Before you start a digital product
Before estimating screens, agree what the first user must be able to finish. A product can look complete in a presentation and still leave the last step to an email or spreadsheet.
Describe the task from beginning to end
Who starts it? What information do they need? Who receives the result? For a booking service, taking a reservation is only the beginning: someone has to deliver it, handle changes and know whether the information is current.
That distinction mattered in ParkFly Geneva’s CRM. Customer bookings needed to connect to availability and mobile access for the team on the ground. The internal workflow belonged in the product scope.
Bring examples, including the difficult ones
Give the team representative records, current screens and documents. Show a normal task and one that goes wrong. An amended order or a duplicate customer often reveals more about the requirements than a list of feature names.
Keep three things separate: what the business knows, what it assumes and what the team needs to test. A prototype can clarify an interaction. A working integration can test a technical dependency. Neither proves that customers will buy.
Agree who can decide
Name the person responsible for priorities and the people who can confirm the business rules. Agree how the team will review progress, what acceptance requires and how a change affects the scope. Include access, data migration and support in the release plan.
Before committing to the build, you should be able to describe the first task, its boundaries, the dependencies and the evidence that will guide the next investment. Our discovery work turns that material into a delivery scope.
