The process was in more than one place.
I worked through meeting transcripts, email threads, and existing documents covering Keap, AppointmentCore, DocuSign, and GHL. The aim was to bring the business rules into one place before the team built around them.
Turning conversations into a build plan.
The resulting plan has 19 core sections and six appendices. It maps fields, tags, forms, reporting, dependencies, and acceptance criteria, with sources attached to the decisions.
How I approached the planning
Follow the process before changing the tool.
- 01
Listen
Meetings, emails, existing documents.
- 02
Map
Rules, systems, and dependencies.
- 03
Resolve
Questions that need a business decision.
- 04
Specify
Requirements and ways to check them.
Some answers needed another conversation.
When the source material left something unclear, I kept the question open. A detailed document can make an assumption look settled very quickly. I wanted the team to see where a decision still had to be made.