HKSM

Problem solving is a structured technique for diagnosing the root cause of an issue, generating options, and implementing the most effective fix within project constraints. In projects, it blends analysis, decision-making, and collaboration to restore performance and prevent recurrence.

Key Points

• Targets root causes rather than symptoms to avoid repeat issues.
• Uses data, stakeholder input, and systems thinking to form conclusions.
• Iterative: define, analyze, act, verify outcomes, and adjust as needed.
• Weighs trade-offs across scope, schedule, cost, quality, and risk.
• Tracks actions with clear owners, due dates, and acceptance criteria.
• Validates effectiveness and captures lessons learned for prevention.

Purpose of Analysis

To understand the true cause of a problem, select a fix that addresses that cause, and confirm the project remains within constraints while performance is restored.

• Restore expected performance quickly and safely.
• Prevent recurrence by removing or controlling the cause.
• Support informed decisions with evidence and stakeholder agreement.
• Promote transparency and learning across the team.

Method Steps

• Clarify the problem: describe the gap, impact, and success criteria.
• Collect facts: timelines, logs, metrics, and process maps; validate the problem statement.
• Analyze causes: apply 5 Whys, cause-and-effect diagrams, Pareto analysis, and test assumptions.
• Generate and compare options: assess effectiveness, cost, risk, time, and feasibility.
• Decide and plan: select the best option, define actions, owners, resources, and approvals.
• Implement the fix: manage changes, communicate, and monitor execution.
• Verify results: test against acceptance criteria and check for side effects or regression.
• Standardize and learn: update procedures, baselines, and lessons learned.

Inputs Needed

• Clear problem statement and impact description.
• Performance data, logs, metrics, and observations.
• Project baselines, plans, and recent changes or releases.
• Stakeholder feedback and subject matter expertise.
• Constraints, policies, and compliance requirements.
• Risk register, issue log, and assumptions.
• Resource availability and budget limits.

Outputs Produced

• Validated root cause analysis artifacts (e.g., 5 Whys summary, cause-and-effect diagram).
• Agreed corrective or preventive action plan with owners and dates.
• Decision log entries and any required change requests.
• Updated plans, procedures, or baselines reflecting the chosen fix.
• Test and verification results confirming effectiveness.
• Updated risk and issue records and lessons learned entries.

Interpretation Tips

• Differentiate correlation from causation; look for evidence linking cause to effect.
• Prioritize causes by impact and frequency to target the highest-value fix.
• Use multiple data sources to reduce bias and confirm findings.
• Ensure the selected option addresses the root cause and fits project constraints.
• Consider system interactions and potential unintended consequences.
• Escalate if the fix exceeds authority, budget, or risk tolerance.

Example

A team notices a spike in defects near the end of a phase. They define the problem and impact, review defect trends and change history, and validate the problem statement with stakeholders.

Using 5 Whys and a cause-and-effect diagram, they find that late, rushed changes bypassing peer review are the root cause. They add an approval gate, reinstate peer reviews, and limit late changes. Defects decrease, verification meets the target, and procedures and lessons learned are updated.

Pitfalls

• Jumping to solutions without confirming the cause.
• Relying on anecdotes or opinions instead of data.
• Confusing symptoms with causes and treating only effects.
• Ignoring stakeholder perspectives that reveal key factors.
• Failing to define success criteria and measures.
• Not verifying the fix or standardizing the improved process.

PMP Example Question

A project experiences recurring delays during integration. What should the project manager do first to resolve the problem effectively?

1. Increase the schedule buffer to absorb the delays.
2. Escalate the issue to the sponsor for additional resources.
3. Conduct root cause analysis and validate the problem statement with the team.
4. Replace the integration lead to improve accountability.

Correct Answer: C — Conduct root cause analysis and validate the problem statement with the team.

Explanation: Effective problem solving starts by understanding the true cause before selecting actions. Acting without analysis risks treating symptoms and wasting resources.