Hey, I'm Jake.
嗨，我是傑克。
And I'm John.
我是約翰。
And we're here at the GV office in San Francisco to answer some questions that we often get about starting a sprint. So, presumably you're watching this video because you're thinking about running a sprint yourself, which is awesome. But you might have some questions, especially if it's your first time running a sprint. And we're gonna try to run through what we know.
我們人在舊金山的Google創投辦公室，我們要回答一些常有人問、關於如何啟動衝刺計畫的問題。你會看這部影片，多半是因為你自己想要執行衝刺計畫，這很棒。但你可能會碰到某些問題，若你是第一次花時間去做這事時尤其如此。我們將知無不言。
Yeah. That process of preparing for a sprint, we call setting the stage. And there's five key elements—five things that need to happen before the sprint begins. You need to pick a big challenge. That's most important of all. You need to assemble the team, the right group of people to work on that challenge. You need to clear the calendar. One of the big ideas in the sprint is to spend five days focused on a really important problem. You need a room for the sprint. You need to have a lot of space. You need to have a couple of nice big whiteboards. And you need to have a lot of supplies, sprint supplies: everything from office supplies, you know, paper and markers, all the way to coffee and snacks.
衝刺計畫的預備流程我們稱之為做好準備。啟動衝刺計畫前要先備齊五大關鍵要素，也就是五件事。必須選一個重大挑戰，這是最重要的一點。要集結正確的人組成團隊，來因應這項挑戰。你要釐清時程。衝刺計畫的重點之一，就是要花五天聚焦在重大問題上。你的衝刺計畫需要場所。你需要空間，還要幾張好用的白板。你也需要很多用品供衝刺計畫使用，從辦公用品如紙和馬克筆一直到咖啡和點心。
Yeah, all that stuff is—it really matters. We've got a list on the website sprintbook.com and then the book about the specific things you need. But you probably also have some of these common questions that we hear all the time.
對，這很重要。我們在書裡有寫到sprint.com網站上有清單詳列你需要的物品。你可能也遭遇一些我們不斷聽說的常見問題。
Yeah.
是的。
So, one of the questions that comes up a lot when we're helping people plan sprints is, How can I convince my team that this is worth the time? How can I convince my team to spend five full days working on a problem together?
我們協助人們計畫衝刺計畫時常碰到的問題之一，是要如何說服團隊這值得花時間去做？如何說服團隊一起花五個整天來解決一個問題？
Yeah. So, if you're in that situation, if you're convinced that the sprint is good, but you're trying to convince decision-makers, other folks on your team, one of the best pieces of advice is to make sure that the challenge you're working on really is a big challenge. Because clearing a week is, is a big commitment. For the first time you've run a sprint, it can seem a little scary. And if you don't know that that challenge is really important, it's harder to make the commitment. So choose that really big thing. And maybe wait for the time when that project is just kicking off, when people have a lot of questions, and then the sprint is a great way to answer those questions.
對。如果你的處境也相同，如果你相信這套計畫很棒，你努力要說服決策者或其他團隊成員，最佳建議之一，是確定你們要因應的挑戰確實是一項大挑戰。因為顯而易見的是第一次操作衝刺計畫是很重大的承諾，會有點可怕。如果你不確認這項挑戰確實重要，就很難許下承諾。所以要選擇真正重要之事，之後可能要等到計畫啟動，等到大家對衝刺計畫提出眾多問題，那就是絕佳的解答問題機會。
Now, when you're planning the sprint, what if the decider, the decision-maker, can't be there for all five days? Or does that person even need to be there the whole time?
當你在規劃衝刺計畫時，決策者是需要五個全天都在，還是說此人根本不需要全程都在？
Yeah, they actually don't. So, it's important to have a decision-maker in the room the whole time to help with smaller questions. But the decision-maker who's gonna actually choose what's in the prototype, that person can just show up, maybe for cameo appearance, on Monday afternoon. We often do this in our sprints. And they can also show up on a Wednesday, right when the sketches are up on the wall, and they can be part of that whole Wednesday morning activity. Or they can even show up after the team has done the critique, unpacked all the ideas, put up the sticky notes that show what the key ideas are. They can just come in at the end and make the decision right then. And that's actually often quite efficient. That works really well.
其實不需要。有個決策者隨時都在能夠處理比較小的問題，這很棒，但負責選擇原型要素的決策者，比方說可以只在星期一下午過來看一下。我們自己的衝刺計畫也是這樣安排。這些人也可以在星期三過來在牆上畫個草圖，他們可以參加星期三早上的所有活動。他們出現的時機甚至也可以在團隊完成評論後，或是在整理想法貼出貼紙以展示有哪些重要概念。他們可以只在最後現身，就在那時做出決策。那是效率很高的作法。
Yeah.
對。
So, your decision-maker does not have to be in the room for all five days. You can have a great sprint with just those cameos.
決策者不必五天隨時都在。偶爾客串登場也可以有很棒的衝刺計畫。
Yeah. So, in preparing for the sprint, beyond, you know, making sure you've got a room and you've got everything on the calendar, is there any other homework or, sort of, prework that needs to happen to prepare for the sprint?
對。在準備衝刺計畫時，除了要確定有場所以及你已經確認了時程上的一切項目之外，還需不需要事先做其他功課替衝刺計畫備齊相關要件？
Yeah. That's another common question. And one of the best things about the sprint is that you don't have to do a ton of work beforehand. You can really come into the sprint, get the team together, and know, you know, basically what the problem is. And you'll be able to pick a target for that problem. You'll be able to pull out the information from the experts on your team. All the things that you need to do to solve the problem and test your solution will happen in the sprint structure—you don't have to do that stuff ahead of time.
對，這是另一個常見問題。衝刺計畫的另一項好處，是你不用事先做好一大堆工作。你可以就投入衝刺計畫、組成團隊，基本上了解問題所在。針對問題設定目標，整合團隊中專家的資訊。你需要做的事就是解決選定的問題並測試解決方案在衝刺計畫架構下會有的狀況－－不用一次做太多事。
Cool. Well, that's all the questions I have.
好，這就是我全部的問題了。
Okay. Well, if you guys have more questions, more things you wanna know, there is the Sprint book, which we have right here. And you can go to the sprintbook.com. We've got some checklists and more information, more videos.
好。如果各位還有其他問題，想知道更多訊息，可以參考這本書，也可以上sprint.com，我們列出了清單，有更多資訊。
Tons of detail on all of this.
對，也更詳細。
Thanks.
感謝大家。
Thank you.
謝謝。
