INTERNATIONAL SCHOOL OF MANAGEMENT AND

TECHNOLOGY
TINKUNE, KATHMANDU

Submitted to: Submitted by:

Ramesh Thapa Garima Giri(Lecturer)
Roll no: 31 Professional Practice
Section: A
Faculty: BSc.IT

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Acknowledgement:
In performing my assignment, it's a successful one I had to take the help and guideline of some
respected persons. First of all, I am grateful to my friends and respected teacher who gives me sound
mind & sound health to accomplish my assignment. The completion of the report gives me much
Pleasure. But it is not my credit in this endeavor. I would like to thank my gratitude Garima Giri
mam and International school of management and technology (ISMT) for giving me this assignment
I know more interesting thing from doing assignment.

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Table of Contents
Q.no1: Report on Problem solving techniques ...................................................................................... 4
Introduction: Problem ............................................................................................................................ 4
Problem-solving process ........................................................................................................................ 4
Problem solving methods....................................................................................................................... 6
Flowchart ............................................................................................................................................... 7
The 5 Whys .......................................................................................................................................... 10
Fishbone Analysis ............................................................................................................................... 13
Gantt Chart ........................................................................................................................................... 15
Problem Definition Process ................................................................................................................ 17
SWOT Analysis .................................................................................................................................. 17
Conclusion ........................................................................................................................................... 18
References ............................................................................................................................................ 18
Q.No.2) Report on Critical Reasoning and Analysis ........................................................................... 19
Introduction .......................................................................................................................................... 19
Analytical Reasoning ........................................................................................................................... 20
Types of Analytical Reasoning ............................................................................................................ 20
The Critical Thinking Process ............................................................................................................. 21
Conclusion ........................................................................................................................................... 21
References ............................................................................................................................................ 22

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Q.no1: Report on Problem solving techniques

Introduction: Problem
In this planet everyone has own its problem. Problem could be an issue or matter you want to
understand existing educational problems that people are seeking to solve situations that you want to
improve or areas where some conceptual clarity is needed. Situations in which the research is trying
to answer question empirically. Basically, A matter or situation regarded as unwelcome or harmful
that need to be dealt with and overcome
Problem = Expected outcome – Existing outcome

Problem-solving process
All teams and organizations will encounter challenges as they grow. There are problems that might
occur for teams when it comes to communication, resolving business-critical issues, or challenges
around growth, design, user activation and development.
Problem solving activities are primarily designed to help a group or team through a process of
first identifying problems and challenges, ideating on possible solutions, and then evaluating the
most suitable.
Finding effective solutions to complex problems isn’t easy, but by using the right techniques,
methods, games and creativity exercises can help your team be more efficient in the process.
Remember that not all problems are the same, and organizations of different sizes, business stages
and industries require different problem-solving techniques. Solutions are also likely to be different
based on the team attempting to deliver them.

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How do you identify a solution?
Finding solutions is the end goal of any problem solving activity and whatever problem solving
techniques you employ, organizational challenges can only be solved with an appropriate solution.
A key stage for any problem solving model is to ensure that you are first solving the right problem
and have clarified it through the problem identification and problem analysis stages of the process.
Once you know you are approaching the right problem, you can begin to identify the right solution.
Remember that the problem solving process is iterative. While you might not get the right solution
on your first try, by using some of the problem solving activities below to find a wide range of
solutions and encourage creative thinking, you can help facilitate the creation of a number of
solutions before identifying those most likely to succeed.

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Problem solving methods
Problem solving methods are the steps that use to find solutions to problems and issues. Humans are
naturally quite good at problem solving, and that often use sophisticated methods that we don't even
know we're using to try to get to the answer. Learning about the methods will enable you to
recognize the approaches that already use and identify other approaches that could be useful for
others. Then, have several tools to help that strategize solutions to difficult problems.
In this section, we’ll look at in-depth problem solving methods that provide a complete end-to-end
process for developing effective solutions.
1. Flow chart
2. 5 Whys
3. Tree diagram

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 4. Gantt Chart
5. Matrix Diagram
6. Bar Chart
7. Pie Chart
8. Histogram
9. Cause and Effect Diagram
10. Relational Diagram
11. Stratification
12. Waterfall Chart
13. Control chart
14. Scatter Diagram
15. Matrix Data Analysis Chart
16. Belt Graph
17. Radar Control
18. Arrow Diagram
19. Process Decision Program Chart
20. Jam Lighting Decision Jam
21. Problem Definition Process

1.Flowchart
A mind map is generally a good tool for non-linear thinkers. However, if you are a linear thinker—a
person who thinks in terms of step-by-step progression—a flowchart may work better for your
problem-solving strategy. A flowchart is a graphical representation of a workflow or process with
various shapes connected by arrows representing each step.

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 Fig: Project Development Decision Tree
Flowcharts or decision trees are best used to solve problems or answer questions that are likely to
come up multiple times. For example, Yoder Lumber, a family-owned hardwood manufacturer, built
decision trees to demonstrate what employees should do in the case of an injury.
To start your problem-solving flowchart, follow these steps:
1. Draw a starting shape to state your problem.
2. Draw a decision shape where you can ask questions that will give you yes-or-no answers.

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 3. Based on the yes-or-no answers, draw arrows connecting the possible paths you can take to
work through the steps and individual processes.
4. Continue following paths and asking questions until you reach a logical solution to the stated
problem.
5. Try the solution. If it works, you’re done. If it doesn’t work, review the flowchart to analyze
what may have gone wrong and rework the flowchart until you find the solution that works.
If problem involves a process or workflow , you can also use flowcharts to visualize the current state
of your process to find the bottleneck or problem that’s costing company time and money.

Fig: Flowchart visualize the problem that’s costing company time and money.

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2. The 5 Whys
Sometimes, a group needs to go further with their problem solving strategies and analyze the root
cause at the heart of organizational issues. An RCA or root cause analysis is the process of
identifying the root causes behind business problems or recurring challenges or events.
Generally, most problem solving techniques and problem solving models can be adapted for
conducting root cause analysis and for creating solutions to the root causes discovered as a result.
That said, there are some problem solving strategies and approaches that work best as root cause
analysis tools and can be used as a root cause analysis template.
How to Use the 5 Whys
The model follows a very simple seven-step process:
1. Assemble a Team
Gather together people who are familiar with the specifics of the problem, and with the process that
you're trying to fix. Include someone to act as a facilitator , who can keep the team focused on
identifying effective counter-measures.
2. Define the Problem
If you can, observe the problem in action. Discuss it with your team and write a brief, clear problem
statement that you all agree on. For example, "Team A isn't meeting its response time targets" or
"Software release B resulted in too many rollback failures."
Then, write your statement on a whiteboard or sticky note, leaving enough space around it to add
your answers to the repeated question, "Why?"
3. Ask the First "Why?"
Ask your team why the problem is occurring. (For example, "Why isn't Team A meeting its response
time targets?")
Asking "Why?" sounds simple, but answering it requires serious thought. Search for answers that are
grounded in fact: they must be accounts of things that have actually happened, not guesses at what
might have happened.
4. Ask "Why?" Four More Times
For each of the answers that you generated in Step 3, ask four further "whys" in succession. Each
time, frame the question in response to the answer you've just recorded.

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 Figure 1: 5 Whys Example (Single Lane)

The 5 Whys method also allows you to follow multiple lanes of inquiry. An example of this is shown
in Figure 2, below.
In our example, asking "Why was the delivery late?" produces a second answer (Reason 2). Asking
"Why?" for that answer reveals a single reason (Reason 1), which you can address with a counter-
measure.
Similarly, asking "Why did the job take longer than expected?" has a second answer (Reason 2), and
asking "Why?" at this point reveals a single reason (Reason 1). Another "Why?" here identifies two
possibilities (Reasons 1 and 2) before a possible counter-measure becomes evident.
There is also a second reason for "Why we ran out of printer ink" (Reason 2), and a single answer for
the next "Why?" (Reason 1), which can then be addressed with a counter-measure.

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Figure 2: 5 Whys Example (Multiple Lanes)

Step 5. Know When to Stop

You'll know that you've revealed the root cause of the problem when asking "why" produces no
more useful responses, and you can go no further. An appropriate counter-measure or process change
should then become evident. (As we said earlier, if you're not sure that you've uncovered the real root
cause, consider using a more in-depth problem-solving technique like Cause and Effect Analysis
,Root Cause Analysis.)
If you identified more than one reason in Step 3, repeat this process for each of the different branches
of your analysis until you reach a root cause for each one.
6. Address the Root Cause(s)
Now that you've identified at least one root cause, you need to discuss and agree on the counter-
measures that will prevent the problem from recurring.
7. Monitor Your Measures
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Keep a close watch on how effectively your counter-measures eliminate or minimize the initial
problem. You may need to amend them, or replace them entirely. If this happens, it's a good idea to
repeat the 5 Whys process to ensure that you've identified the correct root cause

3. Fishbone Analysis
Fishbone Analysis – or Ishikawa diagram as also popularly labeled – helps groups to dig deeper and
understand the origins of a problem in order to deliver more considered and effective solutions. It’s a
great example of a root cause analysis template that is simple for everyone on a team to get their
head around.
Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue
to be worked on at the head of a fish before then brainstorming the root causes of the problem and
adding them as bones on the fish.
Using abstractions such as a diagram of a fish can really help a team break out of their regular
thinking and develop creative approach to both the problem and solution. Particularly useful with
work problems that may require a larger organizational solution, definitely give Fishbone Analysis a
go if you want to improve problem solving skills in your team which can lead to effective business
change.
Once you have a list of problems that need to be solved and have organized them accordingly, you’re
then well-positioned for the next problem solving steps. Problem Tree is a super-effective way of
both identifying and analyzing problems before moving onto developing solutions.
Fishbone (Cause and Effect) Diagram:
Fishbone diagrams are common problem solving tool so-named because, once complete, they
resemble the skeleton of a fish.
With the possible root causes of an issue (the ribs) branching off from either side of a spine line
attached to the head (the problem), dynamic fishbone diagrams let you:
• Lay out a related set of possible reasons for an existing problem
• Investigate each possibility by breaking it out into sub-causes
• See how contributing factors relate to one another

A fishbone diagram organizes possible causes into a visual format that is quickly understood.
Making fishbone diagrams is easy
The following fishbone diagram was made by a customer service team addressing lengthy customer
call times –

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 fig: Example for Call Center
Here are the steps that the team followed in creating the fishbone diagram –

Step Description
State the The problem statement was first placed at the “head of the fish.” In this case, the
Problem problem statement is, “Call Times Exceeding Two Minutes.” This is a good
problem statement because it is very specific and will keep the team focused .
Document Before the “skeleton” of the fishbone diagram was filled in, the team
Possible brainstormed possible causes for excessive call times. Then they grouped the
Causes causes into three major categories: (a) customer service rep knowledge, (b)
customer knowledge, and (c) call center environment.

Complete the In total, eight possible causes were assigned to the three groups above. The
Diagram causes included things like call center training, customer education, and creating
a better call center environment.

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After completing the fishbone diagram, the team collected data for two weeks using a check
sheet. The team then tallied up the reasons for all calls exceeding two minutes.

5.Gantt Chart
The Gantt Chart is a simple project management tool. It is used to track the timeline of tasks or
events that make up your project. A screenshot of our Gantt Chart appears below.

As you can see from the photo, this tool shows an overview of your project, and provides the same
information graphically with horizontal bars (much like a bar chart or pareto chart). Six Sigma Black
and Green Belts commonly use this type of chart as a means to ensure that their improvement
projects remain on schedule. So, what we've done is to create an effective means of utilizing a Gantt
Chart without having to go to the expense of buying that expensive project management software
and we'll tell you up front that our spreadsheet does not contain all the bells and whistles of the
expensive software, and it does not automatically integrate into commonly used business software
(this isn't expensive software, so something had to give).

Why should use this tool?

The Gantt Chart is an outstanding organizational tool. I've been advising my ISO9001 clients for
many years to do more planning. Not only from an overall business perspective, but from a quality
system viewpoint as well. Those of you who are well versed in quality management systems already
understand the requirements for planning within a quality system, and this tool fits in well (it can
also be audit evidence for any continual improvement opportunities!). Any time a change is made,
the change almost always has an effect upon something else... documents, people, processes, and so
forth. These are the concepts you must consider when making any change within your company. I
tell my clients and students, "There's no substitute for a good plan."

As part of your plan, you'll want to detail the steps or tasks required to complete the change. You'll
also want to know who is responsible for the completion of each task, and when it will be completed.
Some tasks can't be started before other tasks are completed. And in many Six Sigma projects, there
might be as many as 40 or more individual tasks before the project can be evaluated! Can you
imagine trying to manage 40 tasks to completion without some tracking device? That would be a
recipe for failure!

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How it Works

The image above shows where your information is entered. List your tasks in the first column, select
the start date and end date for the tasks. The example text shows the beginning of a Six Sigma
project for improving the time to complete a quote request. Some common terminology was entered
as the tasks to be completed with both start and end dates.

The screenshot to the left depicts what happens on the

spreadsheet once your task data is entered. Task duration is automatically calculated (in calendar
days), as well as the number of days remaining until the targeted completion date. We even let you
know when the task is considered "LATE."
Current tasks are shown with the blue bars in the graph section of the Gantt Chart, late tasks shown
as a red bar, and completed tasks have a green bar.

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As soon as each individual task is completed, simply go to the completed column and choose "Y" to
indicate completion. If you desire, you can select "N" for any or all not completed tasks without any
concerns... or you can simply leave the column blank until the task is completed. We error proofed
this element so that other team members cannot accidentally enter other data in the column. We also
error proofed the start date column... the start dates are compared to the start date of your first task.
All additional task start dates must be equal to or greater than the initial start date.

Plus, there's none of those silly macros running in the background of this spreadsheet... no chance of
something potentially malicious going on in the background.

6. Problem Definition Process

While problems can be complex, the problem-solving techniques you use to identify and solve those
problems can often be simple in design.
By taking the time to truly identify and define a problem and create a problem solving process that
allows a team to reframe the challenge as an opportunity, this method is a great way to enable a team
to solve problems with a focus on generating change. You begin by identifying a focus question and
exploring the ways in which it manifests before splitting into five teams who will each consider the
problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams
develop a problem objective and problem solving ideas in line with their method before then feeding
them back to the group.
Problem solving techniques like this are great for enabling in-depth discussions that create space for
finding creative solutions too! It will take a few hours, but the end to end process of Problem
Definition is well worth the time and effort you will put in.

7. SWOT Analysis
SWOT” is stands for “strengths, weaknesses, opportunities, and threats.” The goal of this type of
analysis is to gain an understanding of the internal factors (strengths and weaknesses) and external
factors (opportunities and threats) that are influencing your practice. If you offer multiple services
like laser, physical therapy, or nutrition, your SWOT analysis can be broadened or narrowed as
necessary.

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After you have determined the areas you want to examine, start listing items that apply to each
category. This exercise can be carried out with your partners and associates, with your staff, or by
yourself. If you’re conducting the analysis with a group, you may generate more items through
serendipity, by merging multiple ideas, or refining ideas through discussion.
Chances are you’ve heard of the SWOT Analysis before. This problem solving activity which
focuses on strengths, weaknesses, opportunities, and threats is a tried and tested part of many
problem solving strategies and is well worth using with your team or organization as part of the
problem solving process.
Start by creating a desired end state or outcome and bare this in mind – any process solving model is
made more effective by knowing what you are moving towards. Create a quadrant made up of the
four categories of a SWOT analysis and ask participants to generate ideas based on each of those
quadrants. Once you have those ideas assembled in their quadrants, cluster them together based on
their affinity with other ideas. These clusters are then used to facilitate group conversations and
move the problem solving process forward.

Conclusion
Overall, the problem solving process can often be as complicated and multifaceted as the problems
they are set-up to solve. With the right problem solving techniques and a mix of activities designed
to strengthen problem solving skills and generate solutions, we hope we’ve given you the tools to
find the best solutions as simply and easily as possible. In this session we learned all the detailed
about the problem solving technique.

References
https://www.chanty.com/blog/problem-solving-techniques/
https://www.thebalancecareers.com/problem-solving-skills-with-examples-2063764
https://www.lifehack.org/869077/problem-solving-steps
https://www.masterclass.com/articles/how-to-develop-problem-solving-skills
https://www.youtube.com/watch?v=z23Wq7Dz3lE
https://www.thevectorimpact.com/problem-solving-techniques/

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Q.No.2) Report on Critical Reasoning and Analysis

Introduction
Critical thinking is the ability to think clearly and rationally, understanding the logical connection
between ideas. In essence, critical thinking requires candidates to use their ability to find the reason
behind everything. Critical thinking is all about being an active learner rather than a passive recipient
of information. A good critical thinker will question ideas and assumptions rather than accepting
them as it is. They always seek to determine whether the ideas, argument and finding represent the
entire picture of any given statement or not.

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Analytical Reasoning
Analytical Reasoning test the analytical ability of a candidates. This section is one of the tricky
sections of logical reasoning. Some of the important chapters of analytical reasoning are statement
and argument, statement and assumption, statement and Conclusion, Statement and Course of
Action, Cause and Effect and so on. Let us now understand various types of analytical reasoning
from below.

Types of Analytical Reasoning

1. Statement and Argument
In this type of analytical reasoning, an argument is a statement or series of statement in which a
certain point of view is put up, expressing different opinion as all possible types of questions from
analytical reasoning like inferences, assumptions, course of action etc. are in some way related to
argumentation.
2.Statement and Assumption
In this type of analytical reasoning, assumption is something that we take for granted, we assume. In
various government exams, candidates will be given some statements followed by some
assumptions. By reading the given statement, candidates need to take the right decision. Here taking
the right decision means selecting the correct assumption.
3.Statement and Conclusion
In this type of analytical reasoning, passage or statement will be given followed by some conclusion.
Candidates need to take decision based on these statements and select the correct conclusion from
the given ones. Here, conclusion refers to the fat that can be true inferred from the given statement.
4. Statement and Course of action

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In this type of analytical reasoning, a situation will be given as a statement and some probable course
of action will be given in the context of that situation. Candidates will be asked to determine, which
of them should be followed based on the given statement. The given course of action will be true if
tit does solve or reduce or minimize the problem and if it is a piratical solution.
5.Cause and effect
In this type of analytical reasoning, two statement will be provided, and candidates need decide
whether the statement given are independent cause or effect of independent cause, pr is it simply a
common cause. The necessary condition for an event to occur is a cause, which supplement an event
to occur. For a cause to be valid, it must be either sufficient or necessary.

The Critical Thinking Process

Critical thinking is the ability to think clearly and rationally, understanding the logical connection
between ideas. Critical thinking has been the subject of much debate and thought since the time of
early Greek philosophers such as Plato and Socrates and has continued to be a subject of discussion
into the modern age, for example the ability to recognize fake news
You should be aware that none of us think critically all the time.
Sometimes we think in almost any way but critically, for example when our self-control is affected
by anger, grief or joy or when we are feeling just plain ‘bloody minded’.
On the other hand, the good news is that, since our critical thinking ability varies according to our
current mindset, most of the time we can learn to improve our critical thinking ability by developing
certain routine activities and applying them to all problems that present themselves.
Once you understand the theory of critical thinking, improving your critical thinking skills takes
persistence and practice.

Conclusion
Overall, Critical thinking is aimed at achieving the best possible outcomes in any situation. In order
to achieve this it must involve gathering and evaluating information from as many different sources
possible. In this session, we learned one of the most important aspects of critical thinking is to decide
what you are aiming to achieve and then make a decision based on a range of possibilities.

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References
https://www.skillsyouneed.com/learn/critical-thinking.html
http://img.scoop.it/9G02faa3z5_lHa-
4A_XYQTl72eJkfbmt4t8yenImKBVvK0kTmF0xjctABnaLJIm9
https://www.mindtools.com/pages/article/newTMC_5W.htm
https://www.startofhappiness.com/wp-content/uploads/2013/02/5-Whys-Problem-Solving.png
https://www.youtube.com/results?search_query=critical+reasoning+and+analysis+
https://testbook.com/learn/critical-reasoning/

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