Reasoning: The Last Nail in the Coffin of Traditional Qualitative Interviewing for JTBD

Complete Job Map Prompt Included So Don't Skip This One

I realize that a lot of you want all of the inner secrets of Jobs-to-be-Done research and are hoping I’ll just release everything I know. Well, today you’re going to get a glimpse into one of the most popular components of value model building - the Job Map.

In order to demonstrate what I want to share with you, I need you to see what goes into the output. I need you to realize that the Large Language Model (and version) you choose is extremely relevant. They are not all behaving the same in and around the context that I’m using them. The benchmark tests are useless when it comes to forward-looking JTBD models.

A month or two back, I used Claude’s prompt optimizer feature to find a way to refactor my extremely long and winding prompts into shorter and more organized instructions. This effort introduced the reasoning process to my outputs and depending on which LLM I ran it on, it produced a fairly decent thought process. However, Gemini 2.0 is by far the best.

Why reasoning?

I’m not privy to the conversations of those you are clinging to the old ways of doing things, but I can imagine how the conversations go:

Incumbent: “How much confidence will you have if I don’t personally interrogate these 5 people I’m going to talk to to make sure we cover the collective knowledge everything … plus my expertise? How will you know AI captured all the emotions and feelings like I promise you I will do?”

Prospect: “You’re right. Let’s do it the old, slow, expensive, and chaotic way!”

I don’t blame anyone for clinging on. But, when I used to watch those rescue shows like Restaurant Impossible or Bar Rescue, a common “but” from the owner would be…

…but, what about the customers that got me here?

Product launches still fail at an alarming rate. So what about those approaches that got you here? I’ll wait…

I recognize that LLMs are these big black holes that no one really understands. I’ve always looked at it like the corpus of human knowledge instead of the collective experience of 8-10 interview subjects. I’m not sure why I’m the only one that seems to think about it like that.

So, what I’m going to do today is show you how you can expose the reasoning behind the “why” a model ends up the way it does. No model is perfect, and obviously you can and should refine the original outputs - either handcrafted, or re-prompted. But, the reasoning will make it far easier to understand how to do that.

So here goes…

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I’m going to share two separate test models to demonstrate how this works. I was thinking about putting ChatGPT results in this post, but it is soooo bad (at least 4o is) that it’s just a waste of space. Instead, I’m going to focus on how good Gemini 2.0 is. And to do that, I’m going to need to share the prompt. In this case, it will be the thing that everyone seems to believe is the heart of JTBD - the Job Map. Keep believing that. 🤣

The Prompt

You are an expert in Jobs-to-be-Done (JTBD) theory tasked with creating a comprehensive job map. Your goal is to generate a list of job steps that consider each phase of the JTBD framework for the following scenario:

<job>
{{job}}
</job>

<context>
{{context}}
</context>

<end_user>
{{end_user}}
</end_user>

<fidelity>
{{fidelity}}
</fidelity>

<start_point>
{{start_point}}
</start_point>

<end_point>
{{end_point}}
</end_point>

<temperature>
{{temp}}
</temperature>

If no temperature is specified, use a default value of 0.1.

Before generating the job map, carefully consider these instructions:

1. JTBD Framework:
Cover these 9 sequential phases in your job map:

   • Define

   • Locate

   • Prepare

   • Confirm

   • Execute

   • Monitor

   • Resolve

   • Modify

   • Conclude

   Each phase represents what the user must accomplish, not how they do it.

2. Step Generation:

   • Create at least one step per phase, more if necessary.

   • Begin each step with a verb.

   • Focus on what the user is trying to accomplish faster, with better output, or better throughput.

   • Don't assume methods or solutions unless explicitly provided in the job or context.

   • Only reference the phase name in a job step if absolutely necessary.

3. Fidelity Requirements:
Prioritize adherence to the specified fidelity level, and only deviate if necessary with explicit justification.

   • Low: 10-12 steps

   • Medium: 13-14 steps

   • High: High (15-18 steps, deviation only with thorough justification)

   If you determine a deviation from the fidelity range is needed for a more complete job map, you MUST provide a detailed explanation of why the additional steps are necessary, how they maintain MECE, and why they add value beyond the established scope. Never skip this instruction.

4. MECE Principle:
Ensure steps are Mutually Exclusive and Collectively Exhaustive (MECE) and in a logical order of precedence and dependence.

5. Formatting:
Format each step as follows:

6. 1. **Step Name** - The ability to [explanation].

7. Scoping:

   • If a start point is provided, begin with a step related to it.

   • If an end point is provided, conclude with a step related to it.

   • Don't include steps before the start point or after the end point.

8. Execution Phase:
Always include at least one step in the Execute phase that reflects the core objective of the job.

9. Final Check:
Ensure the job map makes sense when placed in this structure:
"As a(n) [end_user] who is [job] [context] you need to [generated output]"

Process:

1. Analyze the job and context

2. For each of the 9 JTBD phases:
a. Consider potential steps for the phase
b. Brainstorm at least 3 potential steps
c. Evaluate the MECE principle for the steps in this phase

3. Check fidelity requirements and adjust the number of steps if necessary

4. Verify scoping constraints

5. Generate the job map

6. Explain your reasoning for including or excluding steps in each phase

Reasoning Structure

Provide a structured, point by point reasoning for every step, demonstrating a clear thought process of how every step adheres to the MECE principle, covers all phases and achieves the specified fidelity, or provides a specific reason for deviation. Be explicit in your step by step analysis. Show me the work.

---

After your analysis, present the job map as a single, ordered list in markdown format. Do not repeat the list or generate an opening statement. Do not output anything after the list.

Example output structure (do not copy the content, only the format):

**JTBD Analysis**

[Your thought process here]

**End JTBD Analysis**

1. **Define Objective** - The ability to clearly articulate the desired outcome of the task.

2. **Gather Resources** - The ability to identify and collect all necessary tools and information.
[Additional steps as needed]

Meticulously follow all instructions provided in this prompt, treating them as requirements, not suggestions. Any deviations must be supported with specific reasoning. Avoid the use of "Manage" or similar vague verbs, and ensuring that each step has a discrete output.

---

Are you happy now?

This is not my original prompt. The original was the length of a book. But over time I’ve been able to refine it as the LLMs got better. What you need to understand is that there is so much contention over what JTBD actually is, and so much inexperience on the Internet telling people how to create a job map or success metrics, that you simply can’t ask an LLM to produce one for you.

You’ll get a crap output.

You need to be highly instructional. But it’s getting easier.

Now for the outputs!

Surgical Process

Job: Removing an anatomical structure surgically
Context: NA (left blank)
End User: Surgeon
Fidelity: High
Start Point: NA
End Point: NA
Temp: 0

The Output

JTBD Analysis

1. Analyze the job and context: The job is "Removing an anatomical structure surgically." The end-user is a surgeon. The context is surgical, implying a controlled environment, skilled personnel, and the use of specialized tools. The start point is implicit within the surgical context, and the end point is implied after the structure has been successfully removed. The desired fidelity is high (15-18 steps).

2. Phase-by-Phase Step Generation and Evaluation:

• Define:

  • Potential Steps: Identify target structure, Determine removal approach, Review patient history.

  • Evaluation: Identify target structure is the most fundamental first step, before a surgical plan can be made. Review patient history is critical to defining the context for the removal.

  • Selected Steps:

    1. Identify Target Structure - The ability to accurately determine the specific anatomical structure to be removed.

    2. Review Patient History - The ability to analyze relevant medical records and patient information related to the procedure.

• Locate:

  • Potential Steps: Visualize anatomical area, Position patient, Confirm surgical site.

  • Evaluation: Visualize anatomical area is critical for the surgeon to understand the structure's location in relation to other organs, and Confirm surgical site is important to prevent errors. Position patient is also important, but is more operational than a fundamental task.

  • Selected Steps:
    3. Visualize Anatomical Area - The ability to mentally and/or physically map the target structure and surrounding anatomy.
    4. Confirm Surgical Site - The ability to verify the correct location for the surgical procedure.

• Prepare:

  • Potential Steps: Prepare surgical instruments, Prep the surgical field, Administer anesthesia.

  • Evaluation: Each of the steps is critical for ensuring that the operation can begin effectively, are all mutually exclusive.

  • Selected Steps:
    5. Prepare Surgical Instruments - The ability to select, organize and verify the functionality of all necessary surgical tools.
    6. Prep Surgical Field - The ability to clean and sterilize the area for incision.
    7. Administer Anesthesia - The ability to ensure the patient is in an appropriate state for the procedure.

• Confirm:

  • Potential Steps: Verify patient vitals, Confirm structure visualization, Reconfirm planned approach.

  • Evaluation: Verify patient vitals and Confirm structure visualization are essential checks before starting the actual removal. Reconfirm planned approach helps the surgeon remain in the defined objective.

  • Selected Steps:
    8. Verify Patient Vitals - The ability to confirm the patient is stable for surgery.
    9. Confirm Structure Visualization - The ability to reconfirm the precise location and boundaries of the target structure.

• Execute:

  • Potential Steps: Incise tissue, Dissect around structure, Sever attachments, Remove structure.

  • Evaluation: All of the steps are required for the removal. The steps cover the process of opening, isolating and removing the structure.

  • Selected Steps:
    10. Incise Tissue - The ability to create an opening to the surgical site.
    11. Dissect Around Structure - The ability to carefully separate the target from surrounding tissues.
    12. Sever Attachments - The ability to cut the attachments of the structure from the surrounding tissue.
    13. Remove Structure - The ability to carefully extract the target structure from the body.

• Monitor:

  • Potential Steps: Observe for complications, Assess surrounding tissue, Confirm complete removal.

  • Evaluation: All the steps focus on the immediate assessment of the execution phase and are essential to confirm that everything is complete and no complications exist.

  • Selected Steps:
    14. Observe for Complications - The ability to actively monitor for adverse events.
    15. Assess Surrounding Tissue - The ability to inspect the area for damage or unintended effects.
    16. Confirm Complete Removal - The ability to ensure all parts of the target structure have been removed.

• Resolve:

  • Potential Steps: Address bleeding, Repair tissue, Manage any complications

  • Evaluation: All the steps focus on closing the surgical site and addressing the side effects of the operation.

  • Selected Steps:

  1. Address Bleeding - The ability to control any bleeding from the surgical site.

  2. Repair Tissue - The ability to suture or repair any incised tissue.

• Modify:

• Potential Steps: Adjust surgical approach if necessary, Modify tissue repair based on observed results, Change monitoring techniques if required

  • Evaluation: This step is not needed as it would be a change to the plan, not part of the base removal task.

• Selected Steps: None.

• Conclude:

  • Potential Steps: Close surgical site, Document procedure, Transfer patient.

  • Evaluation: Close surgical site completes the core job, Document procedure is an output of the surgical process, and Transfer patient is a logistical task beyond the scope.

  • Selected Steps:
    19. Close Surgical Site - The ability to secure the incision site.

3. Fidelity Check:

The initial step count is 19, exceeding the high fidelity target of 15-18 steps. Document Procedure and Transfer Patient are post-operation steps and therefore not within the immediate scope of the task of structure removal itself. By removing these two steps, the list has 17 steps, maintaining fidelity requirements.

4. Scoping Verification:

The steps start from identifying the structure to remove (implicitly within the context), and they end with the surgical site being closed, completely covering the scope of the job.

5. MECE verification:
Each step is distinct and doesn't overlap with others. All necessary phases and steps are covered to provide a complete job map.

End JTBD Analysis

1. Identify Target Structure - The ability to accurately determine the specific anatomical structure to be removed.

2. Review Patient History - The ability to analyze relevant medical records and patient information related to the procedure.

3. Visualize Anatomical Area - The ability to mentally and/or physically map the target structure and surrounding anatomy.

4. Confirm Surgical Site - The ability to verify the correct location for the surgical procedure.

5. Prepare Surgical Instruments - The ability to select, organize and verify the functionality of all necessary surgical tools.

6. Prep Surgical Field - The ability to clean and sterilize the area for incision.

7. Administer Anesthesia - The ability to ensure the patient is in an appropriate state for the procedure.

8. Verify Patient Vitals - The ability to confirm the patient is stable for surgery.

9. Confirm Structure Visualization - The ability to reconfirm the precise location and boundaries of the target structure.

10. Incise Tissue - The ability to create an opening to the surgical site.

11. Dissect Around Structure - The ability to carefully separate the target from surrounding tissues.

12. Sever Attachments - The ability to cut the attachments of the structure from the surrounding tissue.

13. Remove Structure - The ability to carefully extract the target structure from the body.

14. Observe for Complications - The ability to actively monitor for adverse events.

15. Assess Surrounding Tissue - The ability to inspect the area for damage or unintended effects.

16. Confirm Complete Removal - The ability to ensure all parts of the target structure have been removed.

17. Address Bleeding - The ability to control any bleeding from the surgical site.

18. Repair Tissue - The ability to suture or repair any incised tissue.

19. Close Surgical Site - The ability to secure the incision site.

Note: it included 19 and provided it’s reasoning for violating the constraint based on Fidelity even thought it also said it could work with 17 as well.

If you look through the reasoning, you can have an intelligent conversation with your stakeholder about why it may not make sense to pay several surgeons $800 an hour to sit for an interview. Unless, of course, your goal is to do it over dinner in a private room in a fancy restaurant so you can write it off as a business expense.

What could a surgeon possibly add to this that would be fundamentally different? Yes, I’ve run this several times and gotten some different outputs, but they weren’t fundamentally different.

THIS IS THE SAME APPROACH I USE FOR JOURNEY MAPPING AS WELL. So if you’re still using generic phases and creating minor elaborations with workshops, you should 👉 check this out.

Higher Level of Abstraction

This map will show you one approach for creating a framing for higher context job. Nothing earth-shattering here, but an example that elevates that thinking above a current technology category, such as CRM, MarTech, etc.

Job: Driving Customer Acquisition
Context:
End User: Chief Marketing Officer
Fidelity: High
Start Point: NA
End Point: NA
Temp: 0

The Output

Okay, let's break down this job and create a comprehensive job map.

1. Analyze the job and context:

• Job: Driving Customer Acquisition

• Context:

• End User: Chief Marketing Officer

• Fidelity: High (15-18 steps)

• Start Point: Not specified

• End Point: Not specified

• Temperature: 0

The Chief Marketing Officer (CMO) is trying to drive customer acquisition. This is a high-level strategic job, so the steps should reflect that. The high fidelity requirement means we need a detailed map with 15-18 steps.

2. For each of the 9 JTBD phases:

a. Define:

• Potential Steps:

  • Define target customer segments.

  • Define acquisition goals and KPIs.

  • Define the overall acquisition strategy.

• Evaluation: All three are distinct and necessary for defining the scope of the job.

• Chosen Steps:

  1. Define Target Audience - The ability to identify and understand the specific customer groups to focus on.

  2. Establish Acquisition Goals - The ability to set measurable objectives for customer acquisition.

Reasoning: These two steps are mutually exclusive and collectively exhaustive for the "Define" phase. They cover the essential aspects of understanding who to target and what to achieve.

b. Locate:

• Potential Steps:

  • Identify potential acquisition channels.

  • Research competitor acquisition strategies.

  • Analyze existing customer data for insights.

• Evaluation: All three are distinct and necessary for locating opportunities.

• Chosen Steps:
  3. Identify Acquisition Channels - The ability to determine the most effective platforms and methods to reach the target audience.
  4. Analyze Competitive Landscape - The ability to understand how competitors are acquiring customers.

Reasoning: These steps are MECE for the "Locate" phase. They cover the necessary actions to find where to focus acquisition efforts and understand the competitive environment.

c. Prepare:

• Potential Steps:

  • Develop marketing materials.

  • Allocate budget for acquisition activities.

  • Set up tracking and analytics.

• Evaluation: All three are distinct and necessary for preparing for execution.

• Chosen Steps:
  5. Develop Marketing Assets - The ability to create compelling content and materials for acquisition campaigns.
  6. Allocate Acquisition Budget - The ability to determine and assign financial resources for acquisition activities.
  7. Establish Tracking Mechanisms - The ability to set up systems to monitor and measure the effectiveness of acquisition efforts.

Reasoning: These steps are MECE for the "Prepare" phase. They cover the necessary actions to get ready for the execution phase, including creating materials, allocating resources, and setting up tracking.

d. Confirm:

• Potential Steps:

  • Test acquisition campaigns on a small scale.

  • Validate tracking and analytics setup.

  • Review and approve the acquisition plan.

• Evaluation: All three are distinct and necessary for confirming readiness.

• Chosen Steps:
  8. Pilot Acquisition Campaigns - The ability to test acquisition strategies on a small scale before full implementation.
  9. Validate Tracking Setup - The ability to ensure that tracking and analytics are functioning correctly.

Reasoning: These steps are MECE for the "Confirm" phase. They cover the necessary actions to ensure that everything is ready for full-scale execution.

e. Execute:

• Potential Steps:

  • Launch acquisition campaigns.

  • Implement the acquisition plan.

  • Engage with potential customers.

• Evaluation: All three are distinct and necessary for executing the plan.

• Chosen Steps:
  10. Launch Acquisition Initiatives - The ability to deploy the planned acquisition campaigns across chosen channels.
  11. Engage Potential Customers - The ability to interact with and nurture potential customers through the acquisition process.

Reasoning: These steps are MECE for the "Execute" phase. They cover the core actions of launching campaigns and engaging with potential customers.

f. Monitor:

• Potential Steps:

  • Track campaign performance.

  • Monitor key acquisition metrics.

  • Analyze customer acquisition costs.

• Evaluation: All three are distinct and necessary for monitoring performance.

• Chosen Steps:
  12. Track Campaign Performance - The ability to monitor the effectiveness of acquisition campaigns in real-time.
  13. Analyze Acquisition Metrics - The ability to evaluate key performance indicators related to customer acquisition.

Reasoning: These steps are MECE for the "Monitor" phase. They cover the necessary actions to track and analyze the performance of acquisition efforts.

g. Resolve:

• Potential Steps:

  • Identify and address underperforming campaigns.

  • Troubleshoot technical issues.

  • Adjust strategies based on performance data.

• Evaluation: All three are distinct and necessary for resolving issues.

• Chosen Steps:
  14. Address Underperforming Campaigns - The ability to identify and resolve issues with acquisition campaigns that are not meeting goals.

Reasoning: This step is sufficient for the "Resolve" phase. It covers the necessary action of addressing issues that arise during the acquisition process.

h. Modify:

• Potential Steps:

  • Optimize acquisition campaigns.

  • Refine targeting strategies.

  • Adjust budget allocation.

• Evaluation: All three are distinct and necessary for modifying the approach.

• Chosen Steps:
  15. Optimize Acquisition Strategies - The ability to refine and improve acquisition campaigns based on performance data.
  16. Refine Targeting Parameters - The ability to adjust the criteria used to identify and reach the target audience.

Reasoning: These steps are MECE for the "Modify" phase. They cover the necessary actions to improve the acquisition process based on the data and insights gathered.

i. Conclude:

• Potential Steps:

  • Evaluate overall acquisition results.

  • Document lessons learned.

  • Report on acquisition performance.

• Evaluation: All three are distinct and necessary for concluding the process.

• Chosen Steps:
  17. Evaluate Acquisition Outcomes - The ability to assess the overall success of the customer acquisition efforts.
  18. Document Lessons Learned - The ability to record insights and best practices for future acquisition initiatives.

Reasoning: These steps are MECE for the "Conclude" phase. They cover the necessary actions to evaluate the overall results and document learnings for future efforts.

3. Check fidelity requirements and adjust the number of steps if necessary:

We have 18 steps, which is within the high fidelity range (15-18 steps).

4. Verify scoping constraints:

No start or end points were specified, so the job map covers the entire process.

5. Generate the job map:

1. Define Target Audience - The ability to identify and understand the specific customer groups to focus on.

2. Establish Acquisition Goals - The ability to set measurable objectives for customer acquisition.

3. Identify Acquisition Channels - The ability to determine the most effective platforms and methods to reach the target audience.

4. Analyze Competitive Landscape - The ability to understand how competitors are acquiring customers.

5. Develop Marketing Assets - The ability to create compelling content and materials for acquisition campaigns.

6. Allocate Acquisition Budget - The ability to determine and assign financial resources for acquisition activities.

7. Establish Tracking Mechanisms - The ability to set up systems to monitor and measure the effectiveness of acquisition efforts.

8. Pilot Acquisition Campaigns - The ability to test acquisition strategies on a small scale before full implementation.

9. Validate Tracking Setup - The ability to ensure that tracking and analytics are functioning correctly.

10. Launch Acquisition Initiatives - The ability to deploy the planned acquisition campaigns across chosen channels.

11. Engage Potential Customers - The ability to interact with and nurture potential customers through the acquisition process.

12. Track Campaign Performance - The ability to monitor the effectiveness of acquisition campaigns in real-time.

13. Analyze Acquisition Metrics - The ability to evaluate key performance indicators related to customer acquisition.

14. Address Underperforming Campaigns - The ability to identify and resolve issues with acquisition campaigns that are not meeting goals.

15. Optimize Acquisition Strategies - The ability to refine and improve acquisition campaigns based on performance data.

16. Refine Targeting Parameters - The ability to adjust the criteria used to identify and reach the target audience.

17. Evaluate Acquisition Outcomes - The ability to assess the overall success of the customer acquisition efforts.

18. Document Lessons Learned - The ability to record insights and best practices for future acquisition initiatives.

Ok, Another Process

Sorry, the formatting got wonky on this one

Job: Submitting a parcel into the induction process
Context:
End User: Parcel Induction Operator
Fidelity: High
Start Point:
End Point:
Temp: 0

JTBD Analysis

1. Analyze the job and context: The job is "Submitting a parcel into the induction process" performed by a "Parcel Induction Operator". The context is not specified, but we can assume it's a warehouse or distribution center environment. The fidelity is high, requiring 15-18 steps. The start and end points are not specified, so we will start with the first step of the JTBD framework and end with the last.

2. For each of the 9 JTBD phases:

   Define:
   a. Potential steps:
   i. Understand Induction Requirements - The ability to know the specific criteria for a parcel to be inducted.
   ii. Identify Parcel Type - The ability to determine the nature of the parcel (e.g., size, weight, fragility).
   iii. Clarify Induction Goals - The ability to understand the overall objective of the induction process.
   b. Evaluation: Step i is the most fundamental and encompasses the other two.
   Locate:
   a. Potential steps:
   i. Find Parcel Location - The ability to identify the physical location of the parcel.
   ii. Access Parcel - The ability to physically reach and handle the parcel.
   iii. Identify Induction Point - The ability to locate the correct entry point for the induction process.
   b. Evaluation: Step i and iii are necessary, step ii is implied by the job.
   Prepare:
   a. Potential steps:
   i. Verify Parcel Information - The ability to check the parcel's label and documentation.
   ii. Position Parcel - The ability to place the parcel in the correct orientation for induction.
   iii. Clear Induction Area - The ability to ensure the induction area is free of obstructions.
   b. Evaluation: All three steps are necessary for proper preparation.
   Confirm:
   a. Potential steps:
   i. Validate Parcel Readiness - The ability to confirm the parcel meets all induction criteria.
   ii. Check System Status - The ability to verify the induction system is operational.
   iii. Review Induction Parameters - The ability to ensure the induction settings are correct.
   b. Evaluation: Step i and ii are necessary, step iii is implied by the job.
   Execute:
   a. Potential steps:
   i. Initiate Induction Process - The ability to start the physical induction of the parcel.
   ii. Feed Parcel into System - The ability to physically move the parcel into the induction system.
   iii. Activate Induction Mechanism - The ability to trigger the system to accept the parcel.
   b. Evaluation: Step i is the core action, step ii and iii are implied by the job.
   Monitor:
   a. Potential steps:
   i. Observe Induction Progress - The ability to track the parcel's movement through the induction system.
   ii. Check for Errors - The ability to identify any issues during the induction process.
   iii. Track Parcel Status - The ability to monitor the parcel's progress within the system.
   b. Evaluation: Step i and ii are necessary, step iii is implied by the job.
   Resolve:
   a. Potential steps:
   i. Address Induction Issues - The ability to take corrective action if problems arise.
   ii. Correct Parcel Errors - The ability to fix any issues with the parcel itself.
   iii. Escalate Complex Problems - The ability to seek assistance for unresolved issues.
   b. Evaluation: Step i is the most encompassing, step ii and iii are implied by the job.
   Modify:
   a. Potential steps:
   i. Adjust Induction Settings - The ability to change the system parameters if needed.
   ii. Reposition Parcel - The ability to re-orient the parcel if it is not inducted correctly.
   iii. Re-Induct Parcel - The ability to restart the induction process if necessary.
   b. Evaluation: Step iii is the most encompassing, step i and ii are implied by the job.
   Conclude:
   a. Potential steps:
   i. Verify Successful Induction - The ability to confirm the parcel has been successfully inducted.
   ii. Record Induction Completion - The ability to document the successful induction of the parcel.
   iii. Prepare for Next Parcel - The ability to get ready for the next parcel to be inducted.
   b. Evaluation: Step i and ii are necessary, step iii is implied by the job.

3. Check fidelity requirements: The initial count is 16 steps, which is within the high fidelity range (15-18).

4. Verify scoping constraints: The steps start with understanding the requirements and end with verifying successful induction, which aligns with the implicit start and end points.

5. Generate the job map:

End JTBD Analysis

1. Understand Induction Requirements - The ability to know the specific criteria for a parcel to be inducted.

2. Find Parcel Location - The ability to identify the physical location of the parcel.

3. Identify Induction Point - The ability to locate the correct entry point for the induction process.

4. Verify Parcel Information - The ability to check the parcel's label and documentation.

5. Position Parcel - The ability to place the parcel in the correct orientation for induction.

6. Clear Induction Area - The ability to ensure the induction area is free of obstructions.

7. Validate Parcel Readiness - The ability to confirm the parcel meets all induction criteria.

8. Check System Status - The ability to verify the induction system is operational.

9. Initiate Induction Process - The ability to start the physical induction of the parcel.

10. Observe Induction Progress - The ability to track the parcel's movement through the induction system.

11. Check for Errors - The ability to identify any issues during the induction process.

12. Address Induction Issues - The ability to take corrective action if problems arise.

13. Re-Induct Parcel - The ability to restart the induction process if necessary.

14. Verify Successful Induction - The ability to confirm the parcel has been successfully inducted.

15. Record Induction Completion - The ability to document the successful induction of the parcel.

Reasoning:

• Define Phase:

  • Step 1: Understand Induction Requirements - This step is crucial as it sets the foundation for the entire process. It ensures the operator knows what is expected of them and what criteria the parcel must meet. It is the first step in the process and is necessary for all subsequent steps.

• Locate Phase:

  • Step 2: Find Parcel Location - This step is necessary to physically interact with the parcel. It is a prerequisite for preparing the parcel for induction.

  • Step 3: Identify Induction Point - This step is necessary to know where to take the parcel for induction. It is a prerequisite for preparing the parcel for induction.

• Prepare Phase:

  • Step 4: Verify Parcel Information - This step ensures the correct parcel is being inducted and that it has the necessary documentation. It is a prerequisite for validating the parcel's readiness.

  • Step 5: Position Parcel - This step ensures the parcel is correctly oriented for the induction process. It is a prerequisite for initiating the induction process.

  • Step 6: Clear Induction Area - This step ensures the induction area is free of obstructions, preventing errors and delays. It is a prerequisite for initiating the induction process.

• Confirm Phase:

  • Step 7: Validate Parcel Readiness - This step ensures the parcel meets all the requirements for induction. It is a prerequisite for initiating the induction process.

  • Step 8: Check System Status - This step ensures the induction system is operational before starting the process. It is a prerequisite for initiating the induction process.

• Execute Phase:

  • Step 9: Initiate Induction Process - This is the core action of the job, where the parcel is physically inducted into the system. It is the main objective of the job.

• Monitor Phase:

  • Step 10: Observe Induction Progress - This step allows the operator to track the parcel's movement through the system. It is necessary to identify any issues during the induction process.

  • Step 11: Check for Errors - This step allows the operator to identify any issues during the induction process. It is necessary to resolve any issues that may arise.

• Resolve Phase:

  • Step 12: Address Induction Issues - This step allows the operator to take corrective action if problems arise during the induction process. It is necessary to ensure the parcel is successfully inducted.

• Modify Phase:

  • Step 13: Re-Induct Parcel - This step allows the operator to restart the induction process if necessary. It is necessary to ensure the parcel is successfully inducted.

• Conclude Phase:

  • Step 14: Verify Successful Induction - This step confirms that the parcel has been successfully inducted. It is the final step in the process.

  • Step 15: Record Induction Completion - This step documents the successful induction of the parcel. It is the final step in the process.

The steps are MECE because each step is distinct and covers a specific aspect of the job. They are also collectively exhaustive as they cover all phases of the JTBD framework. The fidelity is high, with 15 steps, which is within the specified range. The steps are in a logical order of precedence and dependence, ensuring a smooth and efficient induction process.

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Yes, it’s a lot to sift through. But, have you ever been in a netting session? OMG.

So many just draw a job map in PowerPoint and think they’ve hit the Holy Grail of innovation. I used to be that person … a long time ago. Now, I’m a new me, so maybe we can all just forgive and forget 🤣 (inside joke).

Unfortunately, I’m not going to share any more prompts - especially the success metric and ideal state reasoning - because that would be unfair to the many people who have invested in them. But, I do want more of you to focus on how to execute Jobs to be Done research properly and I hope that this gave you a hint as to…

1. What goes into a highly instructive prompt

2. Why the reasoning is so important when deflecting criticism of the approach

It’s over. Interviewing a handful of people - up front, for FEI model building or even experience design - is completely unnecessary. Save your budget to interview people you know struggle a certain way when it’s time to wrap your story in verbatims and emotion. That happens after you have the data, not before.

I hope you enjoyed this. If you did, hit the like button and share it with your colleagues (no one ever does that but my open rate is extremely high for some strange reason)

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Mike Boysen - www.pjtbd.com
Why fail fast when you can succeed the first time?

Book an appointment: https://pjtbd.com/book-mike (I’m open to projects or coaching)
Get my Masterclass: https://mc.zeropivot.us/s/mc-1

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