Problem Solving or Improving Anything for BA & RE
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Transcript of Problem Solving or Improving Anything for BA & RE
Problem Solving or Improving Anything
1
Putcha V. Narasimham
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
immediately available.02JUN12
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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
Business02JUN12
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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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