tool-design-sprint-map-and-target

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Design Sprint Map and Target (Monday)

设计冲刺流程图与目标（周一）

Produce Monday's bundled artifact: the long-term goal that names success in 1-5 years; 3-7 sprint questions converting team fears into testable risks; a 5-15 step customer or system map from key player to outcome; expert interview notes from cameo experts run in parallel; HMW (How Might We) clusters synthesized from the team; and the Decider's chosen target moment. Monday's output becomes Tuesday's design target.

Family contract:

docs/reference/skill-families/design-sprint-skills-contract.md

. This skill is a member of

design-sprint-skills

产出周一的整合成果物：明确1-5年内成功标准的长期目标；将团队担忧转化为可测试风险的3-7个冲刺问题；从关键参与者到最终成果的5-15步用户或系统流程图；同步开展的特邀专家访谈记录；经团队整合的HMW（How Might We，我们如何）聚类；以及决策者选定的目标时刻。周一的产出将成为周二的设计目标。

家族协议：

docs/reference/skill-families/design-sprint-skills-contract.md

。该技能属于

design-sprint-skills

家族。

When to Use

使用时机

It is Day 1 of the Design Sprint and the brief is locked (via
```
tool-design-sprint-brief
```
).
The team is together (in-person, remote, or hybrid) for the full Monday workshop.
Expert interviews are scheduled for Monday afternoon (cameo role; 15-30 minutes each).
The team needs to converge from "five days of work ahead" to "this specific target moment is what we're prototyping."

处于设计冲刺的第一天，且冲刺简报已确定（通过
```
tool-design-sprint-brief
```
工具）。
团队全员（线下、远程或混合模式）参与完整的周一工作坊。
专家访谈已安排在周一下午（特邀角色；每次15-30分钟）。
团队需要从“未来五天的工作方向”聚焦到“我们要针对这个特定目标时刻制作原型”。

When NOT to Use

不适用时机

The brief is not locked. Return to
```
tool-design-sprint-brief
```
; without sprint questions, this skill has nothing to converge toward.
The challenge is so broad that "long-term goal" would be longer than 5 years. Return to problem framing.
The team is missing the Decider. The target-moment selection at the end of Monday is the Decider's call; without that call the team disperses Tuesday with no agreed direction.
The team has already pre-decided the target moment. Monday's value is in the convergence; if it's been pre-decided, Monday becomes ratification theater.

冲刺简报未确定。请返回
```
tool-design-sprint-brief
```
环节；没有冲刺问题，本环节没有聚焦的方向。
挑战范围过于宽泛，导致“长期目标”的时间跨度超过5年。请返回问题定义环节。
团队缺少决策者。周一结束时的目标时刻选择由决策者决定；没有这个决策，团队周二将没有统一方向。
团队已预先选定目标时刻。周一的价值在于达成共识；如果目标已预先确定，周一就变成了形式上的确认。

What This Skill Produces

本技能产出

A single bundled artifact with six sections:

Long-term goal: one sentence naming success in 1-5 years. Aspirational; cannot be hit in this sprint, but should be visible from the target moment.
Sprint questions: 3-7 questions converting team fears into testable risks. Phrased as "Can we... ?" or "Will... ?" or "How... ?"; NOT phrased as solutions.
Customer or system map: 5-15 step flow from key player(s) at the left to outcome (long-term goal) at the right. Includes major actors, decision points, and current alternatives.
Expert interview notes: synthesized observations from 2-4 cameo experts interviewed Monday afternoon. Surfaced as HMW candidates for the cluster board.
HMW cluster board: 30-100+ How Might We notes from the team, clustered into 4-8 themes; voted with
```
tool-note-and-vote
```
heat-map mechanic to surface top clusters.
Target moment: the single point on the map (or a tight cluster of points) the Decider picks as the prototyping target. Wednesday's storyboard begins from here.

See

references/TEMPLATE.md

for the canonical structure and

references/EXAMPLE.md

for the Brainshelf book-catalog Monday artifact.

包含六个部分的整合成果物：

长期目标：一句话明确1-5年内的成功标准。具有抱负性；无法在本次冲刺中实现，但从目标时刻应能看到达成的可能性。
冲刺问题：3-7个将团队担忧转化为可测试风险的问题。表述为“我们能否……？”“是否会……？”或“如何……？”；不能以解决方案的形式表述。
用户或系统流程图：从左侧关键参与者到右侧最终成果（长期目标）的5-15步流程。包含主要参与者、决策点和当前替代方案。
专家访谈记录：周一下午访谈的2-4位特邀专家的综合观察结果。作为HMW候选点呈现在聚类看板上。
HMW聚类看板：团队提出的30-100+条HMW笔记，聚类为4-8个主题；通过
```
tool-note-and-vote
```
工具的热力图投票机制选出核心聚类。
目标时刻：决策者选定的流程图上的单个节点（或紧密聚类的节点），作为原型制作的目标。周三的故事板将从此处开始。

规范结构请参考

references/TEMPLATE.md

，Brainshelf图书目录的周一成果物示例请参考

references/EXAMPLE.md

。

Inference Inputs

推理输入

Input	What the skill does with it
Sprint brief (from `tool-design-sprint-brief` )	Pulls the locked sprint questions as seed for refinement; pulls the challenge statement as the long-term goal seed; pulls the team roster for role assignments in note-and-vote
Existing research	Used to draft the customer or system map; researcher walks the team through key findings during the map step
Analytics	Quantitative grounding for the map's decision-point branch points and abandonment moments
Customer examples	Concrete stories used to validate the map's key player and surface map-step gaps
Expert interview transcripts (run during Monday)	Synthesized into HMW candidates by the moderator (typically PM or researcher) during the afternoon

输入内容	技能如何使用该内容
冲刺简报（来自 `tool-design-sprint-brief` ）	提取已确定的冲刺问题作为优化基础；提取挑战声明作为长期目标的基础；提取团队名单用于投票环节的角色分配
现有研究	用于起草用户或系统流程图；研究员在流程图环节向团队讲解关键发现
数据分析	为流程图的决策点分支和用户流失环节提供量化依据
用户案例	用于验证流程图中的关键参与者，发现流程步骤中的缺口
专家访谈记录（周一进行）	由主持人（通常是产品经理或研究员）在下午整理为HMW候选点

Monday Time Structure

周一时间安排

The full Monday workshop is approximately 7 hours (09:00-12:30 + 13:30-17:00). The skill's bundled artifact emerges across the day:

09:00-09:30: Welcome + brief recap + introductions (does not produce artifact content)
09:30-10:30: Long-term goal (one sentence) + draft sprint questions (3-7)
10:30-12:30: Customer or system map draft (continuous-flow whiteboard work; team builds together)
12:30-13:30: Lunch + first expert interview slot (cameo)
13:30-15:30: Remaining expert interviews (3 slots; 25 min each); team captures HMWs continuously during interviews
15:30-16:30: HMW cluster board synthesis; team adds final HMWs; Facilitator clusters; team heat-map votes via
```
tool-note-and-vote
```
16:30-17:00: Decider picks target moment; signs off; team disperses for Tuesday sketches

This skill's 105-minute timebox covers the facilitated synthesis sections (long-term goal + sprint questions + map draft + HMW clustering + target selection). Expert interviews and silent map-extension work happen in parallel and are not counted in the timebox.

完整的周一工作坊约7小时（09:00-12:30 + 13:30-17:00）。整合成果物将在当天逐步产出：

09:00-09:30：开场 + 简报回顾 + 自我介绍（不产出成果物内容）
09:30-10:30：确定长期目标（一句话）+ 起草冲刺问题（3-7个）
10:30-12:30：起草用户或系统流程图（持续的白板协作；团队共同完成）
12:30-13:30：午餐 + 第一场专家访谈（特邀）
13:30-15:30：剩余专家访谈（3场；每场25分钟）；团队在访谈期间持续记录HMW点
15:30-16:30：HMW聚类看板整合；团队补充最终HMW点；主持人进行聚类；团队通过
```
tool-note-and-vote
```
工具进行热力图投票
16:30-17:00：决策者选定目标时刻；确认签字；团队解散，准备周二的草图绘制

本技能的105分钟时间盒涵盖引导式整合环节（长期目标 + 冲刺问题 + 流程图起草 + HMW聚类 + 目标选择）。专家访谈和独立的流程图扩展工作同步进行，不计入时间盒。

Common Pitfalls

常见陷阱

Long-term goal too short. "Ship Brainshelf MVP by Q3" is a roadmap goal, not a long-term goal. The long-term goal is 1-5 years out and aspirational ("Become the default way 25+/year readers remember and recall books").
Sprint questions phrased as solutions. "Build the camera-capture flow" is a solution; "Can we get sub-3-second capture without abandonment?" is a sprint question. The team must convert fears into questions, not predetermined answers.
Map too detailed. 5-15 steps, not 50. The map is for Decider orientation, not engineering documentation. If the map balloons, the Facilitator forces compression.
Skipping HMW because "we already know the opportunities." HMW's value is divergent surfacing followed by convergent voting. Pre-deciding the opportunities skips both halves.
Decider absent at target-moment selection. The whole point of Monday is the Decider's target choice. If the Decider must leave early, target selection must happen before they leave, even if HMW clustering compresses.
Expert interviews skipped or run by the wrong person. Experts bring outside context the team can't generate internally. Skipping them produces an inward-looking Monday. Running them as group calls (instead of small cameo conversations) wastes expert time and produces less useful HMW input.

长期目标时间跨度太短。“在第三季度发布Brainshelf最小可行产品（MVP）”是路线图目标，而非长期目标。长期目标应是1-5年的抱负性目标（例如“成为25岁以上读者记忆和回顾书籍的默认方式”）。
冲刺问题以解决方案形式表述。“构建相机拍摄流程”是解决方案；“我们能否实现耗时不到3秒的拍摄且无用户流失？”是冲刺问题。团队必须将担忧转化为问题，而非预设答案。
流程图过于详细。应是5-15步，而非50步。流程图用于帮助决策者把握方向，而非作为工程文档。如果流程图过于复杂，主持人必须要求简化。
跳过HMW环节，因为“我们已经知道机会所在”。HMW的价值在于发散性挖掘机会后再收敛性投票。预先确定机会会跳过这两个关键步骤。
目标时刻选择时决策者不在场。周一的核心意义就是决策者选定目标。如果决策者必须提前离开，必须在其离开前完成目标选择，即使需要压缩HMW聚类的时间。
跳过专家访谈或由不合适的人主持。专家能带来团队内部无法生成的外部视角。跳过访谈会导致周一的成果过于内向。以小组会议形式进行访谈（而非小型特邀对话）会浪费专家时间，且产出的HMW输入价值更低。

Cross-Skill Usage

跨技能使用

Prerequisites:

tool-design-sprint-brief

. Map-and-Target consumes the locked sprint brief and refines the sprint questions during the morning. Without a brief, this skill has no convergence target.

This skill invokes

tool-note-and-vote

twice during the day: once for HMW cluster heat-map voting (anonymous dot-voting to surface top 4-8 clusters) and optionally once for target-moment supervote when the Decider wants team input before deciding. The Decider's call is final regardless of team vote distribution.

Next invocation in the sprint:

tool-design-sprint-sketch

Tuesday morning.

前置技能：

tool-design-sprint-brief

。流程图与目标环节会调用已确定的冲刺简报，并在上午优化冲刺问题。没有简报，本环节就没有聚焦的目标。

本技能当天会两次调用

tool-note-and-vote

工具：一次用于HMW聚类的热力图投票（匿名点选，选出4-8个核心聚类）；另一次可选用于目标时刻超级投票，当决策者希望在决策前参考团队意见时使用。无论团队投票结果如何，决策者的最终决定具有权威性。

冲刺中的下一个环节：周二上午的

tool-design-sprint-sketch

。

Canonical Sources

权威来源

Knapp, J., Zeratsky, J., and Kowitz, B. Sprint. Simon and Schuster, 2016. Monday chapter (Chapters 4-7).
GV Design Sprint Guide. "Sprint Week Monday." https://www.gv.com/sprint/
Character Capital. "Design Sprint Day 1." https://www.character.vc
Google Design Sprint Kit. "Monday agenda template." https://designsprintkit.withgoogle.com/

Knapp, J., Zeratsky, J., and Kowitz, B. Sprint. Simon and Schuster, 2016. 周一章节（第4-7章）。
GV设计冲刺指南。“冲刺周·周一”。https://www.gv.com/sprint/
Character Capital。“设计冲刺第一天”。https://www.character.vc
Google设计冲刺工具包。“周一议程模板”。https://designsprintkit.withgoogle.com/

Decider Checkpoint

决策者检查点

This skill ends with a Decider Checkpoint in

references/TEMPLATE.md

. The Decider's call at the end of Monday is target-moment selection: a single point (or tight cluster of points) on the customer or system map that becomes Tuesday's design target. Without that selection, Tuesday's sketches diverge with no shared direction. The Decider also confirms the long-term goal, the sprint questions, and the top HMW clusters; these become Wednesday's heat-map orientation.

本技能结束时，

references/TEMPLATE.md

中有一个决策者检查点。周一结束时决策者的核心决策是选定目标时刻：用户或系统流程图上的单个节点（或紧密聚类的节点），作为周二的设计目标。没有这个选择，周二的草图绘制会缺乏统一方向。决策者还需确认长期目标、冲刺问题和核心HMW聚类；这些内容将作为周三热力图环节的参考。