design-sprint

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Design Sprint Framework

Design Sprint框架

A five-day process for answering critical business questions through design, prototyping, and testing ideas with customers. Developed at Google Ventures and used by Google, Slack, Airbnb, and hundreds of startups.

这是一个通过设计、原型制作和用户测试来解答关键业务问题的五天流程。由谷歌风投（Google Ventures）开发，已被谷歌、Slack、Airbnb及数百家初创企业采用。

Core Principle

核心原则

Great solutions require both deep work and fast iteration. The Design Sprint compresses months of debate, design, and testing into a single week, creating focus and urgency that eliminates endless discussion.

The foundation: Traditional product development wastes months building the wrong thing. Design Sprints de-risk product decisions by testing with real users before writing production code.

优秀的解决方案既需要深入钻研，也需要快速迭代。 Design Sprint将数月的研讨、设计和测试压缩到一周内，创造出专注感和紧迫感，消除无意义的冗长讨论。

核心逻辑： 传统产品开发往往会浪费数月时间打造错误的产品。Design Sprint通过在编写生产代码前与真实用户测试，降低产品决策的风险。

Scoring

评分标准

Goal: 10/10. When planning or executing a Design Sprint, rate it 0-10 based on adherence to the principles below. A 10/10 means proper structure, time-boxing, prototyping, and user testing; lower scores indicate skipping steps or insufficient testing. Always provide the current score and specific improvements needed to reach 10/10.

目标：10/10。在规划或执行Design Sprint时，根据以下原则按0-10分评分。10分意味着流程结构规范、时间管控严格、完成原型制作与用户测试；分数较低则表示跳过了部分步骤或测试不充分。需始终提供当前分数及达到10分所需的具体改进措施。

The 5-Day Sprint Process

五天冲刺流程

Monday → Tuesday → Wednesday → Thursday → Friday
  Map      Sketch     Decide      Prototype    Test

Prerequisites:

Big challenge: Important problem worth a week's focus
Right team: Decision maker + 4-7 people with diverse expertise
Time commitment: 5 full days (10am-5pm), no interruptions
Space: Dedicated room with whiteboards

Sprint Master: One person facilitates, keeps time, manages energy.

Monday → Tuesday → Wednesday → Thursday → Friday
  Map      Sketch     Decide      Prototype    Test

前置条件：

重大挑战： 值得投入一周时间解决的重要问题
合适的团队： 决策者 + 4-7名具备多元专业能力的成员
时间投入： 连续5个完整工作日（10:00-17:00），无干扰
场地： 配备白板的专属房间

Sprint Master： 由一人担任，负责引导流程、管控时间、维持团队精力。

Monday: Map

周一：Map（梳理）

Goal: Understand the problem and choose a target for the week.

目标： 理解问题并确定本周的聚焦方向。

Morning: Start at the End

上午：从终点出发

Exercise: Long-term goal

Write the sprint question: "What do we want to be true in 2 years?"
Example: "Customers use our product daily" or "We've captured 20% market share"

Exercise: Sprint questions

List obstacles and unknowns as questions
Example: "Will customers trust us with payment info?" or "Can first-time users figure out the interface?"

Format: Write on whiteboard, entire team contributes

练习：长期目标

写下冲刺问题：“两年后我们希望达成什么目标？”
示例：“用户每天使用我们的产品”或“我们占据20%的市场份额”

练习：冲刺问题

将障碍和未知事项以问题形式列出
示例：“用户会信任我们的支付信息处理吗？”或“首次使用的用户能理解界面吗？”

形式： 写在白板上，全员参与贡献

Afternoon: Map the Challenge

下午：梳理挑战

Exercise: Map the customer journey

List actors (different types of customers/users)
Draw the journey from start to finish (left to right on whiteboard)
Keep it simple: 5-15 steps max
Example: "Hears about product → Visits site → Signs up → First use → Becomes regular user"

Exercise: Ask the Experts

Interview team members with specialized knowledge
CEO, designer, engineer, customer support, sales
Take detailed notes on whiteboard
Capture "How Might We" notes (HMW)

Exercise: How Might We (HMW) notes

Rephrase problems as opportunities
"Customers don't understand pricing" → HMW make pricing immediately clear?
Write each HMW on a sticky note
Vote on best HMWs, organize on map

练习：绘制用户旅程图

列出参与者（不同类型的客户/用户）
从左到右在白板上绘制从开始到结束的完整旅程
保持简洁：最多5-15个步骤
示例：“听说产品 → 访问网站 → 注册 → 首次使用 → 成为常规用户”

练习：专家访谈

访谈具备专业知识的团队成员
包括CEO、设计师、工程师、客服、销售
在白板上详细记录
记录“How Might We”（HMW，我们如何）笔记

练习：How Might We（HMW）笔记

将问题重新表述为机会
例如：“用户不理解定价” → “我们如何让定价一目了然？”
将每个HMW写在便签上
投票选出最佳HMW，并整理到旅程图上

End of Day: Pick a Target

当日结束：确定聚焦点

Exercise: Choose the target

Which part of the map (customer journey) will you focus on?
Where's the biggest risk or opportunity?
Example: "We'll focus on the first 10 minutes after signup"

Decider: The person with authority makes the final call.

Monday output:

Long-term goal
Sprint questions
Customer journey map
Expert insights
HMW notes organized
Target customer and moment

See: references/monday.md for detailed Monday exercises and facilitation.

练习：选择目标

你将聚焦用户旅程图的哪一部分？
哪里是最大的风险或机会点？
示例：“我们将聚焦注册后的前10分钟”

Decider（决策者）： 拥有决策权的人做出最终决定。

周一产出：

长期目标
冲刺问题
用户旅程图
专家见解
整理后的HMW笔记
目标用户及关键环节

详情：references/monday.md 包含周一的详细练习和引导方法。

Tuesday: Sketch

周二：Sketch（构思草图）

Goal: Generate solutions. Each person sketches a detailed solution.

目标： 生成解决方案。每位成员独立绘制详细的解决方案草图。

Morning: Lightning Demos

上午：闪电演示

Exercise: Find inspiration

Look at competitors and analogous products
3-minute demos: "Here's what I found, here's why it's interesting"
Capture good ideas on whiteboard
Don't limit to your industry—borrow from anywhere

Exercise: Divide or swarm

Divide: If map has multiple parts, different people tackle different sections
Swarm: If one critical problem, everyone tackles the same thing
Most sprints = swarm

练习：寻找灵感

研究竞品及同类产品
3分钟演示：“这是我发现的内容，以及它的有趣之处”
在白板上记录好的想法
不要局限于所在行业——可以从任何领域借鉴

练习：分工或协作

分工：如果旅程图包含多个部分，不同成员负责不同板块
协作：如果是单一关键问题，全员聚焦同一问题
大多数冲刺采用协作模式

Afternoon: The Four-Step Sketch

下午：四步草图法

Goal: Everyone individually sketches a detailed solution (not as a group!)

Step 1: Notes (20 minutes)

Walk around room, review map, HMWs, inspiration
Take notes silently

Step 2: Ideas (20 minutes)

Rough doodles, mind maps, stick figures
Quantity over quality
Still working alone

Step 3: Crazy 8s (8 minutes)

Fold paper into 8 sections
Sketch 8 variations in 8 minutes (1 minute each)
Forces you past first idea
Can be 8 variations on one idea or 8 different ideas

Step 4: Solution Sketch (30-90 minutes)

3-panel storyboard showing customer experience
Step 1 → Step 2 → Step 3 (beginning, middle, end)
Make it self-explanatory (someone should understand without you explaining)
Use text, arrows, simple drawings
Give it a catchy title
Anonymous: Don't put your name on it

Critical: No group brainstorming. Individual work produces better, more diverse ideas.

Tuesday output:

Each person has a detailed solution sketch
Sketches are anonymous and self-explanatory

See: references/tuesday.md for sketching templates and examples.

目标： 每位成员独立绘制详细的解决方案草图（禁止团队协作！）

步骤1：记录（20分钟）

绕房间走一圈，回顾旅程图、HMW笔记和灵感
安静地记录想法

步骤2：构思（20分钟）

粗略涂鸦、思维导图、简笔画
重数量轻质量
仍需独立完成

步骤3：疯狂8格（8分钟）

将纸折叠成8个区域
在8分钟内绘制8个变体（每个1分钟）
强迫自己跳出第一个想法
可以是同一想法的8个变体，也可以是8个不同的想法

步骤4：解决方案草图（30-90分钟）

绘制3格故事板，展示用户体验
步骤1 → 步骤2 → 步骤3（开始、过程、结束）
确保无需解释就能让人理解
使用文字、箭头、简单绘图
给草图起一个吸引人的标题
匿名： 不要标注自己的名字

关键要求： 禁止团队头脑风暴。独立工作能产出更优质、更多元的想法。

周二产出：

每位成员都有一份详细的解决方案草图
草图匿名且易于理解

详情：references/tuesday.md 包含草图模板和示例。

Wednesday: Decide

周三：Decide（决策）

Goal: Critique solutions and choose the best one to prototype and test.

目标： 评审解决方案，选择最佳方案进行原型制作和测试。

Morning: Sticky Decision

上午：便签决策法

Exercise: Art museum

Tape solution sketches to wall
Give everyone dot stickers
Silently review sketches (no talking!)
Put dots next to interesting parts

Exercise: Heat map review

Discuss each sketch for 3 minutes
Facilitator narrates: "Here they see X, then click Y..."
Sketcher stays silent (don't reveal yourself yet)
Team calls out interesting parts
Scribe captures standout ideas on whiteboard

Exercise: Straw poll

Each person votes for one solution (put one large dot)
Explain your vote in 1 sentence
This is non-binding, just to see preferences

Decider: Person with authority gets three large dots (supervote). Their decision wins.

练习：美术馆展示

将解决方案草图贴在墙上
给每位成员发放圆点贴纸
安静地浏览草图（禁止交谈！）
在感兴趣的部分贴上圆点

练习：热力图评审

每张草图讨论3分钟
引导者讲解：“用户在这里看到X，然后点击Y……”
绘制草图的成员保持沉默（暂时不要暴露身份）
团队提出感兴趣的部分
记录员将突出的想法记录在白板上

练习：意向投票

每位成员为一个方案投票（贴一个大圆点）
用1句话解释投票理由
此投票不具有约束力，仅用于了解偏好

Decider（决策者）： 拥有决策权的人有3个大圆点（超级投票权），其决定为最终结果。

Afternoon: Rumble or All-in-One

下午：多方案并行或整合

If multiple winners:

Rumble: Competing prototypes (test different approaches)
All-in-One: Combine best ideas into one prototype

Most sprints: All-in-one (simpler to prototype and test)

Exercise: Storyboard

Draw 10-15 panel storyboard (comic book style)
Each panel = one screen or step
Opening scene: How customer discovers you
Middle: Your solution in action
Ending: Successful outcome
Include just enough detail for Friday's prototype

Storyboard rules:

Keep it simple
Use stick figures
Words and arrows okay
Get specific about UI
10-15 panels max

Wednesday output:

Winning solution(s) chosen
Detailed storyboard ready to prototype

See: references/wednesday.md for decision exercises and storyboard templates.

如果有多个胜出方案：

Rumble（并行测试）： 制作多个竞争原型（测试不同方法）
All-in-One（整合）： 将最佳想法整合到一个原型中

大多数冲刺采用： 整合模式（原型制作和测试更简单）

练习：故事板

绘制10-15格故事板（漫画风格）
每一格对应一个界面或步骤
开场：用户如何发现你的产品
过程：解决方案的实际应用
结尾：成功的结果
只需包含足够周五原型制作的细节

故事板规则：

保持简洁
使用简笔画
可添加文字和箭头
明确UI细节
最多10-15格

周三产出：

选定胜出方案
可用于原型制作的详细故事板

详情：references/wednesday.md 包含决策练习和故事板模板。

Thursday: Prototype

周四：Prototype（制作原型）

Goal: Build a realistic facade. You need something to test on Friday.

Prototype mindset:

Fake it
Prototype only what you'll test
Goldilocks quality: not too high, not too low (realistic enough to get honest reactions)
One day only

Prototype fidelity:

Too low: Sketches, wireframes (customers can't react realistically)
Too high: Working code, pixel-perfect design (wastes time)
Just right: Looks real, doesn't work real (facades, click-through, video)

目标： 制作逼真的外观模型。为周五的测试准备可验证的内容。

原型思维：

模拟功能
仅制作测试所需的部分
适中的质量：既不过高也不过低（足够逼真以获得真实反馈）
仅用一天时间完成

原型保真度：

过低： 草图、线框图（用户无法给出真实反应）
过高： 可运行代码、像素级完美设计（浪费时间）
适中： 看起来真实，但无需实际运行（外观模型、点击演示、视频）

Assign Roles

角色分配

Makers (2+ people):

Designer, writer, asset collector (images, icons)
Build the prototype

Stitcher (1 person):

Combines pieces into final prototype
Usually in Keynote, Figma, or prototyping tool

Writer (1 person):

Writes all copy
Headlines, button labels, descriptions

Collector (1-2 people):

Gathers assets (photos, icons, competitor screenshots)
Provides raw materials

Interviewer (1 person):

Writes interview script for Friday
Practices interviewing

Sprint Master:

Helps where needed
Keeps energy up

制作者（2人以上）：

设计师、文案、素材收集员（图片、图标）
负责制作原型

整合者（1人）：

将各部分整合为最终原型
通常使用Keynote、Figma或原型制作工具

文案（1人）：

撰写所有文案
包括标题、按钮标签、描述

素材收集员（1-2人）：

收集素材（照片、图标、竞品截图）
提供原材料

访谈者（1人）：

撰写周五的访谈脚本
练习访谈流程

Sprint Master：

提供必要协助
维持团队精力

Build the Prototype

制作原型

Friday: Test

周五：Test（测试）

Goal: Interview 5 customers, learn what works and what doesn't.

目标： 访谈5位用户，了解方案的优劣。

Setup

准备工作

Interview room:

Quiet space with table, 2 chairs
Laptop with prototype
Camera recording screen and customer face

Observation room:

Separate room with live video feed
Team watches together
Whiteboard for notes

Roles:

Interviewer: Conducts all 5 interviews
Team: Watches, takes notes

访谈室：

安静的空间，配备桌子、2把椅子
安装原型的笔记本电脑
录制屏幕和用户面部的摄像头

观察室：

单独的房间，配备实时视频流
团队共同观看
配备白板用于记录

角色：

访谈者： 负责所有5次访谈
团队： 观看并记录

The Five-Act Interview

五段式访谈

Act 1: Friendly Welcome (5 min)

Greet warmly
Explain you're testing prototype, not them
Ask permission to record
Encourage thinking aloud

Act 2: Context Questions (5 min)

Ask about their background
Example: "Tell me about how you currently handle [problem]"
Goal: Understand their mindset and current behavior

Act 3: Introduce the Prototype (5 min)

Show landing page or entry point
"What's this? What do you think it's for?"
Don't explain—let them interpret
Note: Do they get it?

Act 4: Tasks and Nudges (15 min)

Give open-ended task: "Go ahead and explore"
Follow with specific tasks from storyboard: "Try to [complete action]"
Use nudges when stuck: "What would you do next?" or "What's going through your mind?"
Don't help—watch them struggle
Encourage thinking aloud

Act 5: Debrief (5 min)

"What did you think overall?"
"Who is this for?"
"What worked? What was confusing?"
Ask about specific parts you're uncertain about

Interview length: ~30 minutes per customer

Between interviews:

30-minute break
Team discusses observations
Update questions if needed

第一段：友好开场（5分钟）

热情问候
说明你在测试原型，而非测试用户本人
征得录制同意
鼓励用户边操作边思考

第二段：背景问题（5分钟）

询问用户的背景
示例：“告诉我你目前如何处理[相关问题]”
目标：理解用户的思维模式和当前行为

第三段：介绍原型（5分钟）

展示着陆页或入口
提问：“这是什么？你觉得它是做什么用的？”
不要解释——让用户自行解读
记录：用户是否理解？

第四段：任务与引导（15分钟）

给出开放式任务：“请自行探索”
接着给出故事板中的具体任务：“尝试[完成某个操作]”
用户遇到困难时给予引导：“你接下来会怎么做？”或“你现在在想什么？”
不要提供帮助——观察用户的困惑
鼓励用户边操作边思考

第五段：总结（5分钟）

“你整体感觉如何？”
“这个产品是给谁用的？”
“哪些部分好用？哪些部分令人困惑？”
询问你不确定的特定部分

访谈时长： 每位用户约30分钟

访谈间隙：

30分钟休息
团队讨论观察结果
必要时更新问题

Five Is the Magic Number

5是魔法数字

Why 5 customers?

Patterns emerge after 3-5 people
Diminishing returns after 5
Doable in one day (5 × 1 hour = 5 hours with breaks)

Who to recruit:

Target customers (match your personas)
Screener survey to qualify
Incentive ($100-$200 for B2B, $50-$100 for B2C)
Schedule 6 (expect 1 no-show)

为什么是5位用户？

3-5位用户后就能发现规律
超过5位用户后收益递减
一天内可完成（5×1小时，含休息时间）

招募对象：

目标用户（符合你的用户画像）
通过筛选问卷确认资格
激励：B2B用户100-200美元，B2C用户50-100美元
安排6位用户（预计1位缺席）

Take Notes: Pattern Recognition

记录：模式识别

While watching interviews, team captures:

Column 1	Column 2	Column 3	Column 4	Column 5
Customer 1 notes	Customer 2 notes	Customer 3 notes	Customer 4 notes	Customer 5 notes

Mark with ✓, ✗, or ~:

✓ Positive reaction, success
✗ Negative reaction, failure
~ Neutral or mixed

After all 5 interviews:

Look for patterns (did all 5 struggle with the same thing?)
Count ✓ ✗ ~ per row
Identify what worked and what failed

观看访谈时，团队需记录：

列1	列2	列3	列4	列5
用户1笔记	用户2笔记	用户3笔记	用户4笔记	用户5笔记

用✓、✗或~标记：

✓ 积极反应，成功
✗ 消极反应，失败
~ 中立或混合反应

所有访谈结束后：

寻找规律（是否5位用户都在同一环节遇到困难？）
统计每行的✓、✗、~数量
确定有效部分和失败部分

End-of-Sprint Debrief

冲刺结束总结

Organize findings:

✓ What worked:

Features/flows that all customers understood
Messaging that resonated
Design that felt intuitive

✗ What failed:

Confusing terminology
Missing steps
Wrong assumptions

~ Mixed results:

Some got it, some didn't
Unclear if it matters

Next steps:

If core concept validated: Build it (or next sprint on details)
If major issues: Pivot or next sprint to solve problems
If totally failed: Back to drawing board (but you saved months!)

Friday output:

Interview videos
Pattern notes
Clear list of what works, what doesn't
Decision on next steps

See: references/friday.md for interview scripts and note-taking templates.

整理发现：

✓ 有效部分：

所有用户都理解的功能/流程
引起共鸣的信息
直观的设计

✗ 失败部分：

令人困惑的术语
缺失的步骤
错误的假设

~ 混合结果：

部分用户理解，部分不理解
不确定是否重要

下一步：

如果核心概念得到验证： 投入开发（或针对细节开展下一次冲刺）
如果存在重大问题： 调整方向或开展下一次冲刺解决问题
如果完全失败： 重新开始（但你已经节省了数月时间！）

周五产出：

访谈视频
规律记录
明确的优劣清单
下一步决策

详情：references/friday.md 包含访谈脚本和记录模板。

When to Run a Design Sprint

何时开展Design Sprint

Run a sprint when:

High-stakes decision
Not enough time to build and test normally
Team is stuck in endless debate
Multiple solutions possible
New product, feature, or major redesign
Need to de-risk before investing

Don't run a sprint when:

Problem is clear and solution is obvious
You just need to execute
Team isn't bought in
Can't get decision maker for full week

适合开展冲刺的场景：

高风险决策
没有足够时间进行常规开发和测试
团队陷入无休止的争论
有多个可行解决方案
新产品、新功能或重大改版
需要在投入前降低风险

不适合开展冲刺的场景：

问题清晰且解决方案明确
只需执行既定方案
团队不认可
无法让决策者全程参与一周

Variations

变体

4-Day Sprint:

Day 1: Map + Sketch (compressed)
Day 2: Decide
Day 3: Prototype
Day 4: Test

Remote Sprint:

Use Miro/FigJam for whiteboarding
Zoom for meetings
Same schedule, digital tools

Multi-Sprint:

Sprint 1: Broad problem, choose direction
Sprint 2: Deep dive on chosen solution
Sprint 3: Refine details

4天冲刺：

第1天：Map（梳理）+ Sketch（构思草图）（压缩）
第2天：Decide（决策）
第3天：Prototype（制作原型）
第4天：Test（测试）

远程冲刺：

使用Miro/FigJam进行白板协作
使用Zoom开展会议
流程相同，使用数字化工具

多轮冲刺：

第1轮：解决宽泛问题，确定方向
第2轮：深入研究选定的解决方案
第3轮：优化细节

Common Mistakes

常见错误

Mistake	Why It Fails	Fix
Skip prototyping	Nothing to test	Always prototype, even if simple
Over-engineer prototype	Waste time on details that don't matter	Facade only, not working code
Test with wrong users	Invalid feedback	Screen for target customers
Explain prototype to users	Defeats the test	Let them struggle, observe confusion
No decision maker	Can't commit to decision	Get Decider for full week or don't sprint
Interruptions	Breaks focus	Protect the week, no meetings/emails

错误	失败原因	解决方法
跳过原型制作	没有可测试的内容	始终制作原型，即使是简单的原型
过度设计原型	在无关细节上浪费时间	仅制作外观模型，无需可运行代码
测试对象错误	反馈无效	筛选目标用户
向用户解释原型	失去测试意义	让用户自行探索，观察困惑点
没有决策者	无法做出有效决策	确保决策者全程参与，否则不开展冲刺
受到干扰	分散注意力	保护冲刺周，避免会议和邮件干扰

Quick Diagnostic

快速诊断

Audit any sprint plan:

Question	If No	Action
Do we have a Decider for full week?	Sprint will fail	Get commitment or postpone
Is the problem important enough?	Waste of time	Only sprint on big challenges
Can we prototype in 1 day?	Wrong problem for sprint	Choose more concrete problem
Can we recruit 5 target users?	Can't test properly	Start recruiting now (2 weeks ahead)
Will team commit to no interruptions?	Won't maintain focus	Get buy-in from leadership

审核任何冲刺计划：

问题	如果答案是否	行动
我们有能全程参与一周的Decider（决策者）吗？	冲刺会失败	获得承诺或推迟冲刺
问题足够重要吗？	浪费时间	仅针对重大挑战开展冲刺
我们能在1天内制作原型吗？	问题不适合冲刺	选择更具体的问题
我们能招募到5位目标用户吗？	无法有效测试	立即开始招募（提前2周）
团队能承诺无干扰吗？	无法保持专注	获得领导层的支持

Reference Files

参考文件

monday.md: Map exercises, HMW notes, target selection
tuesday.md: Sketching templates, Crazy 8s, solution sketches
wednesday.md: Decision exercises, storyboard templates
thursday.md: Prototyping tools, techniques, checklists
friday.md: Interview scripts, note-taking, pattern analysis
facilitation.md: Sprint Master guide, time-boxing, energy management
recruiting.md: User recruitment, screener surveys, scheduling
case-studies.md: Slack, Blue Bottle Coffee, Savioke, and more
remote-sprints.md: Adapting sprint for distributed teams

monday.md：Map（梳理）练习、HMW笔记、目标选择
tuesday.md：草图模板、疯狂8格、解决方案草图
wednesday.md：决策练习、故事板模板
thursday.md：原型制作工具、技巧、检查清单
friday.md：访谈脚本、记录方法、模式分析
facilitation.md：Sprint Master指南、时间管控、精力管理
recruiting.md：用户招募、筛选问卷、日程安排
case-studies.md：Slack、Blue Bottle Coffee、Savioke等案例
remote-sprints.md：分布式团队的冲刺适配方法

About the Author

关于作者

Jake Knapp created the Design Sprint process while at Google, where he ran sprints on products like Gmail, Chrome, and Google X. As a design partner at Google Ventures (now GV), he refined the process by running over 100 sprints with startups in the GV portfolio. The Design Sprint is now used by teams at Google, Slack, Airbnb, LEGO, and thousands of companies worldwide. Jake is also the author of Make Time, a framework for focus and energy.

Jake Knapp 在谷歌工作期间创建了Design Sprint流程，曾在Gmail、Chrome、Google X等产品上开展冲刺。作为谷歌风投（现GV）的设计合伙人，他通过为投资组合中的初创企业开展超过100次冲刺，优化了该流程。Design Sprint目前已被谷歌、Slack、Airbnb、乐高及全球数千家企业采用。Jake也是《Make Time》的作者，该书提出了一套聚焦和精力管理的框架。