tool-design-sprint-readiness

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Design Sprint Readiness

Design Sprint 就绪度评估

Assess whether a Design Sprint fits the team's current situation. Design Sprint failure modes are expensive: five consecutive days of a 4-7 person team, plus customer recruiting cost (typically 5 strangers paid honoraria), plus the prototype build. A 30-45 minute readiness diagnostic catches the failure modes before that commitment is made.

Family contract:

docs/reference/skill-families/design-sprint-skills-contract.md

. This skill is a member of

design-sprint-skills

and conforms to the family frontmatter and Decider Checkpoint requirements.

评估Design Sprint是否适配团队当前状况。Design Sprint失败的成本很高：需要4-7人团队连续投入5天时间，再加上用户招募成本（通常为5名陌生用户支付酬金），以及原型制作成本。通过30-45分钟的就绪度诊断，可以在投入资源前提前发现潜在的失败风险。

家族协议：

docs/reference/skill-families/design-sprint-skills-contract.md

。本技能属于

design-sprint-skills

家族，符合家族前置要求和决策者检查点规范。

When to Use

使用场景

A team is considering starting a Design Sprint and needs a fast diagnosis before committing five days plus customer recruiting effort.
A team has just completed a Foundation Sprint and is deciding whether the next test should be a Design Sprint, a smaller experiment, or direct build. The Founding Hypothesis is consumed as optional input context (no separate bridge skill artifact is required).
An existing sprint commitment is on the calendar and the team wants to validate that prerequisites (Decider, customers, prototype medium) are in place.
Re-running a Design Sprint after an inconclusive first sprint: use to confirm the new challenge framing and customer access are ready.

团队考虑启动Design Sprint，需要在投入5天时间和用户招募工作前快速得到诊断结果
团队刚完成Foundation Sprint，正在决定下一步是开展Design Sprint、小型实验还是直接开发。可将Founding Hypothesis作为可选输入上下文（无需单独的桥接技能产物）
已将Sprint安排进日程，团队希望验证前置条件（决策者、用户、原型媒介）是否已就绪
首次Sprint结果不明确，计划重新开展：用于确认新的挑战框架和用户接触权限是否准备到位

When NOT to Use

不适用场景

The team has already decided to run the sprint and just needs the brief. Use
```
tool-design-sprint-brief
```
instead.
The team has no clear challenge and is still in discovery. Run problem framing or a Foundation Sprint first; a Design Sprint depends on a sprint-worthy challenge.
Low-stakes tweaks where five days of team time would be disproportionate. Use a lighter experiment design instead.
No customer access for Friday testing and no realistic recruiting plan. A Design Sprint that cannot test on Friday is just a four-day workshop with no learning event.
No Decider available and one cannot be appointed. Design Sprint requires fast decisions Wednesday and pre-test Thursday; without authority the sprint produces options without commitment.

团队已决定开展Sprint，仅需要相关简报。请改用
```
tool-design-sprint-brief
```
团队没有明确的挑战，仍处于探索阶段。应先开展问题框架梳理或Foundation Sprint；Design Sprint依赖于值得投入Sprint的明确挑战
低风险调整场景，投入5天团队时间性价比过低。应改用更轻量化的实验设计
周五测试无法接触到用户，且没有可行的招募计划。无法在周五开展测试的Design Sprint只是一场为期4天的研讨会，无法获得有效学习成果
没有可用的决策者，且无法指定决策者。Design Sprint需要在周三快速决策，周四完成测试准备；没有决策权的情况下，Sprint只能产出方案但无法落地

What This Skill Produces

本技能产出物

A single bundled artifact with six sections:

Readiness verdict: Go / Conditional Go / Wait
Diagnosis: what is in place, what is missing, what is uncertain
Recommended preconditions (when verdict is Wait or Conditional Go): the prerequisite work the team should do before the sprint
Recommended attendee list (when verdict is Go or Conditional Go): the 4-7 people who should be in the room, with role expectations
Customer recruiting plan (when verdict is Go or Conditional Go): target profile, source, count, incentive, recruiter owner, recruiting deadline (typically 7-10 days before Friday)
Pre-sprint activities (when verdict is Go): the prep work to complete in the days before Monday

See

references/TEMPLATE.md

for the canonical structure and

references/EXAMPLE.md

for a worked example using the Brainshelf book-catalog thread.

一份包含六个部分的整合产物：

就绪度结论：可以开展/有条件开展/暂缓开展
诊断结果：已就绪的事项、缺失的事项、不确定的事项
建议前置条件（当结论为暂缓开展或有条件开展时）：团队在Sprint前应完成的准备工作
建议参会人员清单（当结论为可以开展或有条件开展时）：应参与的4-7人名单及角色预期
用户招募计划（当结论为可以开展或有条件开展时）：目标用户画像、招募渠道、人数、激励方式、负责人、招募截止日期（通常为周五前7-10天）
Sprint前准备活动（当结论为可以开展时）：周一前需完成的准备工作

参考

references/TEMPLATE.md

获取标准结构，参考

references/EXAMPLE.md

查看基于Brainshelf图书目录案例的完整示例。

Inference Inputs

推理输入

The skill runs an inference pass over these inputs to produce the verdict:

Input	What the skill does with it
Challenge description	Determines whether the challenge is sprint-worthy (specific enough to prototype in 4 days; big enough to justify 5 team-days)
Existing hypothesis (from Foundation Sprint or elsewhere)	Confirms there is a testable bet, not exploratory discovery. Highest-risk assumption from the FS scorecard becomes a candidate sprint question
Customer access status	Critical. Without realistic Friday customer access, the sprint cannot test
Decider name and full-week availability	Confirms Decider can attend at least Monday morning, Wednesday morning (heat map + supervote), and Friday afternoon (Decider review); ideally all 5 days
Team composition draft	Checks roster against the 4-7 person band; flags missing roles (engineering for prototype build, design for sketching, researcher or PM for customer interviews)
Prototype medium feasibility	Confirms a 1-day prototype is achievable in the chosen medium (clickable, slideware, service role-play, paper, physical mock)
(Optional) Logistics constraints	Confirms five consecutive days can actually be cleared by all attendees

If a load-bearing input is missing or low-confidence, the skill flags it explicitly and proposes how to close the gap before Monday.

本技能会基于以下输入生成结论：

输入内容	工具处理方式
挑战描述	判断该挑战是否适合开展Sprint（是否具体到可在4天内完成原型制作；是否重要到值得投入5天团队时间）
现有假设（来自Foundation Sprint或其他来源）	确认存在可测试的假设，而非探索性调研。Foundation Sprint评分卡中风险最高的假设将成为候选的Sprint问题
用户接触权限状态	至关重要。如果无法在周五接触到用户，Sprint就无法开展测试
决策者姓名及整周可用时间	确认决策者至少能参加周一上午、周三上午（热图+超级投票）和周五下午（决策者评审）的会议；理想状态是能全程参与5天
团队组成草案	检查人员规模是否在4-7人范围内；标记缺失的角色（负责原型制作的工程师、负责草图绘制的设计师、负责用户访谈的研究员或产品经理）
原型媒介可行性	确认所选媒介（可点击原型、幻灯片、服务角色扮演、纸质原型、实体模型）能在1天内完成原型制作
（可选）后勤限制	确认所有参会人员能连续腾出5天时间

如果关键输入缺失或可信度低，工具会明确标记，并提出在周一前填补缺口的方案。

Readiness Criteria (8 Canonical Checks)

就绪度标准（8项规范检查）

The skill evaluates the team against these eight criteria, drawn from Sprint (Knapp, Zeratsky, Kowitz), GV "Is Your Idea Sprint-Worthy?", and Character Capital's Design Sprint guide:

Challenge is named and sprint-worthy. Specific enough to prototype in 4 days; big enough that a wrong direction would be costly.
Stakes are meaningful. The team would otherwise hesitate, debate, or default to building blindly. The sprint is justified by what it replaces.
Decider is available for the load-bearing moments. Minimum: Monday morning (framing), Wednesday morning (heat map + supervote), Friday afternoon (Decider review). Ideally all 5 days.
Team size is appropriate (4-7). Smaller than 4 weakens skill coverage; larger than 7 slows decision-making.
Team can clear 5 consecutive days. No partial attendance for core participants; cameo experts may attend specific sessions.
Customer access for Friday testing is secured (or recruitable in 7-10 days). 5 target-profile customers, paid honoraria, scheduled for Friday morning to early afternoon.
Prototype medium is feasible in 1 day. Clickable (Figma), slideware (Keynote), service role-play, paper, physical mock, or other medium that can be built Thursday by 2 people.
Sprint output has a path forward. The team is ready to act on validation (build, iterate, pivot to backup, or stop) when Friday's scorecard lands. Sprints without a downstream commitment become orphaned learnings.

Pattern	Verdict
All 8 criteria met cleanly	Go
1-2 criteria are "yellow flags" but addressable in the 1-2 weeks before Monday	Conditional Go with documented prep
3 or more criteria fail, or any of 1, 3, or 6 is a hard fail	Wait with recommended prerequisite work

Treat the criteria as load-bearing, not a checklist to game. A team that papers over no-customer-access with "we'll figure it out by Thursday" should get a Wait, not a Conditional Go.

本技能基于《Sprint》（Knapp, Zeratsky, Kowitz）、GV的「你的想法是否适合Sprint？」以及Character Capital的Design Sprint指南，从以下8项标准评估团队：

挑战明确且适合Sprint：具体到可在4天内完成原型制作；重要到如果方向错误会产生高额成本
风险足够高：团队原本会犹豫、争论或盲目开发。Sprint的价值在于替代这些低效行为
决策者能参与关键环节：最低要求：周一上午（框架梳理）、周三上午（热图+超级投票）、周五下午（决策者评审）。理想状态是全程参与5天
团队规模合适（4-7人）：少于4人会导致技能覆盖不足；多于7人会减慢决策速度
团队能连续腾出5天时间：核心成员需全程参与；特邀专家可仅参加特定环节
周五测试的用户接触权限已确认（或可在7-10天内招募到位）：5名符合目标画像的用户，支付酬金，安排在周五上午至下午早些时候
原型媒介可在1天内完成：可点击原型（Figma）、幻灯片（Keynote）、服务角色扮演、纸质原型、实体模型，或其他可由2人在周四完成的媒介
Sprint产出有明确落地路径：团队准备好在周五得到测试结果后采取行动（开发、迭代、转向备选方案或终止）。没有后续落地承诺的Sprint只会产生无价值的学习成果

情况	结论
8项标准全部满足	可以开展
1-2项标准为「黄色预警」，但可在周一前1-2周内解决	有条件开展，同时记录准备事项
3项及以上标准不满足，或标准1、3、6中任意一项完全不满足	暂缓开展，同时建议前置准备工作

这些标准是核心要求，而非可钻空子的 checklist。如果团队以「我们周四前会搞定」为借口掩盖无法接触用户的问题，结论应为暂缓开展，而非有条件开展。

Common Pitfalls

常见陷阱

Sprint theater. Leadership has already decided what to build; the sprint is being run for political cover. The Friday scorecard cannot change the decision. If this is the situation, the honest verdict is Wait, and the team should escalate the misalignment rather than burn 5 days.
No Decider, or Decider-by-committee. A "Decider for the week" who lacks real authority cannot make the Wednesday supervote stick. If the genuine Decider cannot attend the load-bearing moments, postpone.
No customer access for Friday. This is the most common cause of failed sprints. Recruiting 5 strangers takes 7-10 days; recruiting starts as soon as readiness is Go, not Monday. If access is uncertain, the verdict is Wait until a recruiter and source are confirmed.
Challenge too broad to fit one week. "Redesign onboarding" is too broad; "design and test the first-time signup flow for B2B trial customers" is sprint-sized. If the challenge cannot be bounded, do problem framing first.
Conflating Design Sprint with Foundation Sprint. Foundation Sprint chooses strategic direction (2 days, no prototype, no customers). Design Sprint validates a chosen direction (5 days, prototype, customers). If the team has not chosen a direction, they need Foundation Sprint first, not Design Sprint.
Skipping the diagnostic because "we're going to run it anyway." Same failure mode as FS readiness: the cost of the diagnostic is 45 minutes; the cost of a failed sprint is 35-40 person-days plus customer honoraria plus opportunity cost.

Sprint形式主义：领导层已决定要开发的内容；开展Sprint只是为了政治作秀。周五的测试结果无法改变决策。如果出现这种情况，诚实的结论是暂缓开展，团队应上报这种不一致，而非浪费5天时间
无决策者或集体决策：临时指定的「本周决策者」没有实际决策权，无法确保周三的超级投票结果生效。如果真正的决策者无法参与关键环节，应推迟Sprint
周五无法接触用户：这是Sprint失败最常见的原因。招募5名陌生用户需要7-10天；招募工作应在就绪度结论为可以开展后立即启动，而非周一才开始。如果用户接触权限不确定，结论应为暂缓开展，直到确认招募负责人和渠道
挑战范围过广，无法在一周内完成：「重新设计用户引导流程」范围太广；「为B2B试用用户设计并测试首次注册流程」才是适合Sprint的规模。如果挑战无法明确边界，应先开展问题框架梳理
混淆Design Sprint与Foundation Sprint：Foundation Sprint用于确定战略方向（2天，无需原型和用户）。Design Sprint用于验证选定的方向（5天，需要原型和用户）。如果团队尚未确定方向，应先开展Foundation Sprint，而非Design Sprint
跳过诊断直接开展Sprint：与Foundation Sprint就绪度诊断的失败模式相同：诊断仅需45分钟，而失败的Sprint会耗费35-40人天、用户酬金以及机会成本

Canonical Sources

标准来源

Knapp, J., Zeratsky, J., and Kowitz, B. Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days. Simon and Schuster, 2016. Chapter 2 "Set the Stage" on sprint-worthiness criteria.
GV Design Sprint Guide. "Is Your Idea Sprint-Worthy?" https://www.gv.com/sprint/
Character Capital. "When to Sprint." https://www.character.vc
Google Design Sprint Kit. Pre-sprint checklist. https://designsprintkit.withgoogle.com/

Knapp, J., Zeratsky, J., 和 Kowitz, B. 《Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days》。Simon and Schuster, 2016。第2章「搭建舞台」中关于Sprint适配性的标准
GV Design Sprint指南。「你的想法是否适合Sprint？」https://www.gv.com/sprint/
Character Capital。「何时开展Sprint」https://www.character.vc
Google Design Sprint Kit。Sprint前检查清单。https://designsprintkit.withgoogle.com/

Cross-Skill Usage

跨技能使用

This skill is the entry point of the design-sprint-skills family. It has no prerequisites (the

metadata.prerequisites

field is intentionally empty).

When the verdict is Go, the natural next invocation is

tool-design-sprint-brief

to lock challenge, team, recruiting plan, prototype medium, and logistics. When the verdict is Wait, the team typically does prerequisite work (problem framing, Foundation Sprint, customer recruiting setup) before re-invoking this skill.

A team coming directly from a Foundation Sprint should bring the Founding Hypothesis as input context. The hypothesis's highest-risk assumption (typically marked in the FS assumption scorecard) becomes the lead candidate sprint question for

tool-design-sprint-brief

(which locks the sprint questions);

tool-design-sprint-map-and-target

on Monday then refines the locked questions during the morning. No bridge skill exists or is required; the narrative handoff is described in

_workflows/foundation-to-design.md

and in both user guides.

tool-note-and-vote

may be invoked once during the readiness conversation if the team disagrees on whether a Design Sprint is the right tool (vs. a smaller experiment or direct build). In practice, the diagnostic is usually conclusive.

本技能是design-sprint-skills家族的入口，没有前置要求（

metadata.prerequisites

字段故意留空）。

当结论为可以开展时，下一步自然是调用

tool-design-sprint-brief

来锁定挑战、团队、招募计划、原型媒介和后勤安排。当结论为暂缓开展时，团队通常需要先完成前置工作（问题框架梳理、Foundation Sprint、用户招募准备），再重新调用本技能。

刚完成Foundation Sprint的团队应将Founding Hypothesis作为输入上下文。假设中风险最高的部分（通常在Foundation Sprint假设评分卡中标记）会成为

tool-design-sprint-brief

（用于锁定Sprint问题）的主要候选问题；周一的

tool-design-sprint-map-and-target

会在上午环节细化已锁定的问题。无需桥接技能；相关流程衔接在

_workflows/foundation-to-design.md

和两份用户指南中均有说明。

如果团队在是否应开展Design Sprint（而非小型实验或直接开发）上存在分歧，可在就绪度讨论中调用一次

tool-note-and-vote

。实际上，诊断结果通常具有决定性。

Decider Checkpoint

决策者检查点

This skill ends with a Decider Checkpoint in

references/TEMPLATE.md

. The Decider signs off on the verdict (Go / Conditional Go / Wait), accepts the diagnosis, and explicitly commits to the load-bearing attendance windows. Without Decider sign-off, the verdict is advisory; with sign-off, it is the commitment that triggers (or postpones) the sprint and the recruiting work.

本技能在

references/TEMPLATE.md

中包含决策者检查点。决策者需对结论（可以开展/有条件开展/暂缓开展）签字确认，接受诊断结果，并明确承诺参与关键环节。没有决策者签字的结论仅为建议；签字后，结论将成为触发（或推迟）Sprint和招募工作的正式承诺。