Generating and shaping the initial Blueprint

A Blueprint can support different ways of designing with the business as an engagement develops. The Solution Designer clarifies its intended use so stakeholders understand how they will work with it and what level of development to expect.

These are working postures, not formal stages. A Blueprint may move among them as evidence develops and stakeholders reconsider or confirm the direction. 

The Solution Designer adjusts the level of shaping and review as the Blueprint moves from exploration toward a design the business intends to advance. 

As the Blueprint develops, some decisions have a greater influence on the emerging solution than others. The Solution Designer identifies these decisions and applies the level of attention appropriate to the intended use of the Blueprint.

The following areas commonly warrant focused review. They are decision areas rather than required steps, and their relevance may vary according to the business and the purpose of the Blueprint.

Reviewing the generated elements may also reveal participants, Workflow branches, data relationships, or business information that the team has not yet considered. The Solution Designer examines these observations with stakeholders to determine whether they reveal useful possibilities, missing information, or decisions the team needs to address.

The first-release scope may include several connected Case Types, but the team does not need to develop each one to the same level at once. The Solution Designer works with business stakeholders and the Solution Builder to identify an initial Case Type that can deliver a meaningful end-to-end result for MLP 1. 

The Case Type selected for MLP 1 should directly support the agreed outcome, provide meaningful business value, and establish a practical foundation for the work that follows. Related Case Types remain visible in the Blueprint, but their presence does not automatically place them in MLP 1.

When recommending where to begin, the Solution Designer considers:

• How directly the Case Type supports the agreed outcome
• Whether it delivers a meaningful end-to-end result
• The dependencies required to make it functional
• Its value, volume, and relative complexity
• How it establishes a foundation for later Case Types.

The Solution Designer records the MLP assignment in the Blueprint and confirms that stakeholders understand what the team is advancing now and what remains planned for later.

As the Blueprint develops, the Solution Designer chooses a revision method based on the scope of the change, the available evidence, and the maturity of the design. Use the following tables to determine which method best supports the change you want to make.

AI Assistant Use the AI Assistant to explore or make focused changes through natural-language conversation. It can propose updates to design elements such as Case Types, Workflows, Data Objects, fields, and Personas from the relevant area of Pega Blueprint. Practitioner focus: Describe the intended change clearly and confirm that it reflects the business.

Manual editing tools Use the editing tools when the intended change is specific and the Solution Designer wants direct control over the affected design element. Practitioner focus: Make the targeted change, then review its relationship to the surrounding design and agreed outcome.

Regeneration Consider regeneration when changes to the application context or supporting assets could substantially affect the direction or structure of the emerging solution. Practitioner focus: Define what the new generation should help the team understand or improve, then compare the complete result with the current Blueprint.

The methods can complement one another. The Solution Designer can use the AI Assistant to explore a change, apply manual edits to refine specific elements, and consider regeneration when the underlying evidence or design direction has changed substantially.

Because generative results can vary, regeneration produces a new result that requires complete review. The Solution Designer considers the significance of the change, the decisions already reflected in the current Blueprint, and the expected value of generating another interpretation before recommending how the team should proceed.

A Blueprint begins moving from exploration into design when stakeholders increasingly rely on it to represent the direction they intend to advance. The Solution Designer makes this shift explicit so everyone shares an understanding of what the Blueprint now represents.

Several indicators can signal that the working posture is changing:

• the primary Case Types and their relationships are becoming stable;
• the Blueprint uses terminology the business recognizes;
• stakeholders are refining the design rather than reconsidering its overall direction;
• conversations are moving from the shape of the solution toward greater detail;
• and key decisions, assumptions, and open questions are visible.

These indicators are not a required checklist or formal stage gate. The Solution Designer considers them together with the Blueprint’s intended use, the level of stakeholder agreement, and the maturity of the emerging solution.

At this point, revisions become more deliberate. The Solution Designer records relevant decisions, assumptions, and open questions in notes and confirms alignment with the agreed outcome, scope, and evidence. Business stakeholders clarify and confirm the intended direction, while the Solution Builder provides insight into the implications for implementation.

The Solution Designer works with U+ Travel to generate and shape an initial Blueprint that provides a starting point for the design they intend to advance. Pega Blueprint generates Case Types, Workflows, Data Objects, and Personas from the application context and supporting assets provided.

The Solution Designer reviews the emerging solution with Elena and the other stakeholders. Two areas warrant focused attention:

• Case Type structure: The initial version of the Blueprint represents booking, rescheduling, and cancellation as separate Case Types, although each follows much of the same journey. The Solution Designer works with stakeholders to determine whether these represent distinct units of work or variations within a connected booking experience.
• Business terminology: The initial version also uses reservation, while U+ Travel consistently uses booking. The Solution Designer recommends updating the terminology so stakeholders can examine the design using language they recognize.

The Case Type decision could meaningfully affect the structure of the emerging solution, so the Solution Designer resolves it with stakeholders before developing the related Workflows further. The terminology change is focused, so the Solution Designer uses the AI Assistant to propose the update throughout the Blueprint, reviews the affected elements, and applies the change after confirming that it reflects the language that U+ Travel uses.

After confirming the connected booking experience, the Solution Designer works with U+ Travel stakeholders and the Solution Builder to select the Tour Booking Case Type as the initial end-to-end journey for MLP 1. Related Case Types remain visible in the Blueprint as part of the broader design, but the team focuses first on developing and validating the journey that most directly supports the agreed outcome.

• What business evidence is needed before recommending a change? 
• Who should help clarify the information? 
• How should the maturity and intended use of the Blueprint influence the revision approach? 

Compare your response with the practices below. Use them to determine what the gap reveals, what additional business evidence is needed, and how the maturity of the Blueprint should influence the revision approach. 

The Blueprint now reflects the connected booking experience, uses the terminology of U+ Travel, and records the decisions and rationale that stakeholders and the Solution Builder will rely on as the design develops. 

After shaping the initial Blueprint, the Solution Designer assesses whether its direction reflects the business, supports the agreed outcome, and provides a sound basis for continued design. 

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