Hasso-Plattner-Institut
Hasso-Plattner-Institut
  
 

06.02.2019

Storytelling (Part 3): Overview about Design Thinking, Lean Startup and Scrum

Holger Rhinow Programm-Manager bei der HPI Academy

Holger Rhinow, program manager HPI Academy

In recent articles I described a few notable differences and similarities in Design Thinking, Lean Startup and Scrum, namely the three most prominent industry standards in the context of agile teamwork.

At the HPI we synthesised our main observations in an overview to illustrate those similarites and differences. 

Design Thinking in a nutshell

Design Thinking in a nutshell_Holger Rhinow_Storytelling Part 3
  • We work in small teams that learn, discuss and explore together
  • We focus on aspects of desirability, knowing that aspects of viability and feasibility need to be explored later on, as well.
  • We iterate between making observations (lower left corner) to interpreting these observations (upper left corner) to deriving to new ideas (upper right corner) to manifesting these ideas into prototypes (lower right corner) which help us to make a) new observations (cycle) or derive to a need-solution-fit (exit).

Lean Startup in a nutshell

Lean Startup in a nutshell_Holger Rhinow_Storytelling Part 3
  • In Lean Startup we ususally have an idea of what we are trying to solve but we need to convince investors or other stakeholders to buy-in.
  • We explore a promising business model around the idea and test critical hypotheses, usually with digital prototypes so that we can scale our testing.
  • In best case, our business model proves to be valid and we can thereby convince investors to fund our idea and start building a product based on a valid product vision.

Scrum in a nutshell

Scrum in a nutshell_Holger Rhinow_Storytelling Part 3
  • Scrum teams focus more on aspects of feasibilty and execution, instead of openly explore new needs and business models. They rely on a strong idea of what the solution should become - brought in by a Product Owner.
  • In Scrum, agile teams self-organize themselves based on a clear product vision and prioritized tasks, written down in a Product Backlog
  • We work in short sprints, test regularly individual features and hold reviews as a team, supported by a so-called Scrum Master.

As the illustrations indicate, all agile approaches allow for learning iterations and adaptations based on intermediate results. I strongly believe that not all business projects and initiatives acutally need an agile framework to work in. In another article I want to highlight how we support companies in selecting those strategic opportunities that are rather suitable to be approached in an agile manner.

The illustrations have been developed for a workshop on Design Thinking, Lean Startup, and Agile Development by the HPI Academy, in Potsdam.

 

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