Problem Solving or Improving Anything

1

Putcha V. Narasimham

putchavn@yahoo.com

Knowledge Enabler Systems

Problem Solving or Improving Anything

Problem Definition

A perceived gapbetween the existing state and a desired state, or a deviation from a norm, standard, or status quo

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Current

DesiredRelative,Not absolute

Why is a problem a problem?

Many problems have several solutions

Solution: the meansto close the gap or correct the deviation

However, such means may not be

obvious or

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Problem Solving or Improving Anything 3

So, work out

So, catalogand pick

What have you learnt?

Problem is something wrong True or False

It is a deviation between……and…….

A solution solves many problems T or F

Solutions are obvious T or F

From where can one pick up a solution?

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Does BA include Solution Design?

NO, Analysis does NOT include SD

But IIBA states a BA Professional

Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals

IIBA is not clear on what Methods and Tools to use…Use TQM & Software M&T 0

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When to take it up

After Approved

Statement of Project and Scope,

Sub-documents of BRD

System Capability Specification (or SRS)

Applicable to

Waterfall –BRUF or

Iterative Incremental

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Start Early and Iterate

Problem-Solving Skills

They are NOT explicitly & systematically taught

TQM has brought together some very powerful and generic methods

Well captured in “Handbook on Problem-Solving

Skills” by

Centre for Good Governance, CGG established by

Government of Andhra Pradesh, Hyderabad

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Applicable to

Problem or Opportunities

Product / Project

Process

System

Organization

Relations

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See the Handbook of Problem Solving-SkillsCGG Page 1-2

The Problem Solving STEPs

1. Current Situation

1. Assess, capture and state Problems, Needs,

2. State WHAT to DO & Improve

2. Analysis & Diagnosis

3. Remedial Measures, Solution Design

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See the Handbook of Problem Solving-Skills, CGG Page 1-2

Current

Desired

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Current Situation

Observation: Problem or benefit

Facts…Values Data; References /

Sources

What shall we do about it?

Goal, Objective, Target

Do we all want it?

State it quantitatively, by …time

State what to do about it. Mere facts are useless.

STEP 1

Must be a Part of BRD

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Problem Statement

To improve ……

From the current xyz % to

+ 20% in Z months

Where…..

Is it OK? Do we all agree?

STEP 1

See the Handbook of Problem Solving-SkillsCGG Page 3

This is different from Statement of Project. A project may have a number of PROBLEMS.

Must be a Part of BRD

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Checklist

A Good Statement ..1

States the effect What is wrong / good & not why it

is so

Focuses on the gap Between what is and what

should be or what could be

Is measurable (Quantify) How often, how much, when

STEP 1

Must be a Part of BRD

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Refined Statement

1. Use the MS word document “Statement of Project and Scope” and submit Refined Statement for approval.

2. Within that see the “statement of problem” which is different from 1

3. Reflect on this… if done well this puts the project on the path of success

Is it OK? Get customer and your management to agree

STEP 1

Must be a Part of BRD

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Analysis / Diagnosis

1. Agree on Effect experienced

2. Collect and Validate Data to support 1

3. Agree on the need to solve problem and desired remedy Goal / Target—Don’t worry about HOW

4. Analyze 2 and Hypothesize causes and Diagnose

STEP 2

2Analysis

Part of BRD: Stakeholder Analysis & Requirements

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Effect and Causes Diagram Principle

2Analysis

?

Hypothesize and confirm. Start with 4 Ps, and 5 Ms. see notes

This is an observed, experienced effect. Start with what is known

STEP 2

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Effect-Causes Template

?

STEP 2

2Analysis

Part of BRD: Stakeholder Analysis & Requirements

Many more tools

1. Ask Why FIVE time and also WHY NOT? 5*WHY*WhyNOT?

2. Ask What, Where, When, Who, Why & HOW 5Ws1H

3. Majority Voting

4. Domain specific special tools also exist

5. Avoid analysis paralysis…Move on

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2Analysis

STEP 2

See the Handbook of Problem Solving-Skills---CGG Page 5

Part of BRD: Stakeholder Analysis & Requirements

Problems in Problem-solving

Problem-Solving is in the human realm

Some are bright and creative but MOST are NOT Herbert Simon (see notes below)

Bounded Rationality

Satisficing— Getting satisfied with what suffices

Groupthink—Irving Janis Conformity Anxiety

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3RSTEP 3

Part of DESIGN

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Countermeasures / Remedies

1. For each Effect-Cause diagram, there is a desirable Goal (Target)—Inverted Problem

2. For each Goal there is A Tree of Remedial Means

3. End-Means Tree Principle

4. Use End-Means Tree Template for Planning and Deployment of solution

3RSTEP 3

Part of DESIGN

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End-means Tree: Principle

Planning / Design

Execution

Continue till actionable

Mission, Objective

Goal

Primary Means

Secondary Means

3R

STEP 3

Part

of

DESIG

N

End-Means Tree for Planning

Most suitable for any planning

Study “generic strategies” and apply

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Part

of

DESIG

N

generic strategies

Basic approaches to strategic planning that can be adopted by any firm in any market or industry to improve its competitiveperformance. The three fundamentalmarketing strategies (which, though different, are not mutually exclusive) are: differentiation strategy, focus strategy, and low cost strategy.

businessdictionary.com

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End-Means Tree: Template

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3R

STEP 3

Part

of

DESIG

N

Use Templates for your Mini-Projects

1. Prepare the statement of project and scope & Statement of Problem within one week of initiation of the project

2. Conduct Effect-Cause Analysis of key Effects in the 2nd week

3. Find remedial measures in 3-4 weeks

Keep documenting all along

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STARTSee more details in the next slides

Problem Solving comes late but is VERY IMPORTANT

Most time is spent on

Stakeholder analysis,

Requirements gathering, Analysis, Management, tracing etc

It is equally important and advisable to know and apply

Problem Solving or Solution Design or

Improving Anything02JUN12

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