[Music]

have you ever designed and developed

products for users who are very

different from you well today we are

going to go over some tips and

strategies to deeply understand your

user and to create effective products

for them at speed using immersive design

sprints

I am Sameer Falcao I'm a design lead at

Google Station and Google Station is a

product that's building high quality

public Wi-Fi for users and next billion

users markets and I'm Burgin I'm a

designer on the chrome team focusing on

our next billion users all right let's

jump right in and talk about there we go

what is a design sprint so we'll do a

brief recap of design sprints so we

define a design sprint as a framework

for answering critical business

questions through design prototyping and

testing our ideas with users to dinner

eight actionable feedback and insights

the design sprints were created at

Google and they have evolved over time

they're a mix of methods from design

thinking business strategy psychology

and user research that were all selected

and ordered specifically to support

divergent and convergent thinking and to

drive towards a targeted outcome so

what's different about a design sprint

is that we set clear goals and

deliverables up front we time box all of

the activities so that we not only speed

up the learning and development process

but we also drive the right behaviors

from our users and then finally we

enable a wide range of disciplines and

stakeholders to participate in the

design and development process now

design is not an individual sport and

design Sprint's are a highly

collaborative process we want to be able

to include multiple perspectives and

points of views and to that end we

leverage Sprint's to include all

participants voices

the design spring is a highly flexible

framework and you'll want to flex it and

adapt it to your particular challenge or

scenario one of the advantages of the

sprint is you can reduce the risks of

downstream mistakes by getting to

insights that lead to a better

understanding of your user and your

problem space quicker so today we're

going to talk about a way that we have

flex the design sprint to really get a

better understanding of users that are

very different from ourselves through

immersion intercepts and co-creation

we're bringing actual users instead of

representatives of those users in to the

center of the design and development

process now those a phenomenon known as

the CRO creation effect and it shows

that when organizations and consumers

create something together both parties

are more invested in the outcome so what

does this look like in practice we're

going to start by bringing a team

together of very different disciplines

including UX inch p.m. to create a

powerful team we're looking for a good

representation of roles and skills and

this is going to allow us to

dramatically reduce the amount of time

that we spend communicating and increase

the number of viable ideas that we

generate so once we have our team

together we're going to walk through the

five Sprint phases understand sketch

decide prototype and validate now we

have a mix of structured individual work

and planned group discussions that

support a clear diverge and converge

process that will guide the team to get

on the same page

around the artifact that it's going to

produce to test with users now the ideal

design Sprint is going to provide time

for team members to reflect on the

challenge and also opportunities to

validate or disrupt those ideas so the

goal for the first phase the understand

phase is to gather all of the relevant

data and information

at hand we really want to create a

shared brain and a line around a new

world together and a new understanding

of the problem space then we're gonna

move on to the sketch phase and this is

when we're gonna generate tons and tons

of ideas tons of potential solutions and

we're going to use a couple of exercise

the exercises that are designed to get

the ideas out of your participants head

onto paper and to really push them to go

beyond their first idea they get better

and more innovative ideas now once we

have all of these ideas we're in the

middle of a sprint we have tons and tons

of solutions it's time to start

narrowing down and making hard choices

so the decide phase is all about those

hard decisions and selecting what you're

going to prototype with users once

you've narrowed down you want to create

a prototype that you can test your

hypothesis and validate or invalidate

your assumptions because you only have a

really short amount of time you have you

have a couple hours maybe maybe you have

a day to build that prototype you it

should only be as high fidelity as

needed to answer your questions and

nothing more finally we're going to

validate the goal of the test phase is

to confirm that the product that you

have prototyped is good and also that

you prototyped the right thing so today

we're going to discuss two case studies

to show you how we've used this

framework to give users the tool to

engage in the ideation and creation

process and now that you understand the

structure of a sprint when's the right

time to sprint really you can sprint at

any point in the lifecycle of your

product you might be at the very

beginning and want to use a sprint for

visioning or creating a roadmap you may

have a mature product and you're

thinking about adding a specific feature

whatever point in the lifecycle of your

product that you run a sprint it's

important to remember that involving

users early and often can really help

validate the problem space and create

better ideas and there are a couple of

outcomes from us

friend so I like to say that there's

never a failed sprint because you always

learn something but we have defined

three potential outcomes and the first

is an efficient failure so it can be a

little disparaging that something didn't

work but it's really useful to know and

you've saved all of that time money and

resources that you might have spent

building out the product and then

learning that it didn't work so you've

learned quickly now most friends fit in

this middle bucket what we called flawed

success some things worked some things

didn't but you have a path forward you

know what you need to do next and

sometimes you have an epic win maybe you

have a couple things you want to tweak

but you're ready to move to production

you'll need to set your expectations

with stakeholders at the beginning of

the sprint so that they everyone is

aware of this and they know what the

outcomes might be now let's talk a

little bit about immersion great so

really comprehensive recap of a very

complex topic there and the reason that

we rushed through that is because we're

assuming that if you're here then you've

heard of a design sprint before you have

most likely taken part in a design

sprint before and maybe some of you have

even run your own design sprints so

we're gonna jump right into immersion

now before we talk about immersive

Sprint's let's try to understand what

immersion actually means so to think

about immersion I went to Google and I

looked up the dictionary and here's a

definition of the term immersion

immersion is instruction based on

extensive exposure to surroundings or

conditions that are native or pertinent

to the object of study now this is a lot

to take in so I kept googling here's

another definition much simpler

immersion is a deep mental involvement

here's a third one immersion is a state

of being deeply engaged or involved

absorption alright so there are some

common themes emerging from all of these

definitions let's bring this back to UX

how can emerge

guide your interaction with users

especially users that you don't know

very well I like to think of it in terms

of three steps step one immersion is

about awareness so first doing the

background research and study that it

actually takes before you go into a new

environment and users then bringing

those learnings with you into these new

surroundings so that they can provide

you the context that you need to process

that correctly and then when you're in

this new environment just being very

keenly aware observing without

preconceived notions or bias or judgment

so that's awareness step two immersion

is about listening so you're going to

hear a lot of new sounds process a lot

of new sites you're going to talk to a

lot of users that you haven't interacted

with before and these users are going to

tell you about their lives about their

problems problems that you haven't faced

before so it's really important to

listen attentively and this is actually

pretty hard to do if you try it yourself

right now when you try to listen to

someone speaking it's very easy to let

your mind wander and think about what

you want to say next it's very hard to

mindfully listen I hope that's what what

you all are doing right now by the way

but it's really important to listen

attentively so that's step two and then

step three is taking awareness and

taking listening and bringing it to

empathy and this is when you are

actually stepping into someone's shoes

and experiencing what they experience

understanding their their needs their

pain points their hopes and dreams and

even things that delight them so when

you have awareness listening empathy all

of these three things together that's

when we consider it immersion so how

does this relate to design Sprint's and

design now when you're in a design

sprint you're making a call and you're

designing solutions for users based on

what you think is going to work well for

them now where does this come from it

comes from intuition right and

does intuition get built it comes from a

lifetime of experience it comes from

knowledge and study it comes from trial

and error like launching a lot of

designs and seeing what works and

learning from success learning from

failure it's a constant loop of learning

and tweaking but when you're designing

for users that you've never interacted

with before you don't have this

intuition so what happens in the context

of a sprint all of this gets amplified

in a sprint you're time boxed so you're

doing things really fast it's a

high-pressure situation it's not just

you but probably you and a bunch of

sprinters who were all in the same boat

as you you don't understand your user

really well so we're gonna and I are

often placed in situations like this

because we both work on products where

we're distant from our users we don't

understand our users very well that

often so what happens we've seen that in

Sprint's like this there is analysis

paralysis because you're sprinters are

not confident about deciding how to move

forward with your design you end up

making safe choices so your design

solutions are not strong sprint outcomes

suffer you just don't see that big leap

that you want to see at the end of a

sprint so we need to help you and your

sprinters build intuition how do we do

this so we think immersion is a great

solution to doing this good design in

Sprint's is about making educated and

informed decisions about how to solve a

problem that your users are facing so

with immersion you're helping your

sprinters gain the foundation to

confidently design solutions so let's

bring it all together

immersive Sprint's create a realistic

environment to guide your sprinters

drive great outcomes and then validate

sprint outcomes if you don't understand

your users really well and you want to

design solutions for them in a

fast-paced sprint environment then

immersion is a great technique to set

you up for success

so how do we do this we're going to go

over a few techniques today first we're

going to talk about doing pre and post

sprint research so actually

incorporating research as part of your

sprint then creating immersion during

the design sprint itself third

participatory design sprints so this is

when your core designing with your users

you actually asked your users to come to

the sprint with you and take part in it

as a sprinter and then last instead of

saving validation for the last stage in

corporate validation at every stage of

the sprint make sure that you check in

with your users at the end of each day

so that you know you're on the right

path so to give you an understanding of

how all of this works in practice

we're going to walk through two case

studies of successful sprints that both

Bergen and I have run so first I'm going

to hand it off to Bergen to talk about a

really interesting sprint she ran in

Kenya all right I'm excited to tell you

guys about a sprint I ran with an app

called after Scout now we were kicking

off this app to help hurt her survive

ongoing drought now pastoralists are

nomadic or semi-nomadic people who move

their livestock between pastures

depending on the season and now with the

emergence of climate change rain

rainfall patterns have shifted forcing

herders to find new routes new pastures

and new sources of waters and their

traditional methods of finding good

grazing lands like word of mouth

scouting ancestral knowledge have proven

insufficient to maintain healthy herds

in this changing landscape an

organization called Project concern

international a non-profit based in San

Diego and a Google or grantee created a

program that relayed satellite data to

pastoralists that showed current

vegetative conditions now this gave the

pastoralists critical intelligence about

where to move their herds the proof of

concept was highly successful we saw 50%

reduction in herd mortality and an 80%

adoption

in the local populations that it was

tested with but the delivery system was

cumbersome and inefficient the maps were

auto emailed to the PCI field staff who

would print them out deliver them to

district livestock officers who would

then pass them on to the locals so this

process was slow and difficult to scale

so our question was would it be possible

for us to cut out those middlemen and

simply deliver the maps from the

satellite straight to smartphones as we

plan to the sprint we recognize the

difficulty in properly understanding the

cultural societal and usage scenarios

encountered by populations so different

from ourselves but we knew that the

community as experts of their own

experience would have the historical

context and the knowledge of what was

and wasn't important to the community so

rather than just consult the community

we decided to involve it now as

designers and developers we often create

products for people Co design is the act

of creating with stakeholders and users

ensuring that the people most affected

by the solutions are part of the

development process and this is really

based on the idea and the belief that

all people are creative

creative now the design sprint gives us

a framework to put this into practice

and through the sprint process we can

guide users through the ideation and

creation process to really give voice to

their ideas as you can imagine we had a

lot of different perspectives around

this challenge so we had to build the

right sprint team and we had a quite a

large team with a number of diverse

stakeholders we had our graphic in for

geographic information system specialist

who is our mapping specialist we had

local developers in a UX researcher from

a hub which is a incubation space in in

Nairobi we had two staffers from PCI and

Sandy

and we had UX designers from Google but

most importantly we had to pastoralists

from different districts in Tanzania and

then we had three PCI field staff from

Ethiopia and Tanzania who worked

directly with the pastoralists and had

been part of this proof-of-concept

program so it was important to us that

this app transcended Geographic and

tribal boundaries now this team required

the integration of experts and users

really working closely together so

empathy between our participants was

essential and face to face communication

was best so we all gathered in ihubs

office in Nairobi now co-creation can be

applied at any stage of the design

development process through different

activities and as we created the

schedule we thought deeply about how to

include our users at each stage of this

process and by incorporating user

feedback throughout the throughout this

process we can avoid the anchoring

effect where we're really gonna have

really see that human tendency to rely

on that first piece of information to

make subsequent judgments so during the

understand phase we our users helped us

understand the problems faced through

lightning talks and documenting and

sharing how might ways now you can see

some of the topics that we discussed

were technical infrastructure offline

experience battery life traditional

decision-making so it was really

important to users that these Maps work

offline they were not always connected

and traditional decision-making was

something I don't think we would have

talked about if we had run this sprint

in San Diego or here in Mountain View it

really is something that we learned the

elders make a lot of the decisions

around where to move the herds but the

younger generation are the one with a

smartphone so we had to take that those

types of things into consideration as we

considered the design so to make the

pastoralist experience resonate with all

of the sprint team members we broke into

groups and created user journey Maps

these are really important because

people are good at thinking in terms of

stories about people

and the and the things that they do and

what happens to them and stories can be

useful and generative designed to invoke

empathy and imagination and trigger

ideas for a more ideal future we used

Crazy Eights

to allow the team to generate a ton of

different ideas based on everything we

learned on the understand phase and to

help our users with this activity we

really gave some structure to it by

giving them prompts to sketch around so

we did this in four phases and during

the decide phase we really gave our

users more power in the decision-making

process with extra votes and we reminded

our participant or our other

participants to evaluate each idea

considering what our audience

experienced and what they wanted so

depending on the level of the fidelity

that you're aiming for one of the most

difficult phases to incorporate users in

can be the prototyping phase paper

prototypes might be the most inclusive

way and those are totally okay

we were aiming for a little bit higher

fidelity and so we considered letting

our users go during this phase but they

actually wanted to stay and their

participation actually proved crucial

when the designers were designing this

middle screen they were struggling to

come up with iconography that would

really represent some of the diverse

ideas that we were trying to get across

like this location has no water or scary

animals were sighted in this location

maybe you shouldn't take your herd there

but we were able to rapidly iterate and

show our designs to the users and get

immediate feedback so that we were able

to confirm which icons resonated and

which ones didn't so for user testing it

was important to solicit feedback from a

larger and more diverse group than was

just the Sprint team if you'll remember

we had sprinters from Ethiopia and

Tanzania but we were in Kenya so we were

able to go about us our south of Nairobi

and

test our prototype with a group of

Maasai and this proved extremely

valuable is we saw the validity of this

tool immediately that our and that the

approach we chose would transcend

Geographic and tribal boundaries now the

sprint process allowed us to find common

ground to share ideas and develop a

common language and work together to

fully understand the user needs from the

very outset of the project next we're

going to talk about a case study that

Samir did here at Google

great what an impactful sprint so cool

all right so I'm gonna switch gears a

bit and I'm gonna talk about the product

that I work on and that's Google Station

now just as a recap Google station is a

product that's bringing high quality

public Wi-Fi to next billion users or

markets worldwide now a little bit of a

caveat I can't really talk about the

actual product that we were designing in

the Sprint but I can talk about the

process and that's what I'm gonna do

here so while ago someone on our team

had this really cool idea they wanted to

bring in the features that are present

in a different Google product into

Google Station he got super excited we

talked to this team and that team got

super excited and we were all like

really to have this happen but we didn't

know how so

we didn't know what this experience

would look like it's a great reason to

have a sprint we also had never worked

together as a team so there was like no

working relationship another great

reason to have a sprint to bring teams

together so they can establish trust

now here's another challenge the Google

Station team is based largely in Martin

view this other product is based in Asia

and at the time the user that we were

designing for was in India so three

different countries really challenging

and going back to the slide that Burgin

showed earlier we had an answer from the

business side how this product would

work and we also knew that from an

engineering standpoint we could most

likely make it work but what we didn't

know is is this something that our users

care about we didn't know if this was

desirable for our users so this big gap

was something we needed to address so we

decided that we should run an immersive

sprint so the Sprint challenge was

design an experience aligned with user

needs that would combine functionality

of two products in a very seamless way

but before we could even talk about

seamless and the interaction design and

all of that I really wanted us to figure

out does this make sense for our users

so I flex the standard five phase

methodology of the Sprint and added an

extra phase which is that orange circle

you see here for strategy we wanted to

figure out is there a strong user

focused product strategy for this

product and this was critical we didn't

know if this would work for our users

and this product strategy needed to come

from actual user insights we didn't know

our user that well so we added two more

phases to the sprint before the sprint

we added research after the Sprint we

added research different kinds of

research though before the Sprint we

added foundational research and after

the sprint we were going to validate the

design solutions we come up with with

research to validate it so that was also

in the field but it was a different

style of research now this extended the

duration of the Sprint and we invited

all of our sprint participants to

actually take part in the research we

thought this was really important

because that would be an immersive

experience for them and it would lay the

foundation for them to effectively

participate in the sprint and come up

with great design solutions so this was

also a lot of overhead in terms of

planning because that meant travel going

out into the field for a large group so

to recap understand the user context

doing foundational research use those

user insights to drive the entire sprint

and then when you have design solutions

as outcomes take them back into the

field to validate them with your users

so that was the process that we followed

so how did we do this research for both

the pre and post print research we use a

technique known as intercepts now by

intercepts I mean going out into the

field

finding a user asking them that they can

spend a few minutes with you and then

doing an interview and you can do an

interview and ask them about their

habits and their lives and you get a lot

of foundational information and about

them or you can show them a prototype

and yet this could be like a clickable

prototype it could be a live product it

could be sketches on a piece of paper

and you can ask them to use this

prototype to do certain tasks and

observe how they do it and this would be

evaluative so intercepts are really

flexible in that sense you can use them

for different styles of research and

it's also in a user's natural

environment so instead of bringing a

user to you and asking them to come to a

lab you're going out to a user so you're

putting them at ease and paper

prototypes are totally okay so one of

the things I really love about

intercepts is that they release

scrappie you can put them together in a

in a really short time and also they're

cross-functional this gives your team

your non user experience research and

design team your PMS your engineers to

take part in research and actually come

face-to-face with your users it's

amazing and eye-opening for them this is

why I love intercepts so that was a

research part now let's talk about that

strategy piece to figure out if we had a

right user focused product strategy we

do use the technique known as value prop

canvas so based on those user insights

we asked users who are already using

Google Station we made a list of all

that features in that product and

whether what the pain points of users

were using Google station then so we had

all the user paints then we made a list

of all the gains that users are seeing

by using that product so we knew the

user gains and then we went to the

sprint we went through a lot of

sketching we diverged we voted on ideas

we converged we came up to a we came out

with a few solutions we did the same

with the

solutions are any of the features in the

solution going to relieve the pains that

users are facing are they going to boost

the gains that uses a scene if both of

these boxes map then you know what

you're designing is great for your users

if they don't map then you have a

problem you don't have a strong value

proposition and that's when you have to

decide whether this even makes sense to

move forward with so this is what we

used for exploring product strategy all

right so what did I learn by running the

sprint first the sequence of methods

that you use in a sprint really matters

and if I hadn't taken the time to think

about the Sprint challenge and add a

product strategy piece we wouldn't have

been successful so think about the

sequence of products do a dry run try to

see if one method feeds into the other

does the output of one method feed into

the input of the other if there is a gap

then address it make stakeholders your

partners especially when you're running

a broad sprint like this you want them

to be your partners you want them to

agree with you invest the time and money

and resources and you want to do daily

check-ins with them tell them how you're

doing what did you do today what did you

achieve as a team get feedback work on

it I've never run a sprint that is

always gone according to plan so things

go wrong people have questions they

question to be very premise of your

sprint things take too long to run

methods don't go as they're as you plan

logistical issues so be be nimble be

agile be prepared to change things

around on the fly one of the great side

benefits of a sprint is that you're

bringing two teams together who have not

worked together and you're going to

drive a lot of alignment between them

and really strong working relationship

between them so no matter what happens

you're going to get that and we got that

and then the last thing I wanted to

leave you with for this case study is

that this was a super successful sprint

with for us not because we figured out

this amazing new product that we wanted

to launch we actually learned that we

did not have a strong value proposition

with this new idea this did not make

sense for our users at the end of the

Sprint we decided we

move forward with this so the fact that

the Sprint helped us understand very

quickly if the time effort and resources

required to build this was worth it

makes it super powerful for us so you

might be thinking I'm not going to Kenya

and I'm not going to India why does any

of this matter to me well

have you ever designed for users in

regions different from where you live I

bet you have have you ever designed or

developed solutions for users who are

different from you kids the elderly

minorities people who are less

tech-savvy than you I bet you have and

how have you designed for use cases you

aren't familiar with have you made a

product for the automotive industry or

made a fitness app and you've never been

to the gym you know we do this all the

time this is our job the immersive

Sprint's are perfect for these use cases

and why they're powerful is because you

now have the opportunity to bring your

team with you to learn instead of doing

research in a silo and bringing a

research report back you can take them

with you this is where the power of

Sprint's really shines through the

cross-functional they're participating

and their democratic so now I'm going to

present some tips to run your own

immersive Sprint's with Bergin so the

very first one I went over a little bit

in advance is intercepts

now intercepts are a great research

methods they're very scrappy and fast

they don't work well when you need to

recreate a lab setting so if you're

doing and Internet of Things set up and

you need hardware you want to recreate a

home intercepts don't work well but if

you have an app if you have paper

prototypes if you want to do

foundational research and talk to users

and just learn about them intercepts are

great now it's important to know that if

you go in a large group of 10 people

trying to talk to one user you're gonna

scare them off so don't do that try to

split up into smaller groups and then

split up and talk to people on your own

come back regroup and share your notes

if you're doing international research

there's a couple of things to be aware

of be aware of cultural nuances how to

talk to people how to address them

dressing so do some research beforehand

get good interpreters or translators

because even if they speak the same

language as you there might be important

nuances that you would miss if it's

possible and if your user is okay with

it

ask them beforehand if you can take a

video if they say yes take a video of

your interaction with them because when

you take a video back to your team it is

super powerful very more powerful than a

research report can be paper prototypes

and focus groups are okay for this

because you're talking to so many users

you'll correct for that and then watch

out for selection bias we have an idea

in our head of who our user is so

there's like a bias to go and talk to

users that you think would be likely

users of your app don't do that you're

outside in the field you have access to

a diverse range of users so go talk to

everyone and then one last tip we try to

make sure that we don't prime our users

to give us answers that they think we

want to hear so we try not to tell them

that hey I designed this give me your

feedback because they'll be nice to you

and they'll tell you this is amazing

even if they don't like it so we try to

save that information for after the

interview those are some great tips and

a lot of them will apply to co.design as

well now core design is a fundamental

change in the relationship between

product creators and users traditionally

experts have gone out and observed done

interviews with mostly passive users in

co.design users are deeply involved in

the idea

and creation process so you really want

to prepare your users in advance let

them know what to expect in the design

sprint talk about the different

activities that they might go through

and help them reflect on their

experiences that they normally perceive

as routine so perhaps you ask them to do

a diary study beforehand or have them

talk to other members of their community

to get a wider perspective Logistics are

also quite important you're going to

want to allow more time for each of the

activities and more time to explain them

as well do you need a translator similar

to ends intercepts it might be useful

are you in the natural context of the

experience or are you asking the users

to come into your space what would make

them more comfortable what materials do

you need to allow your users to fully

express themselves and to and to take

their ideas down are they comfortable

with drawing would be the more

comfortable if you gave them something

to build with different components that

they could put together would they be

interested in role-playing or

storytelling so really think through all

of the contingencies and the schedule of

your sprint now facilitation is going to

be key here and you're going to be

switching roles a little bit from

translator of the user experience to

facilitating the users and guiding them

through the creative process and finally

make sure you include a diverse averse

REI diverse and inclusive user set and

why do we do this this sounds like a lot

of work so what are the benefits of

co.design you're really going to get in

an increased knowledge and empathy for

the user for the full team and that's

key you're gonna have all your engineers

your PM's face to face with the users

you're gonna build better and more

innovative ideas you're gonna have lots

and lots of more idea more and better

ideas your decision-making is going to

be more efficient and your sprint

participants are going to be more

confident in the decisions that they

make and you're going to have immediate

validation a

concepts and ideas just as I discussed

with iconography in our app for Africa

our we were able to immediately validate

what worked in what didn't and you'll be

able to establish a deeper and long-term

relationship with your users now what if

you can't bring users in for the full

sprint maybe they have to work they're

not able to take that much time off to

come in and participate in your sprint

we also often do something called

extended user participation so this is

an alternative where we bring users in

at key milestones within the sprint so

we'll recruit users to do check-ins at

critical milestones or at the end of

each phase we'll do cognitive

walkthroughs we'll let them look at

sketches we'll just show them what we've

been working on and get their feedback

you might have to pivot but you'll want

to plan time to act on the feedback that

they give you now what if you just can't

bring your users to you at all and you

can't go to them what do we do then so

that's when remotes printing comes in

and we'll be honest with you this has

not been very successful and we don't

highly recommend it but sometimes it's

unavoidable your users are far away you

can't go to them so you can use things

like slides or Docs to collaborate

remotely you can use Google Forms and

send out a survey and get your users to

take a survey to get insights one of the

things that we've done especially when

you're doing research from many time

zones away is overnight research so an

example was we were doing a sprint here

for a product that was based in

Indonesia so we did a lot of work all

day package it up sent it over there

researcher and researche for us

overnight and we had feedback waiting

for us the next morning so that was

great

obviously this very situation specific

so if you can't do this you might want

to consider taking a break and instead

of doing all five days of a sprint in

one go

do two days at a time break off to some

research come back and then regroup the

next week

so these are some techniques for doing

remote sprinting all right so to recap

we talked about intercepts we talked

about co.design talked about extend

extended user participation and remote

sprinting with that we hope that we've

shown you the value of immersive design

Sprint's and given you the right tools

to run your own successful immersive

sprint now we'd love to hear from you so

please provide feedback for the session

by signing in on google.com slash IO /

schedule and if you want more helpful

resources about design Sprint's put a

design sprint get that with google.com

that's it from us thank you thank you

[Applause]

[Music]