Week 11 - Ch10 - Solving Project Problems

Chapter 10 – Solving Project Problems
PRJM1002 Week 11
This Week’s Objectives
 Recap from last week
 Tools for solving project problems
 Commonly used tools
Module 3: Quality Tools Copyright © 2014 J. Ross Publishing Inc. 3-2

Recap from last week
 We worked on tools for analyzing processes
 Flow charts list out a sequence of events
 We use basic symbols to construct the flow chart
 Run chart is used to observe performance overtime
 Line chart with centerline
 Control chart is used to monitor, control and improve processes
 Line chart with centerline, upper control limit and lower control limit
 Voice of the Process and Voice of the Customer
 Cause and effect diagram
 Starting from the effect (problem) and categorize the major causes
 For each category ask why to determine the causes – 5-Whys
 Compliance Matrix
 Pillar diagram
 Mapping multiple causes and effects
 Calculate the effect relevancy
Introduction to Tools for Collecting and Understanding
Data
Tools may be applied to managing quality project
Five Categories
 Collecting data
 Understanding data
 Understanding processes
 Analyze processes
 Solving problems

Solving Problems – Force Field Analysis
• Purpose: Identify forces and factors that help or hinder problem solving
• Define the challenge
• Identify helping and hindering forces
• Assume forces are in balance
• Develop action plans to enhance helping forces or reduce the effect of hindering forces
• Apply the actions and change the balance
• References:
• https://asq.org/quality-resources/force-field-analysis
• https://www.smartdraw.com/force-field-analysis/examples/model-4-force-field-analysis/

Solving Problems – Force Field Analysis: Step 1

Solving Problems – Force Field Analysis: Step 2

Solving Problems – Brainstorming
• Purpose: Creatively and efficiently generate a high volume of ideas free of
criticism
• Identify and define issue to be addressed.
• Creativity rules!
• No criticism, clarification, prioritization, or discussion.
• Two approaches:
• Structured – Round-robin
• Unstructured – Free-for-all
• Clarify, remove duplicates after process is complete.

Solving Problems – Affinity Diagram
• An affinity diagram shows the relationships between information, opinions,
problems, solutions, and issues by placing them in related groups.
• It allows a broad range of ideas to be organized so they can be more effectively
analyzed. It's also known as a KJ diagram.
• Purpose: Organize and summarize unstructured ideas or issues
• Write ideas on “sticky” notes; place on board.
• One at a time, team members individually and silently move notes into groups.
• In cases of conflict, make a duplicate note.
• When completed, discuss and resolve conflicts.
• Create group headers or titles.
• References:
• https://asq.org/quality-resources/affinity
• https://www.smartdraw.com/affinity-diagram/

Solving Problems – Nominal Group Technique & Multi-
Voting
• Nominal group technique is a method for prioritizing ideas free of bias or
influence by factors such as the boss’s opinion or a particularly vocal team
member.
• This approach allows ideas to be considered on their own merit.
• Purpose: Develop team consensus on priority rankings free of bias or influence
• Anonymous input overcomes group bias or social influence of others; levels the
playing field
• Disciplined process, not haphazard approach
• Builds commitment through equal participation

Solving Problems – Nominal Group Technique & Multi-
Voting
• Process
• Anonymously generate list of ideas
• Reduce list to 50 or less by multi-voting
• Each individual anonymously identifies top 20 or 25
• Tally the votes on the list; eliminate low-score ideas
• Each individual anonymously prioritizes list
• Up to 20 ideas, prioritize 4 (high-to-low; 4-3-2-1)
• 21 - 35 ideas, prioritize 6
• 36 or more ideas, prioritize 8
• Tally individual priorities to identify overall priorities

Chapter 10 Summary (more)
 To solve problems, project managers must take action. Quality tools help determine the right
action to take.
 Problem solving and quality improvement involve change. Before you can make a change of
some kind, you must understand the forces at play within the organization that influence
change.
 Force field analysis identifies forces and factors that help or hinder problem solving. Helping
forces must be made more influential or hindering forces must be made less influential. It is
often easier to reduce the influence of hindering forces than it is to increase the influence of
helping forces.
 Brainstorming is a tool for creatively and efficiently generating a high volume of ideas free of
criticism. During brainstorming, creativity is the rule; no idea is too unconventional for
consideration. No criticism, clarification, prioritization, or discussion of ideas is permitted as
ideas are presented.

Chapter 10 Summary (continued)
 Brainstorming may be employed in a structured approach in which team members present one
idea at a time, going around the team in round-robin fashion.
 Brainstorming may be employed in an unstructured approach in which team members present
their ideas in a free-for-all fashion with no limit on the number of ideas presented at one time
and no sequence of presentation among team members.
 The brainstorming approach employed depends on the desires and personalities of the team.
 An affinity diagram may be used to organize and summarize unstructured ideas or issues. Team
members associate individual ideas with other ideas that have something in common one at a
time until all ideas are grouped together in associated categories. Groups are then given titles
that reflect the nature of the association.

Chapter 10 Summary (continued)
 A large number of ideas may be reduced to a more workable number by multi-voting in which
each team member assigns one point each to the top twenty ideas among the total. Adding all
points for each idea allows elimination of low-scoring ideas. No idea should be eliminated
without the writer’s concurrence.
 Nominal group technique is a method for developing team consensus on priority ranking of
ideas or issues free of bias or influence. Ideas may be generated by anonymous input from team
members or by a public disclosure method such as brainstorming.
 In applying nominal group technique, team members anonymously assign priorities to a small
number of ideas. Adding priorities for each idea produces a prioritized list that was reached by
team consensus.

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Chapter 10 – Solving Project Problems

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