What’s a Design Sprint and Why is It Important? What’s a Design Sprint and Why is It Important?
Review: 5- 5 5 What’s a Design Sprint and Why is It Important?

What’s a Design Sprint and Why is It Important?

Project Management
10 Aug 2023
21 min read

A design sprint is a five-day process for developing, creating, and testing ideas with customers in order to address important business questions. The entire procedure is quite exploratory, participatory, and user-centered. Let’s check on the design sprint process, its pros and cons, and the importance of product development.

What’s a Design Sprint and Why is It Important?
Electrys | EV charging app

What is a Design Sprint?

What is design sprint? Jake Knapp and Google Ventures created the design sprint technique, which is used to validate concepts through design, prototyping, user testing, and collaboration in fewer than five days. A sprints design is a five-phase, time-constrained process that employs design thinking intending to lower the risk while releasing a new product, service, or feature. Before beginning development, the method is meant to assist teams in precisely defining goals, testing hypotheses, and choosing a product roadmap.

Thus, user-centered teams solve design issues during intense 5-day processes called design sprints. Teams brainstorm, prototype, and test solutions on a set of users using expert insights. The Google design sprint is a framework for outlining problems, looking into solutions, selecting the best ones, developing a prototype, and testing it.

Increased creativity and originality are just two of the many advantages that a design sprint can offer you. Because everyone is working in the same design sprint phases area to solve a problem, they’ll inevitably be considering fresh concepts or alternative approaches.

Pros and Cons of Design Sprints

Design sprint steps have advantages and disadvantages that you should be aware of. Have the design sprint definition and its pros and cons reviewed here.



Having a design sprint steps procedure that includes people from every mobile app development organization department can produce insightful data. A group think approach is included to this design process, which improves the chance for creative problem-solving and brainstorming.

Fast ux design sprint

A design sprint’s nature and the reason it is effective is that it’s a five-day phase that promotes speedy decisions and actions. This focus on moving faster might inspire a team to quickly develop and test design ideas after receiving feedback. This is particularly helpful for large firms where completing tasks can take a long time.

Focus on key aspects

The team only has time to concentrate on the primary concerns as a result of the fast-paced approach. It will be easier to decide whether a given project is worthwhile to continue once you understand the magnitude of the major problems and your capacity to tackle them. Furthermore, after the five days, you have a clearer idea of how to move on with the project.


Finding sophisticated user research

The design sprint does not necessarily provide the most complex products. Research on user experience and user interface is just touched on the surface. To have a better understanding, further research would need to be added.

Having conclusive responses

The goal of a design sprint’s results is to determine the next step. A design sprint is not the best strategy to use if the goal is to have a clear answer about what should follow next. The only conclusion that can be drawn from a design sprint is deciding not to take on a certain project.

The Difficulties of Design Sprints

Here are also some of the issues we’ve encountered most frequently while leading sprints for our partners and design sprint examples, along with some sprint method solutions we’ve come up with. 

Starting and having trouble performing a sprint

Getting started can occasionally be the toughest hurdle, whether you’re an agency, studio, or in-house team, especially if you have stakeholders who are against you. A UX designer or anyone working in product should be prepared to begin because, at its core, a design sprint is merely a series of workshops. It is less frightening if you can identify its route and separate components.

No longer believing that design only occurs during sprints

The fact that nothing functions in a sprint is another frequent difficulty we’ve encountered. Even so, devoted time is still necessary for tasks like production and research.

Running back-to-back sprints is not advised because a design sprint can also be mentally and physically taxing. Protecting your creative thinking time is crucial by taking some leisure between sessions.

You can use sprints into your overall design program to find solutions to specific difficulties, so save them for major issues that require a multi-collaborative push. It doesn’t take the place of someone simply sitting down and designing.

Tomorrow must be a design sprint

With sprints becoming more and more popular and clients requesting them, it’s usual that they need to be turned around and supplied quickly, which could be problematic for you.

Be careful not to further carry out a poor design sprint brief and strategy. Users must test sprints, and there must be extensive study and analysis. All of which, if improperly prepared, will affect the outputs’ quality.

It’s usually a good idea to arrange a lead time with a customer before executing a sprint. Keep in mind that it’s acceptable to say no and reschedule to give you a crucial few weeks to prepare.

In a sprint, you get what you put in

In a design sprint, the participants can influence the experience, thus attention must be paid to the participants, purpose, and product. You have all the components for it to go wrong if you don’t have those three things in harmony and realize that the correct individuals are acting in the proper way.

A sprint can also be killed by being in a room with the wrong people. If someone is being negative, you need to keep them motivated and be the opposite of that. Knowing how to choose the participants in a sprint is also crucial.

They are not Client Theatre; everyone must work hard. If someone realizes it’s not for them, it’s okay to let them go and let someone else in.

One of the primary reasons a sprint doesn’t succeed is frequently the lack of a clear aim for a particular challenge. So, think about the end result and then work backward, exactly like you would in a workshop. As a statement going in, you should have your design sprint challenge agreed upon upfront with the customer and everyone should be aware of their roles.

Design is a journey, not a method

Instead of planning your sprint based on what you read about the required activities and days, design it around the insights you need. Work backwards after considering and planning a sprint like you would a workshop. The key is adaptation. Everyone advises planning ahead, which is true, but you also need to make plans for changes and pivots.

It’s crucial to have the appropriate talents present as well. A front-end developer would be helpful if you were to conduct a sprint on interaction. Or if it’s highly content-focused, you could require a content designer to help you think outside the box and generate new ideas.

Remote design sprints are even more difficult than regular ones

Workshops and design sprints are supposed to be enjoyable, stimulating, and creative events, but with remote working becoming more and more popular, the entire experience has been confined to a screen. Therefore, you need to think about how to change it.

We’ll run a sprint across half a day rather than entire days, using shorter exercises and breaks to keep the energy up and the enthusiasm up. To prevent participants from moving ahead and losing focus during remote sprints, we employ our go-to tools for next sessions.

Accepting silence as a sign of understanding is also helpful, and assigning tasks in advance so users may become accustomed with the software is usually advantageous so you’re ready to go from day one with design sprint methodology.

How to Run a Successful Design Sprint

The team is able to begin prototyping immediately, gather fast user input, and make slight mistakes early on thanks to the sprint methodology. We run several design sprints in brief iterations, incorporating what we’ve learned from the first week into the structure of the second, and so on. Here are a few brief suggestions for leading fruitful and inspiring design sprints.

Choose a vital hypothesis to investigate

Choose the important question you wish to address first. For instance, during the initiative, ask: “Are users more interested in … or … when it comes to …?”

Once you have your big question, think and sketch potential answers before choosing two or three to prototype. People can interact with, test, and play around with prototypes. It’s a terrific way to determine customer interest in various product paths and simultaneously present users with many approaches.

Use techniques that compel consumers to make genuine judgments rather than fictitious ones.

 Any new product should aim to produce something that consumer’s value and would choose to pay for over competing products. But as designers, we are aware that frequently, what buyers claim to enjoy is not what they really purchase in the real world.

Design for a full-product, light-touch experience

What is the simplest feature set you can design that will still address user issues? Get user input on the most basic form of your product before adding features. As your sprint loops continue, you can progress from straightforward prototypes to solid product directions.

Pick the presentation style that best conveys the concept

Although creating a digital prototype in a week is great, keep in mind that paper prototypes are still quite useful. Decide in advance which elements you will design in high quality (such as screens) and which areas a paper prototype will suffice. Being tenacious will ultimately pay off.

Keep the team energized

Because of how intense it is, getting enough rest is equally as crucial as having creative bursts. Make it a priority to manage team energy by scheduling rest days.

Warming Up For the Sprint

The Comparable Problem approach is a fantastic warm-up for the Design Sprint’s Sketch phase. Sometimes the best concepts just need to be repurposed, put into a different context, or merged with other concepts.

Recruiting the Team

Ask team members to look into industries that are comparable to or linked to your project, as well as to evaluate related business issues and their solutions. At the conclusion of the Understand phase, this might be given as homework or finished during the Sprint. Besides, you need to divide the roles while recruiting the team. Namely, you need to get some narrow specialists together with their roles involved in the process.

A Decider

The design sprint is really democratic and nimble, but at a very particular point in the sprint, you need to have someone who can make the crucial decisions and is responsible for them. It is, in essence, the decider. On the fourth day of the sprint, they will pick what will be prototyped.


Your facilitator guides you along the road, lets you know what’s coming up, and documents every aspect of your sprint. You face the risk of your Sprint getting off subject, losing focus, or running out of time to carry out each activity successfully if your facilitator needs better organizing abilities.

Marketing Expert

A sense of urgency and a desire to finish a lot of work quickly can be fostered by choosing a brief sprint marketing period, such as five days or two weeks. Additionally, having a deadline to meet helps stop procrastinating and encourage productive, innovative teamwork.

Design Expert

Like any other form of designer, UX designers play a key part in a design sprint. UX designers must pound this particular drum throughout a design sprint because UX is about adding user value. 

Tech Expert

A technical expert Sprint’s major objective is to create a staged product roadmap that offers users the most value as soon as possible.

Financial Expert

They help with a customized design sprint. you may create a product or resolve a crucial issue for your company in only a few days with the budget experts their estimation and vision.

Remote Teams: Ensure Good Equipment and Surroundings

Even when working from various places, a remote design sprint is a terrific method to test and validate ideas with your team swiftly.

Use the best tool available if you’re working offline or without a video connection. Are they all in the same spot? Next, conduct a stand-up meeting in which everyone uses a single phone line to speak for roughly five minutes each. Make sure everyone has access to all the resources you’ll produce during the 1st day, regardless of what your team decides. This typically includes the Sprint book and additional study materials.

Tools for the Design Sprint

Tools may vary depending on the Sprint format; anyway, sky’s the limit in picking the tools that are the best for the team right here right now. They may be

  • Google Timer.
  • Video Conference Tool.
  • World Time Buddy. 
  • Prototyping Software. 
  • Notion.
  • ClickUp.
  • World Time Buddy – Time Convertor.
  • Zoom. 
  • Adobe XD
  • Diagramming tools  
  • Polling tools, etc.

Jenkins is also a well-known tool used to develop agile software during designs Sprints. 

Monday: Understand the Problem

The 1st day of the Sprint is referred to the Understand phase. At the main office, the entire staff (and maybe stakeholders) gathers to discuss and sketch out ideas, prioritize isusues, map, etc. But this meeting has no time limit; it can go on as long as necessary.

What is The Long Term Goal?

The Long-Term Goals, which are part of the larger Design Sprint structure, are meant to set an optimistic aim for the Sprint by looking at what we’d like to accomplish in the long term rather than just the near term, hence the name.

What are Your Users’ Pain Points?

Users’ points of difficulty or displeasure with a good or service are called pain points. They may be concerned with any element of the user experience, including usability, customer support, pricing, or others. Rthey may be documented in several ways.

Empathy Mapping

Teams can utilize an empathy map as a collaborative tool to learn more about their clients. An empathy map can depict a group of users, such as a consumer segment, in a manner similar to user personas. The agile community has embraced the empathy map, which was first developed by Dave Gray.

Customer Journey

 A customer journey when using your services or products is referred to as the customer journey. It serves as a short road map for figuring out who your customers are. You learn about the journey a certain customer takes to learn about your company’s name, products, or services.

Swim Lane Diagram

A swimlane is a horizontal categorization of issues on a Kanban board or in the Active sprints of a Scrum board. Swimlanes can be used to assist you differentiate between tasks belonging to various categories, such as workstreams, users, application areas, etc.

How Can We Make This Issue Into A Chance?

Every project is unique, therefore using a templated approach won’t be effective with two distinct projects in the same way. It can be worthwhile taking a step back and considering the goals of each party engaged in the project before developing a well-thought-out strategy. Identification and prioritization of sprint issues is the first stage in their resolution. When they’re prioritized, they may be targeted one by one.

Which Problem Do We Target?

Your sprint objectives should be specific—be very explicit about what you are attempting to accomplish, including a clear vision of what success will entail. Each problem prioritized should be targeted with a particular solution. 

Tuesday: Ideate the Solutions

The ideation sprint consists of four techniques for coming up with solutions to a specific issue. The facilitator can adjust or change the methods.

After gaining user insights from research or observation and identifying relationships or patterns within those insights to develop an effective problem statement or point of view, The Design Sprint process generates the concepts that need to be prototyped during this stage. 

Sketch In Four Steps

Thus, participants in typical activities like sketching their ideas out in a rough fashion come to action during this phase.

Step 1: Notes

Еake notes for 20 minutes at first.

Step 2: Ideas

Brainstorm ideas for an additional 20 minutes.

Step 3: Crazy 8S

Step 3 is to draw eight versions of the finest idea, giving each variation one minute.

Step 4: Solution Sketch

Create a three-step storyboard of the solution in step four. Spend between 30 and 120 minutes improving the fidelity of the selected variation.

After finishing the design sprint tasks, finish the day by giving the facilitator the drawn solutions. Remote teams should upload their work to a Mural Whiteboard or an InVision Project.

Wednesday: Make a Decision

The best solution will be chosen on Wednesday, and a final storyboard will be produced.

Discuss each option as a team, allotting no more than three minutes per sketch, once each team member has had a chance to evaluate the sketches in private. Decide which solution will be storyboarded and prototyped for user testing after casting another vote to determine which solution.

Create a Story Board

The storyboard will then need to be enhanced in fidelity in order to have it ready for prototype. We prefer that the designer build a high-contrast wireframe version of the selected storyboard because we need more time to overthink the design. As long as the user tester can see and comprehend the user interface, it doesn’t matter if it is “ugly” or simple.

Decide On the Best Solution To Prototype

The designer can choose to create the wireframe using Axure, Balsamiq, or another tool entirely. As long as we prioritize the UX and put function before form, any design tool, including Sketch or Adobe XD, would work.

We’ll make this wireframe into a clickable prototype on Thursday.

Thursday: Test Your Prototype With Users

With guidance from the rest of the team, the prototyping designer will start converting the wireframes into an interactive prototype. Which tool to employ relies on the one used to produce the wireframe and is entirely up to the designer.

Friday: Test

Give the task of creating a script for the client interview to at least one team member, preferably the marketer or customer support agent. This person will compile a list of inquiries for the user tester to ask as they evaluate our prototype in a Google Sheet.

Test It with Users

User testing is the process through which actual users test the usability of a website, app, product, or service by performing certain tasks under real-world conditions.

Learning from Feedback

Design sprints don’t necessarily result in a finished product, but they help verify concepts quickly and economically, offering a plethora of information relatively quickly. Choose what to do with the prototype before the sprint is over.

  • Will we make changes to the prototype and run a second sprint?
  • Will a subsequent sprint focus on a different client journey?

The ability to repeatedly develop and test ideas using the design sprint method is a big advantage of understanding how to conduct one.

Design Sprints Teach Us Important Lessons

The main goal of Design Sprints is to turn an idea into a practical solution. After a sprint, you take a prototype that end users have tested with you. This strategy shows that you have concrete arguments, feedback, and perceptions about your plan’s acceptability. There are even more takeaways to deal with.

Valuing Cooperation Above Debate

Because cooperation focuses on everyone and is the finest weapon for upholding the common welfare, it is preferable to competition as a mindset that encourages us to compete with or defeat others to attain the project’s perfection.

Stakeholder Participation

A sprint review is a built-in method of involving stakeholders in a project at least once every few weeks. Teams can discuss the functionality they have produced with those who require and desire it during the sprint review meeting.

Experimenting and Prototyping

Prototyping for experiments sounds nice. In practice, this entails creating your designs and prototypes as an experiment with testable hypotheses.

Always Testing With Users

Test, tests, test. You will be equipped with an idea to present, ensuring that the users receive a prototype that is as near as possible to the final product you intend to produce. Additionally, you’ll have a method to ascertain their response, level of curiosity, and general impressions of your prototype. Real users are used in usability tests to better understand how they utilize the product. Then, based on the comments received, you may improve the design.

Fireart Expertise

With our team, design sprints are a terrific approach to testing and evaluating concepts swiftly. But what if you all can’t be in the same space at once? What if you’re engaged in a geographically dispersed project? No problem with that! A design sprint conducted remotely with a dedicated Fireart graphic Design services team is equally efficient as one held in person. Just remember a few recommendations from our team and entrust to the experts we provide. More than a decade of agile technologies successfully applied in product design by our developers, and their superb expertise enables to guarantee great sprints, rapid prototyping and having fun while working together


Thus, a Design Sprint’s primary objective is to transform an idea into a workable solution. Design sprints can provide you with a number of advantages, such as enhanced creativity and innovation – as everyone is working in the same area to tackle a problem, they’ll inevitably be considering fresh ideas or alternative methods of resolving your issue. The effectiveness of the design process can be considerably increased by including design sprint concepts in the ideation stage. You will leave a Sprint with a prototype that has been evaluated by end users and approved for development. This approach indicates that you have really tangible evidence, comments, and insights about the viability and acceptability of your product design plan, which guarantees future product success.

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