Journey mapping

(Ex Lean Agile Stockport, facilitated by Roz Shaw and Danny Jones.)

#journeymapping #leanagile #agility #kanban #visualmanagement #agile #leanagilestockport #scrum #digitalstockport

The session addressed journey mapping using a brown paper exercise. 

Brown paper was used as it enables a visual representation of the user journey. This approach encourages greater interaction at the outset and the picture superiority effect means the result is 6.5 times more likely to be recalled (and consequently used and iterated upon) than a text specification. 

To quantify the user journey, the experience was considered using 8 steps of Outcome Driven Innovation jobs to be done (JTBD).

The “job” has a lot of “requirements” — not just functional but also emotional and social, which suggests that context and circumstances are important.

Outcome expectations fall into four categories:

• Desired outcomes customers want to achieve.
• Undesired outcomes customers want to avoid.
• Desired outcomes providers want to achieve.
• Undesired outcomes providers want to avoid.

These outcomes should be solution agnostic. 

(See 8 things to use in “Jobs-To-Be-Done” framework for product development])

In order to map the user journey, each job needs to be broken down (on post-its) into a set of tasks in time order.  

This set of tasks creates a back bone for mapping the journey.

For each task, consider:

Actions

Questions

Happy Moments

Pain Points 

Opportunities

Again each of these are created on post-it notes, enabling discussion and a visual representation. Opportunities are likely to come out of questions and pain points and may be something that is automated in the product. Careful consideration should be made to avoid automating the positives as this increases the potential to remove the users’ positive emotional aspects of the job and reduces rather than increases satisfaction.

It was interesting to see how much the visual aspect encouraged discussion and allowed different viewpoints to come to the fore. (One person’s happy moment could be another’s pain point). Also by articulating themes for analysis, innovative and unexpected opportunities came out which may not have occurred by just identifying the steps.

There were discussions around how this might be applied with distributed teams which would probably necessitate further investigation of tools to support brown paper activities - https://www.collaborationsuperpowers.com/tools/, https://www.leancoffeetable.com/About (not quite a fit).

Further reading/insight - What Rory Sutherland Knows About Marketing: 13 Insights From TED, Rory Sutherland: Perspective is everything | TED Talk

References

https://en.m.wikipedia.org/wiki/Picture_superiority_effect

https://jobs-to-be-done.com/mapping-the-job-to-be-done-45336427b3bc

https://jobs-to-be-done.com/outcome-driven-innovation-odi-is-jobs-to-be-done-theory-in-practice-2944c6ebc40e

https://en.m.wikipedia.org/wiki/Outcome-Driven_Innovation

https://uxdesign.cc/8-things-to-use-in-jobs-to-be-done-framework-for-product-development-4ae7c6f3c30b

https://medium.com/@harrybr/how-to-run-an-empathy-user-journey-mapping-workshop-813f3737067