Hey, I'm Jake, from GV.
嗨，我是傑克，來自Google創投。
And I'm John.
我是約翰。
Also from GV.
也來自Google創投。
And we're gonna talk about Monday of the sprint week. So, congratulations! You're starting on a sprint. That's awesome. By the end of this week, by Friday, you're gonna have a realistic prototype, and you're gonna be testing it with five target customers. So, one thing to keep in mind throughout the week is that you're gonna have a lot of decisions to make. And just keep in mind that you're going to end up with a concrete prototype, and you're gonna end up with some data at the end of the week. You don't have to make every decision perfectly. You just need to keep moving through the sprint and getting that prototype. And that test is gonna go a long way towards giving you the benefit you need to start this project off in a strong way.
我們要談談衝刺計畫周的星期一。恭喜你啟動了衝刺計畫!這很棒。本周結束時，星期五前你會做出一個實際的原型，你會用五位目標顧客來做測試。因此在這一整周請記住你要做很多決策要做。並謹記在本周結束之時你最後會得到一個具體的原型，你最後會得到數據。你無須把每個決策做到盡善盡美。你只需要不斷推動衝刺計畫以得出原型。測試可助一臂之力，大力為你提供啟動專案必要的優勢。
Yeah. When you start your sprint on Monday, it's gonna be really tempting to start thinking of solutions right away. After all, that's—that's why you're there. That's the whole point of the sprint... is to try to solve this problem. But we think it's really important to slow down a little bit and try to build a foundation first, to have everyone talk about what they know, to, sort of, share knowledge and also build a shared understanding of that problem. And that's to make sure that you're not wasting your team's time and effort focusing on the wrong part of the problem. So, the way that we do that is to create a map of the problem and to select the specific point on that map that you wanna focus on. It can feel a little bit slow to do that because it's basically a full day of talking and writing on the whiteboard. But you'll have to trust us—it's super important. It makes sure that the rest of the week is really fast and really efficient.
對，當你星期一展開衝刺計畫時，你會很想馬上就開始想解決方案。畢竟這是你展開行動的理由。衝刺計畫的重點就是試著解決問題。但我們認為很重要的是稍微慢一點，先打好基礎，讓每個人談一談他們知道什麼，彼此分享知識，也針對問題培養出共同的理解。要確定你並未浪費團隊的時間與精力著眼在錯誤的問題部分。我們的做法是畫出問題的示意圖，並在圖上選擇特定點這代表你要鎖定的部分。這樣做感覺上有點慢，因為基本上這一整天都在討論並在白板上寫東西。但你要相信我們，此事極為重要。可確保這周其餘部分可以快速且高效率。
So let's talk about what happens, those activities on Monday. First thing, you're gonna do something we call "Start at the End." So, that means you're gonna fast-forward. You're gonna look ahead to six, twelve months, even further. And if this project goes perfectly, if you put on your optimistic hat, what it's gonna look like? And you're gonna write down a long-term goal that sort of expresses that perfect future. And then you're gonna put on your pessimistic hat, or put your optimistic hat on backwards—whatever you prefer. And you're going to list out all the questions, all of the risks, all of the assumptions, all the things that might trip you up and prevent you from getting to that golden future expressed in the long-term goal. Then you're gonna make a map. So, you're going to make, sort of, a simple diagram showing how a customer moves through your product or your service. And you're just gonna start with a rough draft of that map.
現在我們來談談星期一的活動。首先你要做所謂的以始為終。這代表你要快轉。看看未來六到十二個月，甚至更久之後。如果專案順利進行，如果你的樂觀成真，那結果會是如何？你也要寫下長期目標以呈現最完美的未來狀況。之後換上悲觀的預測，或者說把樂觀放到後面。列出所有問題所有風險、所有假設、所有會讓你陷入困境的因素，阻礙你達成長期目標呈現出來的輝煌未來。然後你要畫示意圖。你要有一張簡單的圖表讓顧客知道如何理解你的產品或服務。你就從簡略的示意圖草稿開始就好。
Yeah. All of that is in the morning. So, after lunch, you're gonna come back, and you're gonna do "Ask the Experts." This is the where you talk to people, some of whom are already in the sprint with you, and some of whom may work in other parts of your company, who are experts on some part of the problem. And you're essentially just gonna interview them.
Ask them questions. You should use a timer to make sure that those conversations don't go on too, too long. But the big goal here is to have them improve your map, to look for things they can add to your map, mistakes they can fix, ways they can enhance your understanding of the problem. While everybody is listening to those interviews, you'll have the team take notes using a technique called "How Might We." Now, it's a little dorky. And it's going to feel a little bit unnatural to some people. But we think it's really helpful because it makes sure that the notes are all in the same format. And that makes it a lot easier to organize and sort through those notes later. And that's exactly what you're gonna do. After the interviews, you'll paste all the notes up on a window, or a wall, or a whiteboard. And you'll have the group sort them out into different categories. And then vote on the ones that seem the most interesting or the most useful for building your prototype.
對，這些活動都在早上。午餐過後，你要做的是請教專家。你要和大家談談，其中有些人已加入你的衝刺計畫，有些可能在公司其他部門工作，是這個問題某些方面的專家。基本上就是和他們訪談。提出問題。並設定時間確保對話不會過於冗長。這裡的重要目標是藉由他們強化你的示意圖，尋找可納入示意圖的要素以及他們可以幫忙修正的錯誤，增進你對問題的理解度。每個人都要聽這些訪談，你要請團隊做筆記並運用所謂「我們可以如何」的技巧。這看起來有點笨。也有人覺得有點不自在。但我們認為很有用，因為這確保筆記的格式一致，更容易彙整。日後也就容易分類整理。這就是你要做的事。訪談之後，這些筆記會貼在窗戶、牆上或白板上。請叫小組整理好，分門別類。然後投票選出最有趣或最有用的，以利打造原型。
And then you're ready to pick a target for your sprint. So this is the decider's job at the end of the day on Monday. Look at all that stuff. Look at the map. Look at the "How Might We's" and choose one specific target customer, one specific spot on the map. And then look at those questions from the morning and choose the ones that you wanna try to answer in your sprint. And this sounds really hard, but by the end of the day Monday, when you've gone through all that information, it's usually pretty easy for the decider to, sort of, make that call.
And then that's it. The information is booted up in everybody's head. The focus of the sprint should be clear to everyone on the team. And you're all ready for Tuesday, when you're gonna actually get start sketching, coming up with solutions. You've set the stage for an excellent sprint.
此時你便準備好替衝刺計畫定下目標。這就是決策者在星期一結束前的工作。檢視所有資訊。檢視示意圖。檢視所有理由，選定一位目標顧客、示意圖上一個特定點。檢視從早上開始提出的所有問題，選出衝刺計畫想要回答的部分。這聽起來很困難，但等到星期一將結束時，當你完整處理好所有資訊，決策者通常就能輕鬆做出決定。就是這樣。資訊每個人的腦子裡開始運作。衝刺計畫的焦點很明確，每一位隊員都清楚。你就準備好迎接星期二，到時可以開始畫出解決方案的草圖。你已替衝刺計畫打造好了舞台。
