How is the organization structured, what rules apply and how do these relate to the website to be developed and its associated functions?
Switching questions with people within the organization to provide the right input for the product to be developed
Are the vision and corporate identity being implemented correctly?
Furthermore, the following stakeholders were present on behalf of the client:
Head of Marketing & Communications
Data analyst
Content Coordinator
They all provided important input during the sessions based on their own expertise.
Facilitator
We played the facilitating role (sprint master) where we were responsible for managing the sprint and realizing the right output. As the facilitating party we:
The right people involved: UX designer, developer, hospital email lists graphic designer, the client and her clients
The workspace booked
The supplies such as post-its, markers, etc. arranged
Agenda drawn up and expectations and output per day summarized and communicated
The sprint process coordinated
By arranging the above properly, the participants could focus on the goal of the sprint.
Also read: What is a good (and bad) problem for a design sprint?
2. Limit the design sprint team to a maximum of seven members
An important learning for us is that you have to keep the team manageable (preferably no more than seven participants) and be critical of participants. In our case, the represented roles were meaningful, but some roles were also represented twice. In retrospect, this gave us a relatively large team (nine people), which made it more difficult to lead the sessions properly. Everyone wants to provide relevant input and you want everyone to have their say. As a result, we ran out of time during the sprint and came to the conclusion that we needed more time to achieve the end goal: testing the prototype. That is why we did this afterwards.