Name the moment
Describe the trigger, setting and consequence before deciding what screen should exist.
How we think
Move from a good intention to a product decision a team can examine.
Jovemuraki treats planning as a way to make choices visible. The goal is not a perfect prediction; it is a useful, revisable picture of the task ahead.
Principle one
Start in a real situation.
An audience label cannot explain what a person is trying to do when their attention is limited, their information is incomplete, or their environment is noisy. A shared situation can.
Collect examples of the current path, including the workaround. This is a practical way to surface the invisible steps, misplaced expectations and language that a mobile product might need to respect.
Map the loop
Show the beginning, action and outcome so the first release has a coherent product shape.
Learn deliberately
Use a prototype to challenge one assumption at a time and carry the observation back into the plan.
A planning rhythm
Observe, express, test, revise.
This rhythm encourages teams to keep the product close to the problem it intends to solve. Each pass should result in a clearer decision or a better question—not simply a larger set of screens.
Observation protects the team from mistaking an assumption for a fact.- Expression gives the group something specific to respond to.
- Testing makes room for a person’s interpretation of the proposed flow.
The planning artefact
Choose the lightest artefact that helps the decision.
A short written scenario may be enough to align an early conversation. A sketch can expose a flow. A clickable prototype can show whether the wording and sequence make sense. The fidelity should serve the question, not create a performance of certainty.
Read the field guidesQuestions a good artefact can hold
Meaning
What does the person think is happening?
Choice
What does the product invite them to decide?
Evidence
What will help the group change its mind?