DR. ARTHUR D. PASCUAL, JR..

I. INTRODUCTION
II. CASE ANALYSIS
III. WORKSHOP
 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.
 I. INTRODUCTION
CASE
Description at a given time of a particular
situation.

CASE STUDY
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.
To develop critical-thinking, problem
solving and decision-making skills.

To provide realistic and practical

experience.

To evaluate learning and/or test

analytical knowledge or abilities.
 CASE METHOD

Entails scientific procedure of analysis and

synthesis of problems drawn from real life.

 Identify the problem

 Look for alternative solution
 Make decision which he consider
best
 Objective of the Case Method

Managerial ability

Scientific method
of thinking
To develop

Handle new
Use of one’s experience
situation
productivity

Spirit of
teamwork
 II. CASE ANALYSIS
BACKGROUND

VIEW POINT TAKEN

TIME CONTEXT

STATEMENT OF THE MAIN PROBLEM

AREAS OF CONSIDERATION

ALTERNATIVE COURSES OF ACTION

ANALYSIS OF VARIOUS ACA

CONCLUSION

RECOMMENDATIONS
 Background
The presentor should give the relevant factors about the
case specifically the facts and assumptions made for the
audience to have the idea of what the case is all about.

Assumption To avoid
The formulation of an accurate oversimplification,
assumption /basis involves sharp the presentor
observation, analysis and specific should identify
comparison. These factors will every dimension
help in identifying causes of a and consider key
specific problem. factors.
 Viewpoint

The presentor should identify his position in analyzing

the given case

Must identify the rightful owner of the problem.

Must be specified whose point of view he has taken.

If his view is that of a Project Engineer, the
decision making will be based on his authority.

Do not take the position of a third party.

 TIME CONTEXT

 Specify if case fact is explicit about it.

 Should tell when the problem was noted which
required the necessity of action

Example : Feb. 21, 2013

Problem Occurred
 To set up objectives, you must define your
expected results. Make them specific, e.g. What
kind of result? How much result? and etc.

Objectives are derived from two (2) general areas:

Objectives
The result expected to come from a decision.

The logistics or means available for carrying

out a decision.
 What What
problem to What to situation
correct? accomplish? to
improve?
Where
What is he
return What trying
does he functions to go?
want for are to be
his effort? done to
get there?

OBJECTIVES
 Statement of the Main Problem
“Defining the problem is a difficult task
because that central dilemma never
stands out clearly taller than among
several pestering problems that also
affect the situation.”
 PROBLEM

– an unsolved difficulty or an obstacle encountered in

reaching objectives.
– deviation between what should be and what is
actually happening.

Problem should be answered by:

 What is wrong that needs correcting
 What obstacle needs to be removed
 A PROBLEM EXISTS…

When there is deviation from an expected

performance norm or a “should”.

When the cause for that deviation is unknown.

When in a situation where a manager has to

act, as establisher in an appraisal process.
 Four (4) Ways in Stating the Main Problem

As a fact

As a question

As an infinitive
phrase

As statement
of need
 Examples in Formulating the Main Problem
The core problem is low pay in engineering
As a Fact design positions, thereby causing excessive
turnover of designers.
The core problem is what should be done
As a Question about the low pay in designing job that is
causing excessive turnover?
The main problem is to find a solution to
As an Infinitive the low pay in designing job that is causing
Phrase excessive turnover.
My department needs to find a solution for
As a Statement of the low pay in designing job that is causing
Need excessive turnover.
To separate the symptom from the main
problem, we ask ourselves this question:

“WHAT CAUSES THAT?”

WHAT CAUSES THAT? WHAT CAUSES THAT?

Excessive Turnover Low Pay None

If you run out of answers to this question, then

you have already arrived the main problem.
 Example in diagnosing the main problem

Symptoms Main
Problem
Inadequacy Lack of
of Project training
Improper Engineer
Poor quality project
of completed management
project
CAUSE PROBLEM EFFECT

Mass Project not Deficit

completed as
resignation
scheduled

Failures of
machines
 SWOT Analysis

S W O T

STRENGTH
WEAKNESS
Analysis of the internal and OPPORTUNITY
external environment of the
firm that pertains to the main THREAT
problem.
 INTERNAL ENVIRONMENT
Strengths &
Weaknesses

 Detailed analysis of current situation in the company

affecting:
Organization and People

Financial Operations

Production Operations

 The outcome of the analysis should be identify the

company’s strengths and weaknesses.
 Anything that is in Example:
favor of the 1. Diminishing number
operations. of skilled manpower
2. Lack of funds
3. Defective system
STRENGTHS

WEAKNESSES
Example:
1. Availability of skilled
manpower
2. Financial stability Anything that is is
3. Adequate guidelines against the
operations.
 EXTERNAL ENVIRONMENT
Opportunities &
Threats
Detailed analysis of external environment of the
firm such as:
Demographic
Analysis should
Political /
touch on population,
trends / profiles, etc. Peace and Order
Economic
Situation
Analysis should touch on inflation
rate, exchange rates, other
economic factors affecting the
project.
 The outcome of the analysis should identify the following:

EXTERNAL
ENVIRONMENT THREATS
ANALYSIS OUTCOME

Anything that Anything that

is in favor of is in against
the operations. the operations.
Example: Example:
1. Strong government support 1. Political Instability
2. Low inflation rate
SYSTEMATIC ANALYSIS
MANAGERIAL

Application in Engineering

Decision Potential Problem

Analysis Failure Cause
Analysis Analysis
To manage To find cause
To select implementation of deviation
option & changes
 DECISION ANALYSIS

Location Selection of engineering

of project personnel
sites

Setting of
terms of
employment

Selection of contractors,
equipment, materials,
appropriate technology
processes and procedures
 POTENTIAL FAILURE ANALYSIS
To manage implementation and changes

Project Construction Change of Plans

Material Substitution Change of Priorities

Reduction in Budget
Change of Project Heads
 PROBLEM
CAUSE
Project delays ANALYSIS
To find cause
Cost Overruns of deviation

Loss of Materials

Unexplained Work Stoppage

Failure of Equipment
 Fixing the Problem

CORRECTIVE ACTION:
Treats the cause of the
problem so it does not recur
ADAPTIVE ACTION:
When it is not possible or it
is very expensive to take
corrective action
INTERIM ACTION:
Action taken to
minimize the adverse
effects until a more
permanent solution
can be found
Note:
In gathering and analyzing facts, keep
in mind those “relevant factors” only
that will affect the resolution of the
main problem.
 Alternative Courses of
Action / Solution

Identify & develop List their advantages

possible ways to solve and disadvantages
the problem

Questions
 Does the alternative/possible solution answers the main
problem?
 Is it totally independent of the other alternative?
 Analysis of Various
Alternative Courses of Action
Put in writing how
you weighed the Advantage

different advantage Note which alternative

and disadvantages solution you strongly
Disadvantage
against one another feel best.

CONCLUSION

Just briefly restate what you

believe is the best possible
solution to the main problem.
 In making a decision, the following
must be considered:

Compare the contrast advantage / disadvantages of each

alternative.
Make the selection.
Articulate the main reasons for choosing and alternative
over the others.
State why chosen alternative is better than each rejected
alternatives.
 Characteristics of a Good Case Analysis

1. The analysis is based on the particular situational facts.

2. There is a clear understanding and identification of the central

problem.

3. The solution is ingenious, effective, practical and workable under

given circumstances.

4. The reporter is able to support and depend his analysis and final
decision
 The outstanding qualities of a
successful manager are reflected
in his ability to analyze
situations, make decisions, and
take definitive action.

The best way to become

labelled as an ineffective
manager is to avoid the
decision-making responsibility.