View source for APPPM Issue Tree


== Abstract ==


Mainly, a Issue-driven problem-solving process consists in three phases: identifying, solving and communicating. 

Firstly, the identifying phase consists in the problem definition in which the consultor dentify which problem to solve, stakeholders that influence the solution and key success criteria for the work ahead. 

Next, the solving phase consist in three steps: 

- Issue identification and prioritisation: Problems are deconstructed into quantifiable and formal problem statements (issues) that can be prioritized  

- Identify hypotheses: Hypotheses are identified and formulated for every issue in order to make analysis possible

- Conduct analyses: Collect data and conduct required analyses

Finally, the process proceed with the last phase which is the communicating. This last part of the Issue-driven problem-solving process consists in synthesizing of findings and developing recommendations. The aim of this phase is to develop clear communication of results and recommended solution. 
  
Due to the complexity and length of this process, this article will focus on the first step of the second phase, ''Issue identification and prioritisation'', by using a methodology that will be called: '''The Issue Tree'''. [https://www.craftingcases.com/issue-tree-guide/]

In a general way, it is a question of deconstructing the problem into quantifiable and formal problem statements (issues) that can be prioritized and prioritising what issues to focus on in the analysis based on each issue’s impact on the overall problem-solving.


== Big Idea ==



== Application ==

A '''problem''' is the difference between current and desired end state. It can be said that, before solving a case, one is in the current state in which a problem-solving process must be applied in order to reach the desired state. A problem does not necessarily have to be negative, it can simply be an option to improve the efficiency of the company, such as improving the manufacturing process, evaluating better suppliers, implementing new automotive processes in a factory, etc. 

The '''value creation''' comes from solving difficult problems by  mitigating a number of challenges that a company may face: 

- '''Not sufficient time.''' Deadlines are tight, the organisation waits for critical decisions.
- '''There are different options.''' Different people in the organisation see the problem differently and, consecuently, people push for different solutions.
- '''Too much data.''' Not known where to start looking or the level of data quality. 
- '''Not sufficient resources.''' The problem is to be solved on top of daily work.
- '''The problem is not clearly defined.''' There is more than one problem. 
- '''Too little insight.''' Do not have sufficiently granular insights about the market or how it is doing

The implicit purpose of value creation and of detecting a clear problem leads us to the need to implement a '''standard methodology''' that aims to solve in a simple, efficient and concise way any type of business case. 

Once the first phase explained above, identification, has been completed, we proceed to the second phase with a definition of the problem. It is assumed that the problem consists of the difference between the expected and the actual state of affairs. 

Within the problem, a number of issues will be identified and prioritised. These are a logical component of a problem, potentially made up of several sub issues that can be analysed and often quantified.




== Limitation ==


== Annotated bibliography ==