Design Thinking Agile Sprints

At Revelry, our weekly sprint commitments are flexible enough to weave design thinking exercises into agile software delivery.

Our product teams and stakeholders identify opportunities for improvement, while still performing necessary builds.

Here’s how we do it.

Design Thinking in Lean Agile Sprints

To uncover and validate solutions before investing time and risk when building, we conduct UX and Design Thinking exercises throughout our weekly Lean-Agile Sprints.

This process creates the ability to challenge assumptions within an existing product creation process.

Step-by-Step: Revelry's Design Thinking Process

Fueling Transformation

Design thinking is an active, empathetic, and relentless focus on optimizing the user and customer experience that solves complex problems and guides business decisions.


Every task is a story:

  • How is this piece of the problem solved?
  • Who uses it?
  • What is the result? 

Our producer drafts stories that describe the desired outcome, so that our engineers can create solutions that meet the need.

Then, the product stakeholder – our innovation partner – reviews and approves each drafted story, after agreeing that it correctly describes the desired outcome.

Testing and Shipping

During each sprint week, we either perform UX research or we debrief the UX research that has been done in a prior week.

We implement a purity to our UX research process. We perform careful observations to document interaction and challenges. 

During a debrief after UX research, we focus our efforts on prioritizing problems, challenges, and opportunities. 

And at the same time, our implementation team deploys the processes and connections that this product build requires.


Prioritization happens throughout the Lean Agile Sprint process and the Design Thinking exercises.

To rank stories that are part of the product build, we work together with the stakeholders to rank value and usage. Using our own internal digital toolset, we can force decisions and identify actions quickly.

To surface the most important problems to address in our Design Thinking process, we involve the whole project team, using heat maps and voting.


Stories can represent complex problems that need solving. Our engineers and the product team review approved stories before work begins.

We utilize an automated bot that helps team members score the stories based on complexity. These scores inform our sprint commitment each week. 

This way, everyone knows what’s being built. And everyone knows when a feature is being delivered.


Learning is iterative. Observations of product performance is a crucial and constant part of the process.

Together with the stakeholder, we identify areas of needed improvements with existing software.

We debrief our observational notes and surface several open-ended questions to explore solutions.


Armed with our UX debrief, we create a series of questions to address challenges. We call these “How Might We” statements.

We surface the most viable “How Might We” statements and sketch out best solutions.

To validate solutions, we test real users by giving them specific tasks to complete within a prototyped UI.

Learning Every Sprint

Design Thinking exercises help us uncover and validate solutions before investing time and risk when building.

User testing results become next actions for the usable software we’ll deliver in future sprints.