Short timeline with limited availability of the team The team had never run a sprint before so we needed to get buy-in from everyone who would be involved to dedicate a week of their time to the project. We saw the constraints as opportunities to try new strategies and methodologies. The team began to realize the importance of narrowing the scope to solve the immediate problems: the errors and inconsistencies within the blog. Many factors aside from the blog can effect those metrics. These metrics would be difficult to track as a direct correlation to a blog redesign. Many macro and micro goals were discussed including an increase in course applications, an increase in story contributions to the alumni magazine, and an increase in donations. The focus of the blog project had to be narrow to resolve problems quickly. In addition, the main website was undergoing a design refresh that would allow users to have more direct access to the blog. Since the blog serves as a direct channel of advertisement for NOLS, the problems with the blog were pertinent. The issues with the blog were brought to the attention of the team by customer service representatives and direct complaints from new and returning customers. In Jake’s words, the problem was “high-stakes,” there was “not enough time,” and we were “just plain stuck.” We gave ourselves 4 weeks to redesign the blog and pass off designs to development. The blog issues were pushed to the bottom of the project list as a direct result of the team’s limited capacity for additional projects.ĭue to the team’s limited capacity, myself and the creative director decided it was time for our team to experiment with Jake Knapp’s sprint process. The team was aware of the underlying technical, visual, and usability issues with the NOLS blog.
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