2. Course Outline
What is Problem Solving?
Problem Solving Steps
l 1. Defining the Problem
–
5 Whys
–
Appreciation
–
Root Cause Analysis
–
Fishbone/Ishikawa diagram
–
Process-issue mapping
l 2. Generating “Probable” solutions
–
Round-robin Brainstorming
l 3. Evaluate and select the “best” solution
–
Decision Tree
–
Pareto analysis
l 4. Implement the solution
–
Project Management Basics
–
PM Process
10 characteristics of Effective Problem Solvers
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3. What is Problem Solving?
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“Is a key skill that makes a huge difference in one’s
career”
At work, we are solving problems everyday
Can be large or small, simple or complex, easy or
difficult to solve
Factor to solving a problem is having a well
defined process
4. Problem Solving Steps
1. Define the problem
2. Think of “probable” solutions
3. Evaluate and select the “best” solution
4. Implement the solution
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6. 1. Defining the Problem
The key to a good problem definition is ensuring that you deal with the
real problem – not its symptoms
For example, if there is a quality issue in one of the jobs done by a
programmer, we might think that the problem is with the programmer or
the QA test analyst. However if you look a bit deeper, the real problem
might be lack of training, unreasonable workload, deviations from the
acceptable process, etc.
Tools available:
l 5 Why’s
l Appreciation
l Root cause analysis
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7. 5 Whys
is a simple problem-solving technique to get to the root of a problem
quickly.
Made popular in the 1970s by the Toyota Production System, the 5 Whys
strategy involves looking at any problem and asking: "Why?" and "What
caused this problem?"
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8. Case Study: 5 Whys
Example 1: FXDMS AU is unhappy
Why is our client, FXDMS AU, unhappy? Because we didn't deliver our
services when we said we would.
Why were we unable to meet the agreed-upon timeline or schedule for
delivery? The job took much longer than we thought it would.
Why did it take so much longer? Because we underestimated the
complexity of the job.
Why did we underestimate the complexity of the job? Because we made
a quick estimate of the time needed to complete it, and didn't list the
individual stages needed to complete the project.
Why didn't we do this? Because we were running behind on other
projects. We clearly need to review our time estimation and specification
procedures.
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9. Group Exercise: 5 Whys
Exercise #1: Productivity is LOW
Why #1:
Why #2:
Why #3:
Why #4:
Why #5:
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10. Appreciation
simple but powerful technique for extracting the maximum amount of
information possible from a simple fact or statement.
helps us uncover factors that we might have ordinarily missed, and it can
be very useful for brainstorming solutions to problems.
Originally developed by the military to help commanders gain a
comprehensive understanding of any fact, problem or situation that it was
faced with in battle
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11. Appreciation Steps & Example
1. Starting with a FACT, ask the 1st question: SO WHAT? in other words, what are the
implications of that fact? Why is this fact important?
2. Continue asking that question until you have drawn all possible conclusions from it.
Example 1:
Statement: Our department's budget is going to be cut 25 percent starting January 1.
So what?
So the only way to accommodate that cut is to reduce our spending dramatically.
So what?
So we're probably going to have to cut staff, and we'll definitely have to cut spending on
supplies, research, and staff parties.
So what?
So staff morale is probably going to drop, especially if I have to lay off members of our team.
So what?
So I'll need to come up with plenty of low-cost ways to boost morale without spending
money.
So what?
So I'll need to start thinking about this tomorrow, since the new budget will go into effect in
two months, and I want to be able to manage the consequences when I let the team
know.
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12. Appreciation Group Exercise
Statement: R&R project zerro will be replaced by the Ikaw Na, Kanin
club, and other programs starting Jan 2012
So what?
So what?
So what?
So what?
So what?
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13. Root Cause Analysis
is a popular and often-used technique that helps people answer the question of
why the problem occurred in the first place.
seeks to identify the origin of a problem. It uses a specific set of steps, with
associated tools, to find the primary cause of the problem, so that you can:
l Determine what happened.
l Determine why it happened.
l Prevent it from happening again.
Requires tracing back the actions from the series of events to discover where the
problem started and how it grew into the symptom now being faced
Looks at 3 basic types of causes:
1. Physical causes – Tangible, material items failed in some way (for example, a
team member got sick).
2. Human causes – People did something wrong, or did not doing something that
was needed. Human causes typically lead to physical causes (for example,
team leader was not able to disseminate information to test analyst for the
change request thus a quality issue was raised).
3. Organizational causes – A system, process, or policy that people use to make
decisions or do their work is faulty (for example, pre-pro programmer and
designer are separate individuals, and DCA assumed they were the same.
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15. Root Cause Analysis process
Step One: Define the Problem
l What do you see happening?
l What are the specific symptoms?
Step Two:
l What proof do you have that the problem exists?
l How long has the problem existed?
l What is the impact of the problem?
Step Three: Identify Possible Causal Factors
l What sequence of events leads to the problem?
l What conditions allow the problem to occur?
l What other problems surround the occurrence of the central problem?
Step Four: Identify root cause
l Why does the causal factor exist?
l What is the real reason the problem occurred?
Step Five: recommend and implement solutions
l What can you do to prevent the problem from happening again?
l How will the solution be implemented?
l Who will be responsible for it?
l What are the risks of implementing the solution?
16. Root Cause Analysis: Fishbone/Ishikawa Diagrams
The cause and effect (fishbone) diagram will help you visually display the many
potential causes for a problem or effect.
To construct a fishbone, start with stating the problem in the form of a question,
such as ‘Why is the help desk’s abandon rate so high?’ Framing it as a ‘why’
question will help in brainstorming, as each root cause idea should answer the
question. The team should agree on the statement of the problem and then place
this question in a box at the ‘head’ of the fishbone.
The rest of the fishbone then consists of one line drawn across the page, attached
to the problem statement, and several lines, or ‘bones,’ coming out vertically from
the main line. These branches are labeled with different categories. The
categories you use are up to you to decide
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19. 2. Generating probable solutions through Brainstorming
Round-Robin Brainstorming allows team members to generate ideas
without being influenced by any one person. You can then take these
ideas into the next stages of the problem-solving process.
A cluster diagram is a good tool during brainstorming
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20. Brainstorming process
To run a group brainstorming session effectively, do the following:
1. Find a comfortable meeting environment, and set it up ready for the session.
2. Appoint one person to record the ideas.
3. Use appropriate warm-up exercise or ice-breaker.
4. Define the problem you want solved clearly, and lay out any criteria to be met. Make it clear that
that the objective of the meeting is to generate as many ideas as possible.
5. Give people plenty of time on their own at the start of the session to generate as many ideas as
possible.
6. Ask people to give their ideas, making sure that you give everyone a fair opportunity to contribute.
7. Encourage people to develop other people's ideas, or to use other ideas to create new ones.
8. Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to
contribute and develop ideas.
9. Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element
of risk for group members when putting forward an idea. This stifles creativity and cripples the free
running nature of a good brainstorming session.
10. Let people have fun brainstorming. Encourage them to come up with as many ideas as possible,
from solidly practical ones to wildly impractical ones. Welcome creativity!
11. Ensure that no train of thought is followed for too long. Make sure that you generate a sufficient
number of different ideas, as well as exploring individual ideas in detail.
12. In a long session, take plenty of breaks so that people can continue to concentrate.
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21. 3. Evaluate and select “Best” Solution
After the brainstorming session, solutions are evaluated for their “effectiviteness value”, and
a decision is made. In this part of the problem solving process, decision making techniques
are very useful.
Decision making tools include
l Grid Analysis / Decision Matrix Analysis
l Decision Tree
l Pareto Analysis
l Process of Elimination / Divide and Rule*
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Pareto Analysis
22. Decision tree
are excellent tools for helping you to
choose between several courses of action.
provide a highly effective structure within
which you can lay out options and
investigate the possible outcomes of
choosing those options.
Help to form a balanced picture of the risks
and rewards associated with each possible
course of action.
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23. Decision tree process
Start a Decision Tree with a decision that you need to
make
Draw a small square to represent this towards the left of
a large piece of paper
Draw out lines towards the right for each possible
solution, and write that solution along the line. Keep the
lines apart as far as possible so that you can expand
your thoughts. At the end of each line, consider the
results
If the result of taking that decision is uncertain, draw a
small circle. If the result is another decision that you
need to make, draw another square. Squares represent
decisions, and circles represent uncertain outcomes.
Write the decision or factor above the square or circle. If
you have completed the solution at the end of the line,
just leave it blank.
Starting from the new decision squares on your
diagram, draw out lines representing the options that
you could select. From the circles draw lines
representing possible outcomes. Again make a brief
note on the line saying what it means. Keep on doing
this until you have drawn out as many of the possible
outcomes and decisions as you can see leading on
from the original decisions.
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24. Decision tree process
Start assigning a cash value or score to each possible outcome
Estimate how much you think it would be worth to you if that outcome came about.
Next look at each circle (representing an uncertainty point) and estimate the probability of each outcome.
If you use percentages, the total must come to 100% at each circle. If you use fractions, these must add
up to 1. If you have data on past events you may be able to make rigorous estimates of the probabilities.
Otherwise write down your best guess.
Once you have worked out the value of the outcomes, and have assessed the probability of the
outcomes of uncertainty, it is time to start calculating the values that will help you make your decision.
Start on the right hand side of the decision tree, and work back towards the left. As you complete a set of
calculations on a node (decision square or uncertainty circle), all you need to do is to record the result.
You can ignore all the calculations that lead to that result from then on.
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25. Decision tree exercise
Statement: Your team has a requirement for a team leader. Options are:
Hire external candidate or Promote a team member
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H
ire
external
candidate
Prom
ote
team
m
em
ber
Hire a Team
Leader
26. Pareto Analysis
is a simple technique for prioritizing
possible changes by identifying the
problems that will be resolved by making
these changes. By using this approach,
you can prioritize the individual changes
that will most improve the situation.
uses the Pareto Principle – also known as
the "80/20 Rule" – which is the idea that
20% of causes generate 80% of results.
With this tool, we're trying to find the 20%
of work that will generate 80% of the
results that doing all of the work would
deliver.
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27. Pareto Exercise
# Problem (Step 1) Cause (Step 2)
Score
(Step 3)
1 Delay in deliver of
Job output
Data Related
2 DCA coordination
3 Hardware
Related
4 Programmer miss
5 Platform
Limitation
6 StreamServe
Limitation
7 Process Related
8 QA miss
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Quality Issues
28. 4. Implementing the solution
Once a decision has been made, it’s now time to implement the “best”
solution. A structured approach like having a project management
framework in place is the best and proven way to implement the solution
Project Management
is a well-established approach to managing and controlling the
introduction of new initiatives or organizational changes
Projects are finite in length, usually one-time pieces of work involving a
number of activities that must be completed within a given time frame,
and often on a fixed budget.
Managing projects well requires a great deal of time, skill, and finesse.
There are many sides to project management and this is what makes it
so interesting and demanding. Project managers are expected to take an
uncertain event and make a certain promise to deliver. They are also
expected to do this within a specified time and within a limited budget.
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29. Project Management Basics
four basic elements of a project: resources,
time, money, and most importantly, scope.
Resources
l People, equipment, material
Time
l Task durations, dependencies, critical path
Money
l Costs, contingencies, profit
Scope
l Project size, goals, requirements
Source:
http://www.mindtools.com/pages/article/newPPM_Words.htm
http://management.about.com/cs/projectmanagement/a/PM101.htm
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30. PM process
The key project management processes, which run though all of these
phases, are:
Phase management.
Planning.
Control.
Team management.
Communication.
Procurement.
Integration.
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31. Planning Exercise
Come up with an implementation strategy for this problem and root cause
Programming Quality issues (Project Coordination between internal - PH and external - AU)
Come up with the scope of work / list of activities with corresponding schedules/timelines
The table below will serve as guide:
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# Activity/Task Start Duration Responsible
1 <Activities> <DD/MM/YYYY> <X D/H> <group/
individual>
2
3
4
5
6
* For each target start date and duration, actual start date and duration should taken into account in order to assess
the project’s performance in terms of time component
32. Ten Characteristics of Effective Problem
Solvers
Source: http://realtytimes.com/rtpages/19981218_problemsolver.htm
1. They have a "can do" attitude!
2. They re-define the problem
3. They have a system
4. They consider every position as though it were their own
5. They avoid the experience trap
6. They recognize conflict as often a prerequisite to solution
7. They listen to their intuition
8. They invariably go beyond "solving the problem"
9. They seek permanent solutions
10. They gain commitment from all parties involved
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