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A participant has not completed an interview

Check whether the invitation was received, whether the participant understands the purpose and whether the deadline is clear before creating duplicate sessions.

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An interview is incomplete

Review how much usable evidence exists. If the missing coverage is material, use the supported retry or follow-up path rather than silently treating it as complete.

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Evidence conflicts between stakeholders

This is not necessarily a product problem. Treat the conflict as diagnostic evidence and validate the underlying process variant or ownership issue.

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Screen observation does not add useful evidence

Do not force it into the engagement. Screen observation is most useful for granular tasks, system switching and manual work that interviews cannot describe accurately enough. Interviews alone may be sufficient for other roles.

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The process map looks too fragmented

Check whether trivial actions have been turned into separate activities. Refine toward meaningful process steps while preserving real handoffs, loops and branches.

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An opportunity looks generic

Trace it back to the evidence. If you cannot explain the current problem, mechanism and expected value, do not present it as a recommendation.

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The report feels like raw product output

Use Report Composer to restructure the material around the executive conclusion, evidence, implications, prioritised opportunities and recommended next step. The consultant owns the final story.