PROBLEM IDENTIFICATION TOOLS 1.

Brainstorming

Brainstorming is a powerful tool used by teams and businesses around the world. The concept was first introduced by Alex Osborne in the 1940s. Brainstorming is a tool for generating ideas. It is an activity in which all members of a group (whether it be a work team, classroom, committee, etc.) contribute to a list of problems to be solved or solutions to a problem. Brainstorming helps to get a lot of ideas into discussion in a short amount of time. Brainstorming may look unstructured, but to be effective, there should be some ground rules. In the Project Management Book of Knowledge (PMBOK) version 4, Brainstorming is specified as a recommended Tool and Technique in some knowledge areas, such as Scope Management and Risk Management. Brainstorming is also commonly asked about in the PMP certification exam. Generally, Project Managers use brainstorming to solve problems. Hymes and Olson define the problem solving stages as: Problem Identification Idea Generation Idea Selection (decision making) Implementation

Idea Generation and Idea Selection are part of a brainstorming session, while Problem Identification occurs before the session and Implementation occurs after the session. Since brainstorming requires multiple people, the Project Manager functions as a facilitator of the session. As a facilitator, you are the most influential figure in the brainstorming session. Therefore, it is critical for you to follow some research-based brainstorming best practices. Planning the Session Before getting into a room and brainstorming, there are some tasks that you need to complete. These tasks are: 1. Define the problem and the objective of the session. Try and use SMART objectives. 2. Identify participants. Usually the majority of the participants will come from the pool of people most impacted by the problem. You may also include outsiders and experts so that there is diversity. 3. Create groups out of the participants. Limit the brainstorming group size to three members (Heller & Hollabaugh, 1992). Each group should consist of people from diverse and relevant backgrounds. For example, do not put all graphic designers in one group. Mix it up. For example, a group can consist of a graphic designer, a coder, and a tester. Conducting the Session Many researchers have delved into the topic of optimizing brainstorming sessions. Some researchbased guidelines to follow during brainstorming are: 1. Ensure there are enough whiteboards in the room. You will document the ideas on whiteboards and categorize them. 2. Combine the ideas wherever possible.

3. Divide complex problems into simpler, smaller problems. Then, examine each smaller problem independently. 4. Disperse the group so that each member can brainstorm independently. Group brainstorming followed by independent brainstorming yields better results (Spreng, 2007). 5. After ranking the ideas, agree on the solution. 6. Assign an owner to ensure the solution is performed. Golden Rule: In a brainstorming session, there is no such thing as a bad idea. After the Brainstorming Session There are several activities that need to be completed after the brainstorming session, such as. 1. Give a reward or recognize the participants. This will ensure that the next time you hold a brainstorming activity; people will attend it with zeal. 2. Follow-up and monitor the solution to closure. 2. Flow Chart Flow charts are easy-to-understand diagrams showing how steps in a process fit together. This makes them useful tools for communicating how processes work, and for clearly documenting how a particular job is done. Furthermore, the act of mapping a process out in flow chart format helps you clarify your understanding of the process, and helps you think about where the process can be improved. A flow chart can therefore be used to: Define and analyze processes. Build a step-by-step picture of the process for analysis, discussion, or communication. Define, standardize or find areas for improvement in a process. Also, by conveying the information or processes in a step-by-step flow, you can then concentrate more intently on each individual step, without feeling overwhelmed by the bigger picture. How to Use the Tool Most flow charts are made up of three main types of symbol: 1. Elongated circles, which signify the start or end of a process. 2. Rectangles, which show instructions or actions. 3. Diamonds, which show decisions that must be made I. Within each symbol, write down what the symbol represents. This could be the start or finish of the process, the action to be taken, or the decision to be made. Symbols are connected one to the other by arrows, showing the flow of the process. To draw the flow chart, brainstorm process tasks, and list them in the order they occur. Ask questions such as "What really happens next in the process?" and "Does a decision need to be made before the next step?" or "What approvals are required before moving on to the next task?" Start the flow chart by drawing the elongated circle shape, and labeling it "Start". Then move to the first action or question, and draw a rectangle or diamond appropriately. Write the action or question down, and draw an arrow from the start symbol to this shape. Work through your whole process, showing actions and decisions appropriately in the order they occur, and linking these together using arrows to show the flow of the process. Where a decision needs to be made, draw arrows leaving the decision diamond for each possible outcome, and label them with the outcome. And remember to show the end of the process using an elongated circle labeled "Finish".

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Finally, challenge your flow chart. Work from step to step asking yourself if you have correctly represented the sequence of actions and decisions involved in the process. And then (if you're looking to improve the process) look at the steps identified and think about whether work is duplicated, whether other steps should be involved, and whether the right people are doing the right jobs.

3. Nominal group technique (NGT) Nominal group technique (NGT) is a structured method for group brainstorming that encourages contributions from everyone. When to Use Nominal Group Technique

When some group members are much more vocal than others. When some group members think better in silence. When there is concern about some members not participating. When the group does not easily generate quantities of ideas. When all or some group members are new to the team. When the issue is controversial or there is heated conflict.

Nominal Group Technique Procedure Materials needed: paper and pen or pencil for each individual, flipchart, marking pens, tape. 1. State the subject of the brainstorming. Clarify the statement as needed until everyone understands it. 2. Each team member silently thinks of and writes down as many ideas as possible in a set period of time (5 to 10 minutes). 3. Each member in turn states aloud one idea. Facilitator records it on the flipchart.

No discussion is allowed, not even questions for clarification. Ideas given do not need to be from the team members written list. Indeed, as time goes on, many ideas will not be. A member may pass his or her turn, and may then add an idea on a subsequent turn. Continue around the group until all members pass or for an agreed-upon length of time.

4. Discuss each idea in turn. Wording may be changed only when the ideas originator agrees. Ideas may be stricken from the list only by unanimous agreement. Discussion may clarify meaning, explain logic or analysis, raise and answer questions, or state agreement or disagreement. 5. Prioritize the ideas using multivoting or list reduction.

Nominal Group Technique Considerations

Discussion should be equally balanced among all ideas. The facilitator should not allow discussion to turn into argument. The primary purpose of the discussion is clarification. It is not to resolve differences of opinion. Keep all ideas visible. When ideas overflow to additional flipchart pages, post previous pages around the room so all ideas are still visible to everyone.

Disadvantages of NGT Requires preparation Single topic meaning Minimizes discussion and does not allow for full development of ideas.

Advantages of NGT Generates a greater number of ideas than traditional group discussions. Balances the influence of individuals by limiting the power of opinion makers (particularly advantageous for use with teenagers, where peer leaders may have an exaggerated effect over group decisions, or in meetings of collaborative, where established leaders tend to dominate the discussion). Diminishes competition and pressure to conform, based on status within the group. Encourages participants to confront issues through constructive problem solving. Allows the group to prioritize ideas democratically. Typically provides a greater sense of closure than can be obtained through group discussion. Resources

4. Affinity Diagram Also called: affinity chart, KJ method Variation: thematic analysis The affinity diagram organizes a large number of ideas into their natural relationships. This method taps a teams creativity and intuition. It was created in the 1960s by Japanese anthropologist Jiro Kawakita. When to Use an Affinity Diagram

When you are confronted with many facts or ideas in apparent chaos When issues seem too large and complex to grasp When group consensus is necessary

Typical situations are:

After a brainstorming exercise When analyzing verbal data, such as survey results.

Affinity Diagram Procedure Materials needed: sticky notes or cards, marking pens, large work surface (wall, table, or floor). 1. Record each idea with a marking pen on a separate sticky note or card. (During a brainstorming session, write directly onto sticky notes or cards if you suspect you

will be following the brainstorm with an affinity diagram.) Randomly spread notes on a large work surface so all notes are visible to everyone. The entire team gathers around the notes and participates in the next steps. 2. It is very important that no one talk during this step. Look for ideas that seem to be related in some way. Place them side by side. Repeat until all notes are grouped. Its okay to have loners that dont seem to fit a group. Its all right to move a note someone else has already moved. If a note seems to belong in two groups, make a second note. 3. You can talk now. Participants can discuss the shape of the chart, any surprising patterns, and especially reasons for moving controversial notes. A few more changes may be made. When ideas are grouped, select a heading for each group. Look for a note in each grouping that captures the meaning of the group. Place it at the top of the group. If there is no such note, write one. Often it is useful to write or highlight this note in a different color. 4. Combine groups into supergroups if appropriate. Affinity Diagram Considerations 1. The affinity diagram process lets a group move beyond its habitual thinking and preconceived categories. This technique accesses the great knowledge and understanding residing untapped in our intuition. 2. Very important Do nots: Do not place the notes in any order. Do not determine categories or headings in advance. Do not talk during step 2. (This is hard for some people!) 3. Allow plenty of time for step 2. You can, for example, post the randomly-arranged notes in a public place and allow grouping to happen over several days. 4. Most groups that use this technique are amazed at how powerful and valuable a tool it is. Try it once with an open mind and youll be another convert. 5. Use markers. With regular pens, it is hard to read ideas from any distance. References Heller, P., & Hollabaugh, M.,(1992). Teaching Problem Solving through Cooperative Grouping. Part 2: Designing Problems and Structuring Groups. American Journal of Physics, 60, 637-644. Hymes, C.M. & Olson, G. (1992). Unblocking Brainstorming Through the Use of a Simple Group Editor. CSCW Proceedings, November, 99-106. Karen Philp Spreng (2007). Enhancing Creativity in Brainstorming for Successful Problem Solving. http://asq.org/learn-about-quality/idea-creation-tools/overview/nominal-group.html Dunham, Randall. Nominal Group Technique: A Users Guide. University of Wisconsin. http://instruction.bus.wisc.edu/obdemo/readings/ngt.ht ml. (Accessed 12/11/13) Reporters: Group 1 IV-A Bagano, Joseph John Batawang,Jefferson Caytap, Sherwin Dati, Johnny Paguiyen, John Gerald Simeon, Jethro