All right, Friday of your Sprint week, and today you're going to satisfy the suspense. You've got these ideas; you've got a prototype, and today you're gonna put it in front of customers. You've been working hard all week, even though John and I are still wearing the same shirts. But we know that you've been through five days of your Sprint. And today, all that suspense, all those questions are going to be answered.
好，今天是衝刺計畫周的星期五，你要化解所有疑慮。你有了構想，有了原型，今天要呈現在顧客眼前。你這一個星期都很努力，約翰甚至連衣服都沒換。你經歷了衝刺計畫裡的五天。今天，所有疑慮、所有問題都必須獲得解答。
The way that you're gonna get those answers is by doing a series of five one-on-one interviews. So, earlier in the week, you recruited customers who match the target profile that you selected from Monday's map. If you haven't done that process before, don't worry, it's all explained in the book. But you'll bring in the customers. And you'll interview them while showing them the prototype that you built and watching for their reactions. Meanwhile, in another room, the rest of the team's
gonna be taking notes in real time as they watch the interviews. They'll be looking for things that went well and things that didn't go so well in the prototype.
你得出答案的方法是透過五次一對一的訪談。本周稍早時你要招募顧客，他們符合你從星期一的示意圖中選出的目標側寫。如果你以前沒做過這套流程，不要擔心，書中有詳盡說明。你把顧客帶進來，你訪談他們，給他們看你做出來的原型，觀察他們的反應。同時，在另一個房間，團隊其他成員一邊看訪談時一邊即時寫筆記，找到出色的部分以及原型中不太好的部分。
At the end of the last interview, you're gonna put all those notes up on the wall, and as a team, you'll look at them. You'll quietly look for patterns—so you're gonna find those successful parts of your prototypes and the parts that aren't working so well. And then you're going to look back at Monday's questions and see which ones you can answer, hopefully most or even all of them.
最後一場訪談結束時，你把所有筆記都貼在牆上，用團隊的角度去檢視，安靜地找出模式，你會知道原型裡哪些部分很成功，哪些不然。然後你回過頭去看星期一的問題，看看可以回答哪些，希望是大部分或全部。
Before you leave for the day, and before you officially wrap up the Sprint, you'll wanna talk with your team and make a plan about what to do next. Now, hopefully you took some risks in your Sprint. And if you did, then there's gonna be some things in your prototype that didn't go so well in the test, some places where customers got confused or just weren't interested. You might have a flawed success, where, overall, the prototype was great, but there's a couple of areas that you need to refine and improve. Or you might have what we call an efficient failure, which is where customers didn't react so well to the prototype that you built, but at least you know. You didn't spend weeks or months building that solution and putting it out into the world. You were able to find out, in just a few days, in your Sprint. Regardless of what happens, you'll probably wanna run a follow-up Sprint. Just keep in mind that that second Sprint is not gonna take the full five days—you don't have to start from scratch. You've already got a team assembled who understands the problem; you've already got a prototype, and all you need to do is update that prototype, find another set of five customers, and test it again.
在你結束今天的活動之前，在你正式總結衝刺計畫之前，你會想和團隊談談並做個計畫，看看之後怎麼做。現在，但願你在衝刺計畫中冒了些風險。若是如此，你的原型當中會有一些部分在測試中表現得沒那麼好。有些地方會讓顧客困惑或引不起他們興趣。你的成功可能有缺陷，整體來說原型很棒，但有些部分你還要重新琢磨與改進。或者你遭遇了我們所謂的高效率失敗，意指客戶對你打造的原型反應不太好，但至少你知道。你沒有白花幾個星期或幾個月打造解決方案並端出市面。你都在衝刺計畫短短幾天內找到答案。無論結果如何，你可能會想要進行後續追蹤的衝刺計畫。請記住，第二次的衝刺計畫不會花到五個整天，你不用從無到有。你已經集結了一支了解問題的團隊、你已經有了原型，你只需要更新原型，另找一組顧客，再次測試。
Whatever the outcome is of Friday's test, and whatever you decide to do afterward,
you're in a great position. You've got a concrete prototype; you've got some answers; you've got some immediate data, and you should have clarity about the next steps. And that's a really strong position to be in, especially for just five days of investment. So, when you wake up on Saturday morning, you should feel good about the week. And we hope that you're excited for your next Sprint, too.
無論星期五測試結果如何，無論你決定之後要做什麼，你已經取得優勢地位。你有具體的原型，你有了一些答案，你有了直接數據，你應可釐清後續步驟。這是很有優勢的立場，以短短五天的投資來說尤其如此。因此，當你星期六早晨醒來應會覺得本周收穫滿滿。我們希望你也會對下一次的衝刺計畫感到興奮無比。
