The canonical JTBD job statement: When [situation], help me [motivation/job] so I can [expected outcome].
Examples:
- "When I need to share product data with stakeholders who don't have system access, help me export activity in a shareable format so I can run reviews without creating new user accounts."
- "When I'm onboarding a new team member, help me give them role-appropriate access quickly so they can contribute in their first week without IT involvement."
- "When I suspect a feature isn't working as expected, help me see real-time usage data so I can investigate and respond before the problem affects more users."
How JTBD improves PRD quality
The background section of a PRD answers "why are we building this?" Most PRD background sections fail because they describe the feature, not the job. A JTBD-framed background section answers: who has this job, how do they currently do it, what's wrong with the current solution, and what does success look like from the user's perspective.
JTBD discovery interview questions
The JTBD interview explores the customer's current workflow rather than their feature preferences. Key questions:
- "Walk me through the last time you needed to [job]. What did you do first?"
- "What were you using before? Why did you switch (or not switch)?"
- "What's the most frustrating part of your current process?"
- "What would have to be true for you to describe this as 'solved'?"
| Traditional user research | JTBD-focused research |
| "What features do you want?" | "What job are you trying to get done?" |
| Asks about product preferences | Asks about current workflows and workarounds |
| Produces a feature wishlist | Produces a problem space map |
| Easy to answer (users list features) | Requires probing (users describe behaviors) |
| Anchors on current solution | Reveals the job regardless of solution |
Using JTBD in PRD writing
For every user story in your PRD, write the corresponding JTBD statement in the background section. The user story describes what the feature does; the JTBD statement explains why anyone would care. Together, they give engineering teams the context to make good judgment calls when requirements are ambiguous.