journey mapping.
Journey mapping documents a user's end-to-end experience across touchpoints and time, including the parts outside the product — emails, support calls, waiting — and what the person is trying to achieve at each step.
Where journey mapping fits on a long engagement.
The value is in what falls outside any one team's ownership. The gaps between touchpoints — the confirmation email that contradicts the screen, the wait with no status, the handover to support that loses context — are where experiences break, and no individual team sees them because no individual team owns them.
A map built from research is evidence; one built in a workshop from assumptions is a record of what the organisation believes. Both look similar and only the first changes minds, which is why the provenance matters as much as the artefact.
What an assigned team does with journey mapping.
Maps are most useful when they lead to a specific decision. A large map on a wall that nobody acts on is a workshop artefact, and it is the usual outcome without a defined question going in.
Tying research to a decision that is actually pending is how it earns its place, and it is part of what design capacity is assigned to do under outsourced design team.
What we use journey mapping for.
- Problems between touchpoints found Gaps nobody owns, which is where experiences actually break.
- Maps built from research Evidence rather than a record of internal assumptions.
- A pending decision attached Research tied to a choice, so the map leads somewhere.
How journey mapping capacity is assigned.
Journey work is assigned inside design capacity, scoped against a decision that is actually pending rather than as a standalone artefact.
Tell us what your roadmap needs journey mapping for.
A service delivery manager replies with the disciplines we would assign, the monthly capacity and what the first month looks like.
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