Describe the change you want to create
Start with the situation your customers face today and the decision or task your product should improve. A list containing exchange, wallet and AI does not explain the intended service. Name the primary users, their starting point and the result they need to reach. Describe one complete example in ordinary language, including what happens outside the application. If a person must contact an operator, submit documents or wait for another system, include that step. This account of the real workflow helps a delivery team challenge unnecessary features and identify work that a screen inventory would miss.
Separate decisions from assumptions
Create a short register with three categories: decisions already made, assumptions that need testing and questions that require an owner. For example, using an external identity provider may be a decision, while its ability to support your intended customer journey remains an assumption until verified. Give every open question a person responsible for resolving it and a consequence if it remains unanswered. This prevents an estimate from quietly becoming a promise based on missing information. Keep rejected alternatives briefly documented when their tradeoffs explain the chosen direction. Update the register as discovery produces evidence, rather than letting meeting notes become the only record.
Define a first release by complete journeys
Choose a small set of customer and operator journeys that can work from beginning to end. A first release with many disconnected screens is harder to assess than a narrower release with coherent behavior. State what is included, what is explicitly deferred and what another provider must supply. For each journey, specify a normal outcome and a difficult outcome such as an expired request or unavailable dependency. Add the records an operator needs to explain the result. These boundaries allow design, engineering and business stakeholders to discuss scope using the same examples instead of counting individual buttons.
Agree on evidence and change handling
Before implementation, describe how each milestone will be reviewed: demonstration data, test environment, expected records and the person who accepts the result. Distinguish a design review from acceptance of working software. Also decide how new requirements enter the project. A change request should explain the desired outcome, affected journeys, dependencies and proposed adjustment to delivery scope. It should not silently replace an earlier agreement in a chat message. End discovery with a versioned brief, unresolved questions and a practical next step. The value of the exercise is shared understanding that remains usable when different people join the project later.