes. This will allow the group to diverge onthe problem and then converge on the most important aspects of the problem. Each member of the teamshould have their own pad of sticky notes and a permanent marker. This is how the team should take notes and vote:�. At the top left side of each sticky note, write HMW.�. Whenever something of interest comes up while the team is unpacking data, write it down in the form

of a question. For example, if the conversation is regarding customer service in a hotel, someone mightput “HMW make the hotel guests feel welcomed as soon as they arrive at the hotel?”

�. All of the sticky notes should be collected and grouped into categories so that it is easy to vote on thesticky notes later.

�. Once all the notes have been collected and organized into groups, it is best to review all of the HMW’s torefresh everyone on what items there are to vote on.

�. Each team member should receive three large dots to vote with.�. Ask the team to vote on the three individual sticky notes that they feel are most important to find a

solution to.

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Inspired by Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days (p. 73-76) Product Lifecycle

Customer/Stakeholder Map The purpose of this exercise is for the team to identify the key customers and stakeholders associated tothe goal statement. This exercise allows the team to visualize the ecosystem of personas that are



associated with the goal/problem statement. Steps:�. Have the coach walk through the desired outcome of the Customer/Stakeholder Map�. Guide the team through the process to brainstorm each and every customer who would interact or be

affected by this process�. Try to guide the team away from generic customers such as ‘Angry Neighbor’ since that could be

attributed to multiple personas, such as ‘Single Parent 22-30’, ‘Elderly Local Couple’, or ‘New CollegeGraduate’

�. After all customers have been exhausted, have the team 3-dot vote on the top customer(s) they want tofocus on for the remainder of the training.

For the LEGO training, try to steer them towards ‘Recent College Graduate’

Pains/Gains/Goals The Empathy Map is used to understand the target customer and identify any unmet needs. You will createone of these for key customers and stakeholders identified in the ‘Customer/Stakeholder Map’ exercise. Steps:�. Draw the diagram on a sheet of brown paper and capture each item on a sticky note�. Ensure the team understands the definitions:

a. Goals – What activity/outcome is the target customer trying to achieve?b. Pains – What is preventing the customer from achieving their goals?c. Gains – What value can we provide to the target customer?

�. Some items can sit between two categories, such as a Goal and a Gain that overlap�. Some items will connect to other customer Pains, Gains, and Goals you are creating



Inspired by Business Model Generation: The Empathy Map (p. 130) Scrum Roles - Product Owner The Product Owner is responsible for maximizing the value of the product and the work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals. The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes:

Clearly expressing Product Backlog items Ordering the items in the Product Backlog to best achieve goals and missions Optimizing the value of the work the Development Team performs Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the ScrumTeam will work on next Ensuring the Development Team understands items in the Product Backlog to the level

needed. The Product Owner is responsible for working with the CEO or VP during the training to understand thepriority and any requirements for each item in the town. They will also be responsible for running the sprint



review with the CEO or VP to go through all items in the ‘Done’ column of the Kanban board. Note: Ensure that the Product Owner is available during the entire training and comfortable with their role. Theyshould be focused on the training and not have external meetings or other distractions for the remainder ofthe day.

Concepts Covered: Developing the town’s concept:

Crazy 8’s Solution Art Gallery Concept Mood Board

Learning Agile Concepts: Kanban Product Backlog Sprint Backlog Sprint Cycle Scrum Master Scrum Ceremonies

Optional Learnings: User Stories Acceptance Criteria

It’s likely that the team was feeling confident after understanding the “Why” for the town and jumped rightback in and started building again. Your job is to derail them again by looking at what they’ve built andbeing confused about how they translated the “Why” into what they built. At this point the team may have captured the “Why” for the town, but they didn’t take the time to translatethe “Why” into a design that aligns with what the CEO wanted. Explain that what they built does not matchthe vision the CEO has explained to the investors. Have the coach work through the learnings below with the VP to guide larger group sessions and providefeedback to individuals while the coach handles overall guidance. The focus is on the concept of the town,the ‘How’ in the golden circle. Note that User Story and Acceptance Criteria learnings are optionaldepending on the group and the allotted time. While we try to focus on agile concepts, these learnings donot fit with the training story and may be too detailed for executive teams. Start the timer again for 5 minutes of planning. Be sure to enforce the use of the Kanban by reminding theteam that you can only review the items in the ‘Done’ column. Move any approved items to the ‘Approved’column and any items that need clarification or to be rebuilt into the ‘To Do’ column to be redone in thenext round. You will also need to identify a Scrum Master who can take the list of requirements, translate them intoKanban cards, and build a Kanban with the team.

Training Round 2 - What Is The Concept?



The team typically is working on all of the buildings at the same time so this is a good time to talk about

“work-in-progress” and help them to understand it is better to work on one thing and get it done correctlybefore moving to the next item. Having many tasks “in progress” prevents the team from understandingwhat work is complete and makes prioritization more difficult. The coach should ask each team member what they are going to do when we jump back into thesimulation. This is an opportunity to give them practice at running a daily scrum meeting. The CEO should announce that they are leaving for the investor meeting after the 5 minutes of planninghave been completed. The VPs can stay to answer questions during the build phase and help the ProductOwner and Scrum Master with their tasks. After 7 minutes the CEO should announce they are back from their investor meeting and excited to see theconcept of the town. Pivot:

I’m not getting the story from this concept What would our ideal customer want from this town? Where is the ‘tears of joy’ moment for our customer? How is the customer story translated into the design?

Crazy 8’s The purpose of this exercise is designed to allow the participants to ideate various solutions that can beimplemented to fulfill a customer’s unmet needs. The participants will be quickly jotting down ideas thatwill help alleviate the pains identified in the Customer Empathy Map and fulfill the unmet needs identifiedin the How Might We exercise. Instructions:

Sketch and label 8 variations of a solution that can be used to alleviate the customer’s pains and helpachieve the customer’s goals in 8 minutes After 8 minutes have passed, give each team member about 5 minutes to present all of their ideas



Solution Art Gallery In this exercise, the team will take their best idea from the Crazy 8’s and detail them out into a three partsolution. This allows the team to think about how an idea from the Crazy 8’s will impact a customer. Byvoting on the parts of each storyboard and allowing for an unlimited amount of votes, the team is able togenerate a heat map of the best solutions. Instructions:

Each participant should flesh out their best idea from Crazy 8’s into a three part storyboard usingdrawings with words to supplement the drawings Make sure there is a title on the top of the page After 10 minutes pass, have the producer tape all of the storyboards onto the wall Allow each participant 3 minutes to present the solution Once everyone has presented, give out each participant about 15-20 small dots to vote with (give moredots as needed) Instruct the participants to vote on the parts of the storyboards that they find interesting. If they want tovote on the entire storyboard, allow them to place a dot near the title Have the producer count the votes and write the number of vote next to each part of the storyboard



Inspired by Sprint: Solve Big Problems and Test New Ideas in just Five Days (p. 109-118)



Concept Mood Board A Concept Mood Board represents all of the features and themes that the concept should embody. Thisexercise helps to formalize all of the outcomes that the solution concept should fulfill.

Scrum Toolbox - Kanban (Task Board) & Work in Progress Kanban boards (or task boards) are a simple way to represent an item in the production process and theircurrent status. At its simplest, a Kanban bard consists of three columns: To Do, Doing, and Done. The teamwill move their own cards across the board, providing visibility regarding the status of each task. This helpsthe team to see their current situation and adapt as needed based on this information. It also helpsstakeholders to see the progress that the team is making, as well as identifying any items that are blockingor need to be broken down further. Only what has been moved to the Done column can be reviewed at theend of the sprint and eventually approved by the product owner. Anything that is done but fails approval willget moved back into the product or sprint backlog with updated requirements.



Inspired by Scrum: A Breathtakingly Brief and Agile Introduction (p. 22-23) Scrum Toolbox - Product Backlog & Sprint Backlog The Product Backlog: The Product Backlog is an ordered list of everything that might be needed in the product and is the singlesource of requirements for any changes to be made to the product. The Product Owner is responsible forthe Product Backlog, including its content, availability, and ordering. The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute thechanges to be made to the product in future releases. Product Backlog items have the attributes of adescription, order, estimate and value. As a product is used and gains value, and the marketplace provides feedback, the Product Backlogbecomes a larger and more exhaustive list. Requirements never stop changing, so a Product Backlog is aliving artifact. Changes in business requirements, market conditions, or technology may cause changes inthe Product Backlog.



The Sprint Backlog: The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan fordelivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a forecast by theDevelopment Team about what functionality will be in the next Increment and the work needed to deliverthat functionality into a “Done” Increment. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Teamplans to accomplish during the Sprint, and it belongs solely to the Development Team. The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game is owned by Scwaber andSutherland and can be found at scrumguides.org and licensed under Creative Commons Attribution-Sharealike 4.0 International (CC BY-SA 4.0). Additional information on Creative Commons license can befound at https://creativecommons.org/licenses/by-sa/4.0/ Scrum Roles - Scrum Master and Team The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this byensuring that the Scrum Team adheres to Scrum theory, practices, and rules. The Scrum Master is aservant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understandwhich of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helpseveryone change these interactions to maximize the value created by the Scrum Team. The Development Team consists of professionals who do the work of delivering a potentially releasableIncrement of “Done” product at the end of each Sprint. Only members of the Development Team create theIncrement. Development Teams are structured and empowered by the organization to organize and manage their ownwork. The resulting synergy optimizes the Development Team’s overall efficiency and effectiveness. Development Teams have the following characteristics:

They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turnProduct Backlog into Increments of potentially releasable functionality Development Teams are cross-functional, with all of the skills as a team necessary to create a productIncrement Scrum recognizes no titles for Development Team members other than Developer, regardless of thework being performed by the person; there are no exceptions to this rule Scrum recognizes no sub-teams in the Development Team, regardless of particular domains that needto be addressed like testing or business analysis; there are no exceptions to this rule Individual Development Team members may have specialized skills and areas of focus, butaccountability belongs to the Development Team as a whole.

Note:

Ensure that the Scrum Master is available during the entire training and comfortable with their role.They should be focused on the training and not have external meetings or other distractions for theremainder of the day.

http://www.scrumguides.org/scrum-guide.html

http://www.scrumguides.org/








The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game is owned by Scwaber andSutherland and can be found at scrumguides.org and licensed under Creative Commons Attribution-Sharealike 4.0 International (CC BY-SA 4.0). Additional information on Creative Commons license can befound at https://creativecommons.org/licenses/by-sa/4.0/ The Sprint Cycle - Overview Every Sprint cycle begins with Sprint Planning where the team reviews the Product Backlog and decideswhich user stories to accept into the Sprint. In addition, the team takes this time to identify the tasksassociated to each user story that has been accepted into the Sprint. Every morning during the Sprint theteam holds a Daily Scrum for 15 minutes to discuss what has been completed the day before, what will beaccomplished today and any impediments that may exist. At the end of the Sprint, the team reviews andapproves the user stories with key stakeholders and customers during the Sprint Review. Finally, aRetrospective is held to review the Sprint and identify any methods that may allow the team to be moreeffective.

Inspired by Scrum: A Breathtakingly Brief and Agile Introduction (p. 26-27) The Sprint Cycle - Sprint Planning Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, theevent is usually shorter. The Scrum Master ensures that the event takes place and that attendantsunderstand its purpose. The Scrum Master teaches the Scrum Team to keep it within the time-box. Sprint Planning answers thefollowing: · What can be delivered in the Increment resulting from the upcoming Sprint? · How will the work needed to deliver the Increment be achieved?










The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game is owned by Scwaber andSutherland and can be found at scrumguides.org and licensed under Creative Commons Attribution-Sharealike 4.0 International (CC BY-SA 4.0). Additional information on Creative Commons license can befound at https://creativecommons.org/licenses/by-sa/4.0/ The Sprint Cycle - Daily Scrum The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities andcreate a plan for the next 24 hours. This is done by inspecting the work since the last Daily Scrum andforecasting the work that could be done before the next one. The Daily Scrum is held at the same time andplace each day to reduce complexity. During the meeting, the Development Team members explain: · What did I do yesterday that helped the Development Team meet the Sprint Goal? · What will I do today to help the Development Team meet the Sprint Goal? · Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal? The Scrum Master enforces the rule that only Development Team members participate in the Daily Scrum.Daily Scrums improve communications, eliminate other meetings, identify impediments to development forremoval, highlight and promote quick decision-making, and improve the Development Team’s level ofknowledge. This is a key inspect and adapt meeting. The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game is owned by Scwaber andSutherland and can be found at scrumguides.org and licensed under Creative Commons Attribution-Sharealike 4.0 International (CC BY-SA 4.0). Additional information on Creative Commons license can befound at https://creativecommons.org/licenses/by-sa/4.0/ The Sprint Cycle - The Sprint Review A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog ifneeded. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done inthe Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborateon the next things that could be done to optimize value. This is an informal meeting, not a status meeting,and the presentation of the Increment is intended to elicit feedback and foster collaboration. The Sprint Review includes the following elements: · Attendees include the Scrum Team and key stakeholders invited by the Product Owner · The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done” · The Development Team discusses what went well during the Sprint, what problems it ran into, and howthose problems were solved · The Development Team demonstrates the work that it has “Done” and answers questions about theIncrement · The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion datesbased on progress to date (if needed) · The entire group collaborates on what to do next, so that the Sprint Review provides valuable input tosubsequent Sprint Planning

















· Review of how the marketplace or potential use of the product might have changed what is the mostvaluable thing to do next · Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated release ofthe product. The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlogitems for the next Sprint. The Product Backlog may also be adjusted overall to meet new opportunities. During the training, the Sprint Review will be run by the Product Owner who goes through all the items inthe Kanban ‘Done’ column and presents them to the CEO or VP. The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game is owned by Scwaber andSutherland and can be found at scrumguides.org and licensed under Creative Commons Attribution-Sharealike 4.0 International (CC BY-SA 4.0). Additional information on Creative Commons license can befound at https://creativecommons.org/licenses/by-sa/4.0/ User Stories & Acceptance Criteria User Stories: Requirements are written in the form of user stories. A user story identifies which users the story willbenefit, what functionality is desired by the users, and why the story is valuable to the users. Each userstory should be written in the following format:

Acceptance Criteria: Acceptance Criteria constitute the “Definition of Done” for each user story. Each Acceptance Criteriaspecifies function and non-functional requirements, each with a clear pass/fail result. Each AcceptanceCriteria must be satisfied in order for the user story to be completed. Inspired by Scrum: A Breathtakingly Brief and Agile Introduction (p. 8, 24-25)

Concepts Covered: Defining The Perfect Customer Journey

Customer Journey Map Develop Your Minimal Design:

Wire Framing

Training Round 3 - What Is The Customer Story?










Prototype Pivot (Rainbow) MVP/MLP

Additional Role: Designer

After completing the exercise to develop the design and concept, it’s likely that the team was feelingconfident after understanding the “How” for the town and jumped right back in and started building again. Your job is to once again derail them by looking at what they’ve built and being confused about how whatthey built maps into what a perfect customer journey looks like. It’s also likely that they did not finish all ofthe items in the sprint backlog; this is where you will introduce the idea of wire framing and prototyping forbuildings that do not need to be built out. Have the coach work through the learnings below with the VP to guide larger group sessions and providefeedback to individuals while the coach handles overall guidance. The focus is on the perfect customerexperience in this town. Take the time to have each team member create their own customer journey, sharewith the team, and collate into one overall experience. Start the timer again for 5 minutes of planning. Be sure to enforce the use of the Kanban by reminding theteam that you can only review the items in the ‘Done’ column. Move any approved items to the ‘Approved’column and any items that need clarification or to be rebuilt into the ‘To Do’ column to be redone in thenext round. You will also need to identify a Designer who will work to create the wire frame and prototype on a sheet ofbrown paper with help from the CEO or VP. The CEO should announce that they are leaving for the investor meeting after the 5 minutes of planninghave been completed. The VPs can stay to answer questions during the build phase and help the ProductOwner and Scrum Master with their tasks. After 7 minutes the CEO should announce they are back from their investor meeting and excited to see theconcept of the town. Pivot:

How do we know what we’ve built is true? Will our target customer want anything that we’ve built?

Customer Journey Map The purpose of creating a Customer Journey Map is to draw out an experience tailored towards thecustomer’s unmet needs. The way we like to approach this is by handcrafting a perfect experience for oneparticular customer without having any constraints in our mindsets. It is important not to allowtechnicalities and costs hinder your thought process during this exercise. This will allow for the team tohave an idea of exactly what will make a customer happy. Once the team has identified the perfectexperience, they can then put a plan together that takes ideas from the perfect experience and make itscale. By mapping out a perfect experience, the team will have gained insight on what the solution should



look like and will allow the team to move towards the direction of a perfect experience. It helps to focus onthe pains identified in the ‘Pains, Gains, and Goals’ exercise when creating the Customer Journey Map.

“Got a wicked problem? First tell me how you make toast” is owned by Ted.com and shared under CreativeCommons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0). The video canbe found athttps://www.ted.com/talks/tom_wujec_got_a_wicked_problem_first_tell_me_how_you_make_toast#t-125807and information on the license can be found at https://creativecommons.org/licenses/by-nc-nd/4.0/. User Story Mapping User Story Mapping is used to group the customer journey into logical themes, assigning thecustomer/stakeholder involved, and identifying the pains/gains you are solving at each step. Thehypothesis, MVP, and MLP are also driven from this exercise and allows an overall view of the journey andwhere each experiment fits into the process.

https://www.ted.com/talks/tom_wujec_got_a_wicked_problem_first_tell_me_how_you_make_toast#t-125807

http://www.ted.com/









Wire Framing & Prototyping Wireframes and prototypes are great tools to use to mock up what a solution may look like and do in orderto obtain feedback from customers and stakeholders. They require minimal effort to create and allow for agreat deal of learning via customer feedback.



Pivot

MVP



Agile Manifesto Written in February of 2001 by seventeen software practitioners, they found consensus around four mainvalues of software development: Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan One of the core principals of rapidValue Realization is around being truly agile in not only softwaredevelopment but creating any new system, business or technology. These four principals are encapsulatedin the rVR process as a basis for changing how teams approach a problem and deliver solutions.

Concepts Covered: What is your Value Proposition?

Value Proposition Map Define Your Tests:

Hypotheses Learning Plan Test Cards Business Model Canvas

Learning Agile Concepts:

Training Round 4 - Is Our Hypothesis True?



Sprint Retrospective After the team has completed another round of building, the CEO should ask the team what their valueproposition is and how they will know if what they designed will be valuable to the town residents. At this point, the coach should introduce the concept of the value proposition map and guide the teamthrough creating one based on the identified customer pains/gains/goals, their proposed solution, andidentify the value to each customer group. The coach should then introduce the idea of experimentation tothe team. Have the team properly define their value propositions and create test cards that they can testwith recent graduates. During the test card section below, have the CEO or VP provide feedback thatstrongly disagrees with a key component of the team’s value proposition. (For example, if the team focuseda large portion of their value proposition to having the housing near the town center where the bars arelocated, the feedback can be used to express a desire to have housing further away from the town centerfor when they decide to start a family.) By showing discrepancies between the team’s vision and the recentgraduate’s wants and needs, it will show the team the importance of testing with the customer as well asemphasize the concept of a pivot. After the team reviews the design with the customer, have them run through a sprint retrospective and havethe team identify areas in which they can improve in the next sprint. Set the timer for a final 5 minute planning session. Be sure to enforce the use of the Kanban during theplanning phase by only allowing the team to review the items in the ‘Done’ column during the final review.Move any approved items to the ‘Approved’ column and any items that need clarification or to be rebuiltinto the ‘To Do’ column to be redone in the next round. Any items that need to be changed based on thefeedback to the test cards should be moved into the ‘To Do’ column. After the planning session, set the timer for 7 minutes and have the CEO alert the team they will be goingto a final session with the investors. Once the round ends, have the CEO come back to review the final townand give approval on what they built. End the session with a recap of the learnings and a retrospective ofthe training. Pivot None – Team has captured the why, developed a design and customer story, and has testable hypothesis toconfirm with a target customer. Value Proposition Map A Value Proposition map represents the value that a solution concept creates for key customers andstakeholders. The center of the map represents the solution (typically a Concept Mood Board) thatdescribes all of the features and outcomes that the solution should embody. On the outsides are theCustomer Empathy maps that flesh out the pains, gains, and goals of each of the key customers orstakeholders. In between each Empathy map and the Solution Concept are the Value Hypotheses thatdescribe the value that the solution creates for that particular customer/stakeholder. These hypothesesshould be testable with measurable outcomes.



Learning Plan A Learning plan maps hypothesis to experiments that can be tested with customers. The purpose ofmapping all of the assumptions to experiments is to ensure that the solution that is going to be built will bevaluable for customers, increase revenue for the team/company, is feasible, and is commercially viable.



Business Model Canvas

“Business Model Canvas” located at https://assets.strategyzer.com/assets/resources/the-business-model-canvas.pdf and owned by www.strategyzer.com can be reused under the Attribution-ShareAlike 3.0Unported (CC BY-SA 3.0). Additional information regarding the Creative Commons license can be found athttps://creativecommons.org/licenses/by-sa/3.0/. Experimentation Ensure the coach and VP are knowledgeable about the types of experiments below to help guide the teamthrough their experiments for the town.

Contextual Inquiry – Follow a target customer around and note what they do and interact with. Ask themquestions afterwards on why they did what you observed. A|B testing – Compare results of 2 different testing configurations Wizard of Oz – Replace a complex or expensive algorithm with a human for testing purposes to simulatean experience Judo – Rebrand a competitors product as your own to test marketing or branding Fake Front Door – Create a landing page for a website and a registration link to measure how manypeople would sign up for a service it completed

https://assets.strategyzer.com/assets/resources/the-business-model-canvas.pdf

http://www.strategyzer.com/




Test Plan



Sprint Retrospective The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan forimprovements to be enacted during the next Sprint.



The purpose of the Sprint Retrospective is to: · Inspect how the last Sprint went with regards to people, relationships, process, and tools · Identify and order the major items that went well and potential improvements · Create a plan for implementing improvements to the way the Scrum Team does its work. The Scrum Master encourages the Scrum Team to improve, within the Scrum process framework, itsdevelopment process and practices to make it more effective and enjoyable for the next Sprint. During eachSprint Retrospective, the Scrum Team plans ways to increase product quality by adapting the definition of

“Done” as appropriate. By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it willimplement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to theinspection of the Scrum Team itself. Although improvements may be implemented at any time, the SprintRetrospective provides a formal opportunity to focus on inspection and adaptation. The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game is owned by Scwaber andSutherland and can be found at scrumguides.org and licensed under Creative Commons Attribution-Sharealike 4.0 International (CC BY-SA 4.0). Additional information on Creative Commons license can befound at https://creativecommons.org/licenses/by-sa/4.0/ Recap It is helpful to use the handouts to review all of the learnings that were covered during the simulation. Thiswill help solidify any material and give a chance for participants to ask questions. Here are the key concepts to review at the end of the training:

Start with Why Scrum Roles How Might We Concept Mood Board Product Backlog & Sprint Backlog Product Lifecycle BA Role Sprint Cycle Sprint Review Sprint Planning Daily Scrum Customer/Stakeholder Map Customer Empathy Map Customer Journey Map Designer Role Wire framing and Prototyping Sprint Review User Stories & Acceptance Criteria MVP Definition Value Proposition Map










Hypotheses Learning Plan Business Model Canvas Test Cards Pivot Sprint Retrospective

The rapidValueRealization methodology has been used repeatedly to successfully identify key unmet needsand align on solutions that satisfy customers’ needs quickly. This methodology was derived from Google’s™Design Sprint[1]. Use the following pages as a reference to help guide your team to find a solution that isthe best fit for your customers’ unmet needs. In true rapidValueRealization fashion, we think it is important to realize the value in our products andservices as quickly as possible. By engaging with customers early and frequently, the team will be able tomake amendments to the product to be a better fit for the consumer. [1] Google™ Design Sprint can be found at http://www.thesprintbook.com/

Methodology

Overview

http://www.thesprintbook.com/



Explore The Problem

Define The Value Proposition

Experiment With Customers



Incubate The MVP

Scale To Return On Investment



This section will provide details on the various workshop activities and tools you can leverage to enableyour team to collaborate and ideate on a solution concept that will fulfill the customer’s unmet needs. Before the day of the workshop, please be sure the following logistics are taken care of:

Attendees Facilitator

Responsible for guiding the team through the activities described in the following pages Producer

Placemat

Pre-Workshop Logistics



Responsible for setting up Kickoff meeting and Planning meeting Engaging in and setting up any follow-up meetings Documenting all outcomes and activities from the workshop Ensuring all logistics are taken care of prior to workshop Handing out materials prior to each workshop activity

Team member Responsible for fully engaging in and contributing to all workshop activities

Kickoff Meeting Attendees: Facilitator, producer, and main contacts in workshop This meeting is intended to identify key participants that should attend the workshop, a date for theworkshop, and a brief overview of why and how the workshop is being held.

Planning Meeting Attendees: Facilitator, producer, and key business contacts The purpose of this meeting is to align the team on when and why the workshop is being held and toreview any material that the team should consider before the workshop begins. Additionally, use this time to confirm the following logistics:

Room reservation Preferably with a white board, projector, and a lot of wall space

Food catered Supplies

Brown paper 11x17 printer paper Sticky notes

1.5”x 2” 3” x 3” 3” x 5” (yellow) 8” x 6”

Permanent markers Pencils Pencil Sharpener Masking tape Timer/Stop watch White erase markers/eraser Post-It® easel pad/flip charts Color coding dots

1/4 “ 1”

Pro Tips: Be sure that all attendees are fully present in the workshop by limiting electronics being used during theworkshop. Have a large piece of brown paper taped to the wall prior to starting the workshop Remember to take breaks throughout the day While engaging in any activity, be sure to clearly state your intent and instructions Restate any important statements made by a participant to be sure that their point was clearlycommunicated to the rest of the team and also to allow for correction if there was a misunderstanding.



During the Planning meeting tell all team members to gather and prepare any data that would bevaluable to share with the participants of the workshop that is related to the goal Identify and call out restrooms Allow participants to step out for meetings as needed – we recap a lot

This ice breaker is designed to get the team accustomed to drawing, sharing different points of view andlightening the mood in the room. This exercise also prepares the team to create a Customer Journey Maplater in the workshop. Materials:

11x17 paper Permanent markers Timer

Set Up:

Give each workshop participant (including the facilitator and the producer) a sheet of 11x17 paper and apermanent marker.

Instructions:

Instruct the participants to draw how they make toast in four minutes After four minutes have passed, tell the participants to write their name on the page and pass theirdrawing to the right Beginning with the facilitator, have each person introduce themselves and then describe how the personto their left makes toast

Pro Tip:

This ice breaker gives the facilitator a chance to set the tone for the rest of the workshop. It is importantto allow the team to realize the role of the facilitator by instructing the participants through the exerciseand by commenting on each toast drawings while they are being presented. This exercise is also a goodchance to lighten the mood by incorporating humor and allowing everyone to familiarize themselveswith everyone’s names and roles.

Workshop Playbook

How to Draw Toast



“Got a wicked problem? First tell me how you make toast” is owned by Ted.com and shared under CreativeCommons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0). The video canbe found athttps://www.ted.com/talks/tom_wujec_got_a_wicked_problem_first_tell_me_how_you_make_toast#t-125807and information on the license can be found at https://creativecommons.org/licenses/by-nc-nd/4.0/.

By defining the goal at the very start of the workshop, the team is aligned on the purpose of the workshopand are able to make changes to the goal as needed. Instructions:

In large writing, write the goal of the workshop (as discussed in the Kickoff and Planning meetings)somewhere in the room that is easily visible to everyone. Ask the team to make any changes in scope and wording and validate that all team members arecomfortable with the goal before beginning any workshop activities.

Pro tips:

Make sure the goal that the team agrees on is specific and tangible. Refer back to the goal occasionally throughout the workshop to keep the team within the scope. Make any adjustments to the goal throughout the day as needed.

Define The Goal

Sample How to Draw Toast exercise


http://www.ted.com/









This exercise is intended to allow the team to diverge by thoroughly thinking through all aspects andperspectives of the problem and then to converge by voting on the three most important unmet needs. Byallowing each team member to document their thoughts individually the team will explore differentperspectives and enable each other to think through the problem in various angles. Materials

Brown Paper Masking tape Sticky notes

1.5” x 2” 3” x 3” 8” x 6”

Permanent markers Colored Dots (3 per person)

Set Up:

Tape a large piece of brown paper to the wall and write “How Might We…” on the top left side (should bedone before the start of the workshop) Hand each participant a pad of Sticky notes and a Permanent marker Instruct each team member to write their own How Might We’s

Instructions:

At the top left side of each sticky note, write HMW (short for How Might We). Whenever something of interest comes up while the team is unpacking data, write it down in the formof a question. For example, if the conversation is regarding customer service in a hotel, someone mightwrite “HMW make the hotel guests feel welcomed as soon as they arrive at the hotel?” All of the sticky notes should be collected on the brown paper and grouped into categories (by theProducer) so that it is easy to vote on the sticky notes later and identify duplicate HMW’s. Once all the notes have been collected and organized into groups, it is best to review all of the HMW’s torefresh everyone on what items there are to vote on. Each team member should receive three large dots to vote with. Ask the team to vote on the three individual sticky notes that they feel are most important to find asolution to. Summarize the top unmet needs on large sticky notes (usually 3)

Pro Tips:

Before sticking the HMWs onto the brown paper, read it out loud so all team members are aware of whathas been written already Use the small sticky notes to write the names of the categories to make it easy to find specific HMWsduring voting Encourage team members to write down their thoughts whenever they say something interesting Pull a team member to help the producer with categories if assistance is needed.

How Might We



‘How Might We’ inspired by Sprint: Solve Big Problems and Test New Ideas in just Five Days (p. 73-82).

The purpose of this exercise is for the team to identify the key customers and stakeholders associated tothe goal statement. This exercise allows the team to visualize the ecosystem of personas that areassociated with the goal/problem statement. Materials:

Brown Paper Masking Tape Sticky notes

3” x 3” Permanent markers

Set Up:

Tape a piece of brown paper (about 3 feet wide) on the wall Ensure all participants have a pad of sticky notes and a Permanent marker

Instructions:

Ask the team members to explore the various individuals involved in the goal/problem statement Document each customer or stakeholder on a sticky note and place it on the brown paper

Customer/Stakeholder Map

Sample of How Might We exercise



Draw arrows between customers and stakeholders that are related to one another (see image below forexample)

By realizing a stakeholder or customer’s perspectives and feelings the team will be able to betterunderstand their unmet needs. This exercise is focused on empathizing with a customer or stakeholder tounderstand what they think, feel, see, do, and say. Additionally, this exercise allows the team to identify anypains the customer may have, gains that may be solved for, and goals they may want to achieve. By fleshingout the ideal customer’s persona, the team will set themselves up to create a solution that resonates withthis persona. Materials:

Brown paper Masking tape Sticky notes


Set Up:

Tape a piece of brown paper to the wall (about 3 feet wide) Draw the Empathy map or Customer Pains & Gains (see next page)

Customer Empathy Map (Pains/Gains/Goals)

Sample Customer/Stakeholder excercise



Instructions: Ask the participants the following questions and document each answer on a sticky note

What does the ideal customer think and feel? What does the ideal customer see? What does the ideal customer say and do? What does the ideal customer hear? What are some of the ideal customer’s pains? What are some of the ideal customer’s gains? What goals does the ideal customer have?

Stick each answer in the appropriate section of the chart Pro Tips:

Do this exercise for multiple customers and stakeholders to generate an ecosystem and understand allperspectives. This will help drive a value proposition that will satisfy multiple personas’ unmet needs. Use the Empathy map if the team needs to understand the emotions and motivations of their customers.

Definitions:

Goals – What activity is the target customer trying to achieve? Pains – What is preventing the customer from achieving their goals? Gains – What value can we provide to the target customer?



A Concept Mood Board represents all of the features and themes that the concept should embody. Thisexercise helps to formalize all of the outcomes that the solution concept should fulfill. Materials:


3” x 3”

Concept Mood Board

Customer Empathy Map layout



Permanent markers Set Up:

Tape a large piece of brown paper to the wall and write “Customer Mood Board…” on the top left side(should be done before the start of the workshop) Hand each participant a pad of Sticky notes and a Permanent marker

Instructions:

Coming out of the ‘How Might We…’ exercise, the team will want to jump into coming up with solutionsfor the main problems identified. Guide them to brainstorm ideas by asking the following questions:

What must the solution include to meet the top How Might Wes identified? What are the ‘nice to haves’ or ‘pie in the sky’ items that would make the solution stand out? Is there anything in the current process/solution that should be included?

Stick each answer on the brown paper Pro Tips:

This is the ideation/brainstorming session of anything that can address the problems identified in theHow Might We section. Don’t filter the ideas at this point! Many of the great solutions can come fromwild ideas The producer can work to organize and group ideas as themes emerge to help keep the board clean andprevent duplicate ideas Have each team member write their own ideas and bring them to the board, but ensure they are read outby the facilitator. Many ideas will spark additional solutions/conversations from other team members.

The purpose of this exercise is designed to allow the participants to ideate various solutions that can beimplemented to fulfill a customer’s unmet needs. The participants will be quickly jotting down ideas thatwill help alleviate the pains identified in the Customer Empathy Map and fulfill the unmet needs identifiedin the How Might We exercise. Materials:

11x17 paper Pencils Timer Pencil Sharpener

Set Up:

Hand out a piece of 11x17 paper and a pencil to each participant Have the team fold their paper three times into 8 equal parts (fold long-ways, fold long-ways, fold short-ways)

Instructions:

Sketch and label 8 variations of a solution that can be used to alleviate the customer’s pains and helpachieve the customer’s goals in 8 minutes After 8 minutes have passed, give each team member about 5 minutes to present all of their ideas

Crazy 8’s



Pro Tips:

Assure the team that all ideas are welcome in this exercise no matter how realistic or feasible.Sometimes, it is those ideas that spark an epiphany for the team’s solution concept Allow the participants to use both drawings and words to do this exercise. You want the team togenerate as many ideas as possible in a short period of time Make sure the team is working individually on this exercise By allowing the team to present their initial ideas, other team members may be able to iterate on or addto their ideas in the next exercise. We do this exercise in pencil so team members can update their ideas easily.

‘Crazy 8’s’ inspired by Sprint: Solve Big Problems and Test New Ideas in just Five Days (p. 109-114)

In this exercise, the team will take their best idea from the Crazy 8’s and detail them out into a three partsolution. This allows the team to think about how an idea from the Crazy 8’s will impact a customer. Byvoting on the parts of each storyboard and allowing for an unlimited amount of votes, the team is able togenerate a heat map of the best solutions.

Solution Art Gallery

Sample Crazy 8’s excercise



Materials: 11x17 paper Sticky notes

3” x 5” Yellow Permanent marker Masking Tape Small colored dots ( ¼”) Timer

Set Up:

Have the producer place three yellow sticky notes on each page (see next page) and hand one page toeach participant Make sure each participant has a Permanent marker Allot 10 minutes to the timer

Instructions:

Each participant should flesh out their best idea from Crazy 8’s into a three part storyboard usingdrawings with words to supplement the drawings Make sure there is a title on the top of the page After 10 minutes pass, have the producer tape all of the storyboards onto the wall Allow each participant 3 minutes to present the solution Once everyone has presented, give out each participant about 15-20 small dots to vote with (give moredots as needed) Instruct the participants to vote on the parts of the storyboards that they find interesting. If they want tovote on the entire storyboard, allow them to place a dot near the title Have the producer count the votes and write the number of vote next to each part of the storyboard

Pro Tips:

Tell the team members to make their drawings self-explanatory and detailed. Have one person present all of the ideas so that there is not discrepancies in presentations that willimpact voting Have the producer count the votes



Customer Journey Map

Sample Solution Art Gallery excercise



By ‘toasting’ out the customer experience, the team is able to collaborate different perspectives of the idealcustomer experience into one experience. In this exercise, you want the team to create the best experiencefor the customer without regard for cost or feasibility. Coming out of this exercise, the team will focus onpart of the experience to test and iterate on to ensure this solutions is the best fit for the customer. Materials:

11x17 paper Sticky notes

3” x 3” Permanent marker Brown paper Masking Tape

Set Up:

Hand out 11x17 paper, sticky notes and a Permanent marker to each participant Queue up “How to Make Toast”[1] video

Instructions:

Show the TED talk (linked above) to the team. This video describes why this exercise is important andhighlights the importance of combining the various perspectives within the team. Ask each team member to draw the ideal customer experience out on the sticky notes and align themonto the sheet of papera. Each sticky note should represent one event Have the team members come up and place their experience on brown paper one sticky note at a timewhile talking through the experience The team should begin to add to and overlap each other’s experiences until all members have addedtheir sticky notes Have the team work together to properly combine all the experiences into one cohesive ideal experience

Pro Tip:

It helps to focus on the pains identified in the ‘Pains, Gains, and Goals’ exercise when creating theCustomer Journey Map

[1] “Got a wicked problem? First tell me how you make toast” is owned by Ted.com and shared underCreative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0). Thevideo can be found athttps://www.ted.com/talks/tom_wujec_got_a_wicked_problem_first_tell_me_how_you_make_toast#t-125807 and information on the license can be found at https://creativecommons.org/licenses/by-nc-nd/4.0/.





http://www.ted.com/









By basing the User Story Map off of the customer journey, the team is able to understand the entire processand fit each future experiment into the story. In this exercise, you will help the team identify the MLP as apotential future state, the hypothesis around the Customer Journey, and the MVP which will test each of thehypothesis. Coming out of this exercise, the team will have a clear sense of what the future-state processwill be, where each of the experiments fit into the journey, and a potential MLP to work towards. Materials:

Permanent markers Sticky notes

1.5” x 2” (Multi-colored) 3” x 3” (Multi-colored) 3” x 5” (Yellow) 5” x 8” (Orange/Magenta)

Set Up:

User Story Mapping

Sample Customer Journey Map and Reconciliation



Give each participant a 3” x 3” post-it pad and a permanent marker Instructions:

Facilitator to execute the individual and “toasted” customer journey with the team as norm Organize each journey phase and label into a theme (3” x 5” sticky) Identify customers/stakeholders engaged next to each theme (1.5” x 2” sticky) Facilitator guides team to an MLP

What are the minimum, critical steps to get through the journey? Facilitator guides team to identify current state pains/gains/goals for each theme

This will tie to the empathy map completed earlier Help document assumptions being made focusing on the themes Facilitator guides team to create an initial MVP that rolls up to the earlier identified MLP (help post inthe appropriate sequence) Help document any user stories

Pro Tip:

Have the producer create the themes after the customer journey is completed. Once completed, havethe team confirm these groupings as they are essential to the creation of the hypothesis and MLP/MVP The customer/stakeholder map and pains/gains/goals can be reused to add these details to the themesin the user story map

The MLP is used as a potential ‘best-case’ minimum release and should not be used as a targeted outcome.We discuss it here as an example to the project-minded individuals who want to ensure that the MVP is notwhat would be released. The experiments will determine the final MLP which may differ from what isdiscussed here.



Defining a value hypothesis will allow the team to realize and ensure that their solution will be resolving anunmet need for the customer. Materials:

Permanent marker Large sticky notes

8” x 6” Instructions:

Have the team fill out the following template for each test card that they have created. Allow each team/individual present their value hypothesis along with the test cards

Pro Tip:

It helps to ask what the assumption is for each step in the Customer Journey Map The hypothesis should be testable and provide direct feedback to the problem statement Encourage the team to drill deeper on vague hypothesis It helps to build hypothesis around the ‘tears of joy moments’ in the customer journey – what is theultimate value provided to the target customer during the Customer Journey Map?

By collecting various deliverables [Customer Empathy maps, Value Hypotheses, Solution Concept/Goal]the team will have a visual representation of their value proposition. Though this is not an exercise, it is

Value Hypothesis

Value Proposition Map

Template for the Value Hypothesis



beneficial to create this using the deliverables made throughout the day and review it with the team.

Creating a learning plan is an effective way to define experiments that will test any hypothesis that need tobe tested to validate the value proposition of the solution concept. Materials:



Set Up:

Tape a piece of brown paper (about 3-4 feet wide) to the wall Use masking tape and divide the brown paper in half vertically On the left side of the brown paper, write the following for categories

Is it valuable? Who will pay? Is it feasible? Is it commercially viable?

Instructions:

Take any value hypotheses that were identified earlier in the workshop around the value of the solutionconcept and place them under “Is it valuable?”.

Learning Plan

Template for the Value Proposition Map



Ask the team to come up with any assumptions that need to be tested in relation to the other threecategories. Once all of the hypotheses have been identified, ask the team to come up with an experiment to test thehypotheses.

Pro Tip:

Use test plans as a temple to identify experiments that are specific and tangible.



Test plans are used to properly define experiments that will prove out the team’s value proposition. Usingthis format to define the experiments is valuable because it defines a value hypothesis, a plan to test, howto measure the test, and a scenario for success. Materials:

Test Plan Template Pencil Masking tape Large voting dots

Set Up:

If there is a large number of participants in the room, split them into teams You want to have about 3-5 test plans coming out of this exercise

Hand out a test plan template and pencil to each participant or team Instructions:

Instruct each participant/team to define an experiment a test plan (see next page) Tape each test plan to the wall Have each participant/team present their test plans If there are a lot of experiments, have the team vote with large voting dots to prioritize an order

Pro Tips:

Define any barriers to success and resources needed for each experiment. This will get the teamthinking about the execution of the project and any next steps that need to be taken. Identify a source for a customer that the experiments will be tested on so the team is aware of who tocontact and is able to make progress without any ambiguity. Spend time to define next steps and assign an owner to each task so there is a plan of action in place(Trello is a great tool to do this with). Encourage the participants/teams to keep the tests as simple and feasible as possible. Make sure measures are quantifiable.

Test Plan

Sample Learning Plan



Appendices

Test Plan Template



Types of Experiments

rVR Summary



Bungay S. (2011) The Art of Action: How Leaders Close the Gaps between Plans, Actions, and Results.Boston, MA: Nicholas Brealey Publishing Bernarda G. & OsterWalder A. & Pigneur Y. & Smith A. (2014) Value Proposition Design: How to CreateProducts and Services Customers Want. USA: John Wiley & Sons Inc.

Workshop Outcomes Toolbox

References



Fussell C. & Goodyear C. W. (2017) One Mission: How Leaders Build a Team of Teams. USA: Portfolio /Penguin Gothelf J. & Seiden J. (2017) Sense and Respond: How Successful Organizations Listen to Customers andCreate New Products Continuously. USA: Harvard Business Review Press. Gothelf J. (2017) Lean vs. Agile vs. Design Thinking. Middletown, DE: Gothelf Corp Johnson H. L. & Sims C (2017) Scrum: A Breathtakingly Brief and Agile Introduction. Middletown, DE:Dymaxicon Knapf J. (2016) Sprint: Solve Big Problems and Test New Ideas in just Five Days. USA: Simon & Schuster Lokitz J. & Solomon L. K. & Van Der Pijl P. (2016) Design a Better Business: New Tools, Skills, and Mindsetfor Strategy and Innovation. USA: John Wiley & Sons Inc. Merchant N. (2009) The New How: Building Business Solutions Through Collaborative Strategy. USA:O’Reilly Media Inc. Olson D. (2015) The Lean Playbook: How to Innovate with Minimum Viable Products and Rapid CustomerFeedback. USA: John Wiley & Sons Inc. Patton J. (2014) User Story Mapping: Discover the Whole Story, Build the Right Product. USA: O’Reilly Media,Inc. Pichler R. (2016) Strategize: Product Strategy and Product Roadmap Practices for the Digital Age. USA:Pichler Consulting Pink D. (2005) A Whole New Mind: Why Right-Brainers Will Rule the Future USA: Penguin Group Ries E. (2011) The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create RadicallySuccessful Businesses. USA: Crown Publishing Group Rumelt, R. (2011) Good Strategy Bad Strategy: The Difference and Why it Matters. USA: Crown Business Schwaber K. & Sutherland J. (2016) The Scrum Guide™ The Definitive Guide to Scrum: The Rules of theGame. USA:Scrum.org and Scrum Inc.

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