BUT FIRST...

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CASE STUDY
ANALYSIS

JAN PAULO C. LISONDRA

Assistant District Engineer
DISCUSSION OUTLINE

INTRODUCTION

CASE ANALYSIS

WORKSHOP
 I.
Introduction
Having problems is not the problem.

Dealing with and solving them is the real problem we have everyday.

As a problem solver, one has to be objective and must avoid

becoming a part of the problem.
Problem should be answered by:
What is wrong that needs correcting
What obstacle needs to be removed
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Did you know?

A problem exists…..

When there is deviation from an

expected performance norm or a
“should”.

When the cause for that deviation is

unknown.
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Systematic Managerial Analysis

(Application in Engineering)
Decision analysis:
To select option.

Potential failure analysis:

To manage implementation and changes.

Problem cause analysis:

To find cause of deviation.
Decision Analysis:
Potential Failure Analysis:
Problem Cause Analysis:
 – an observable
result of deviation.

– the explanation
for the deviation.

Project not completed Deficit

as scheduled

Mass resignation

Failures of
machines
Corrective Treats the cause of the
problem so it does not
Action: recur.

Adaptive When it is not possible

or it is very expensive to
Action: take corrective action

Action taken to minimize

Interim the adverse effects until
a more permanent
Action: solution can found
 – is an oral or written
account of a realistic situation, including
sufficient detail to make it possible for the
participants to analyze the problems
involved and determine possible solutions.
 Purpose of a
Case Study
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Purpose of a Case Study
CASE METHOD

Identify the problem.

Look for alternative solution.

Make a decision which he

considers best.
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Objectives of the Case Method

Characteristics of a good case analysis

1.The analysis is 2.There is a clear 3.The solution is 4.The reporter is

based on the understanding and ingenious, able to support
particular identification of the effective, practical and defend his
situational facts. central problem. and workable analysis and final
under given decision.
circumstances.

… … … …
A case study analysis requires you to
investigate a business problem,
examine the alternative solutions, and
propose the most effective solution
using supporting evidence.
 PREPARING THE CASE

1. Read and examine the case thoroughly

• Take notes, highlight relevant facts,
underline key problems.
2. Focus your analysis
• Identify two to five key problems
• Why do they exist?
• How do they impact the organization?
• Who is responsible for them?
 PREPARING THE CASE

1. Read and examine the case thoroughly

• Take notes, highlight relevant facts,
underline key problems.
2. Focus your analysis
• Identify two to five key problems
• Why do they exist?
• How do they impact the organization?
• Who is responsible for them?
 PREPARING THE CASE

3. Uncover possible solutions

• Review course readings, discussions,
outside research, or your experiences.

4. Select the best solution

• Consider strong supporting evidence, pros,
and cons: is this solution realistic?
 PREPARING THE CASE

3. Uncover possible solutions

• Review course readings, discussions,
outside research, or your experiences.

4. Select the best solution

• Consider strong supporting evidence, pros,
and cons: is this solution realistic?
 Once you have gathered the necessary information, a draft of your analysis should include these sections:

1. Background
● Set the scene: background information, relevant facts, and the most
important issues.
● Demonstrate that you have researched the problems in this case study.
● Identify the key problem and issues in the case study.

2. Alternatives
● Outline possible alternatives (not necessarily all of them)
● Explain why alternatives were rejected
● Constraints/reasons
Why are alternatives not possible at this time?
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●
 Once you have gathered the necessary information, a draft of your analysis should include these sections:

Provide one
specific and realistic
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 Once you have gathered the necessary information, a draft of your analysis should include these sections:

4. Recommendations
● Determine and discuss specific strategies for
accomplishing the proposed solution.
● If applicable, recommend further action to
resolve some of the issues.
● What should be done and who should do it?
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 II.
CASE ANALYSIS
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 ALTERNATIVE
ANALYSIS OF
BACKGROUND COURSES OF
VARIOUS ACA
ACTION

VIEWPOINT AREAS OF
CONCLUSION
TAKEN CONSIDERATION

STATEMENT OF
TIME CONTEXT THE MAIN RECOMMENDATIONS
PROBLEM
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To separate the symptom from the

main problem, we ask ourselves this
question:

What causes that? What causes that?

Excessive Turnover Low Pay None

Four (4) ways in stating the main problem:

1. As a fact 2. As a question

3. As an infinitive 4. As a
phrase statement of
need
 Examples in formulating the main
problem
As a Fact As a Question As an Infinitive As a Statement of
Phrase Need

● The core ● The core problem ● The main problem ● My department

problem is low is what should be is to find a needs to find a
pay in done about the solution to the solution for the
engineering low pay in low pay in low pay in
design designing job designing job that designing job that
positions, that is causing is causing is causing
thereby causing excessive excessive excessive
excessive turnover? turnover. turnover.
turnover of
designers.
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Data gathered from SWOT analysis
Assumptions made

In gathering and analyzing facts,

keep in mind those “relevant
factors” only that will affect the
resolution of the main problem.
1. Identify and develop possible ways to
solve the problem.
2. List their advantages and
disadvantages.
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(STRENGTHS &
WEAKNESSES)
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III. WORKSHOP
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exercise

Ready?
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Presentation of a Case Study

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 Engr. Julian Makalantog had been with the Isla Puting Bato Engineering District for about a year and a half.
Even in his college days, he had proven his creativity and progressive mindedness in school activities. He professed, he
believed in practicality and pragmatism.

On July 16, 1996, he was commissioned to project lead the construction of a 3-room school building in the
Barrio of Pulot, Lapat, Sulok.

A day after he received his assignment from the District Engineer, he visited the barrio which he discovered
that the project site was a 3-hour walk from the poblacion. He missed the only trip going to and from the barrio. He
stayed for a night in the barrio talking with the barrio officials and the other barrio folks. He learned that barrio actually
needed 4 rooms to accommodate all enrolled school children. He also learned that some classes were held outside the
existing 3-classroom building since there was no more available space. The barrio folks asked if they could have a 4-
room school building. He said that the fund is just enough for a 3-room typhoon proof building. But then, the people
told him that Pulot is not within the typhoon belt so why construct one with such expensive quality. Pulot, he learned,
never had a typhoon since 1974 when a freak typhoon passed through the province.
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“I cannot promise you anything, but I’ll do what I can”, he told them.
 Back in his office, he talked to the District Engineer and was able to convince him on the merits of
the barrio folks’ argument to build 4 rooms instead of three.

“But, you should not exceed the original budget released for those 3-rooms. It’s up to you to
replan the finance/budget. I authorize you with your request with this constraint” the District Engineer
told him.

Engineer Makalantog, accepted this as a challenge to his creativity. He decided to replan the
project and found out that he had to manage tightly the measly amount of P750.000.00 to be able to
construct a 4-room school building. The original initial project plan is shown in Exhibit A. Exhibit B shows
the original project activities and cost.
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The best way to become labelled as an

ineffective manager is to avoid the decision-
making responsibility.
 Thank you
for your kind attention!
HAVE A NICE DAY!!

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