- It's great to have the list of pain points,
but now it's time to work out what it looks like
to fix them.
Take each pain point in turn and invert it.
This gives you a list of goals to work towards.
For our example project,
the top two pain points were that riders
don't know who to report trail issues to,
and they don't know how to report those issues.
The team decided that solving these two pain points
involves goals of not only knowing
who to report to but when,
as well as being able to easily and successfully
report those issues.
You can see the direct relationship
between the pain points and the goals.
This way, we're still staying true
to the user data we gathered.
Interestingly, the goals are different
from the initial idea that the team leader came up with.
He started with the idea of a drink token app
as a way of saying thanks to the trail workers.
From our list of pain points and goals,
it looks like we're actually better off
looking at a solution which helps trail users report issues,
and in the process, makes them aware of the trail work
so they either donate money or volunteer time.
All too often teams deliver a solution
but then have no way of measuring
how well the solution actually works.
Even at this early stage, it's worth taking the time
to give each of your goals some metrics.
We can measure customers' efficiency,
effectiveness, and satisfaction.
Efficiency is a measure of how long a task takes.
Effectiveness is how well it removes the potential
to make errors.
Satisfaction is, obviously,
how much the people using the solution you develop like it.
You can give a measure of efficiency,
effectiveness, or satisfaction
to each of the goals you've come up with.
In this instance, the project team
came up with efficiency metrics
around how many issues are reported,
effectiveness metrics around reduction in number
of abandoned reports, and satisfaction metrics
around both the app and the trail conditions.
You'll notice that this team
didn't add actual quantifiable numbers to their metrics.
They were so early in the process,
they didn't know what the current measures are,
so they don't know how much
they should aim to improve them by.
For your team, you might be able to put real numbers
against these goals,
for instance, raising awareness by 25%,
or raising the number of reported issues by 50%.
These goals and metrics are built
from the pain points, and so they're completely in line
with what the team heard
while they were out talking to people in the field.