APPPM Issue Tree - Revision history

Claudia Balcells Bonals at 14:13, 28 February 2021

2021-02-28T14:13:30Z

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	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.		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.


	=== Logic Issue Tree ===		=== Logic Issue Tree ===


	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.		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.
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	Third, issue trees are also a great communication tool. They are easy for customers and teams to understand because they are visual. If structured correctly, they also ensure that no potential cause of a problem is overlooked as part of the analysis. This often reassures customers in real life.		Third, issue trees are also a great communication tool. They are easy for customers and teams to understand because they are visual. If structured correctly, they also ensure that no potential cause of a problem is overlooked as part of the analysis. This often reassures customers in real life.


	=== MECE principle ===		=== MECE principle ===
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	[[File:MECE Issue Tree.PNG\|500px\|center\|thumb\|Mece priciple, ensure reasoning without gaps and overlaps]]		[[File:MECE Issue Tree.PNG\|500px\|center\|thumb\|Mece priciple, ensure reasoning without gaps and overlaps]]


	=== Prioritisation Matrix ===		=== Prioritisation Matrix ===
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	:- Trust yourself, remember that your job is to focus.		:- Trust yourself, remember that your job is to focus.


	=== The 80/20 rule ===		=== The 80/20 rule ===
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	[[File:80.20 rule.PNG\|400px\|center\|thumb\|The 80-20 rule, principle that states that 80% of the results are due to 20% of the initial inputs]]		[[File:80.20 rule.PNG\|400px\|center\|thumb\|The 80-20 rule, principle that states that 80% of the results are due to 20% of the initial inputs]]


	== Application ==		== Application ==
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	In it, as in the other areas, the five process groups are dealt with. Of these, only the first two are related to the Logic Issue Tree, so that the initiation and planning phases can be carried out in a standardised, methodical and effective way.		In it, as in the other areas, the five process groups are dealt with. Of these, only the first two are related to the Logic Issue Tree, so that the initiation and planning phases can be carried out in a standardised, methodical and effective way.


	== Limitations ==		== Limitations ==
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	*'''Wicked problems.''' This is a category of problems that do not have a definitive formulation because their requirements are incomplete, contradictory or changing. These problems have no criteria that determine the solution, always have more than one explanation and are usually symptoms of other complex problems. On the other hand, they often show a high interdependence with other internal and external elements. There is no complete list of possible moves to find a solution. Each wicked problem is unique and its resolution may reveal or create new problems. The problem-solving process in this case sometimes requires a lot of effort to clarify the problem and the steps to be taken, therefore it may involve a lengthy process of identifying and prioritising the issues and the consequent monetary investment.<ref>[http://www.uctc.net/mwebber/Rittel+Webber+Dilemmas+General_Theory_of_Planning.pdf], Dilemmas in a general theory of planning, Horst W. J. Rittel, June 1973 </ref>		*'''Wicked problems.''' This is a category of problems that do not have a definitive formulation because their requirements are incomplete, contradictory or changing. These problems have no criteria that determine the solution, always have more than one explanation and are usually symptoms of other complex problems. On the other hand, they often show a high interdependence with other internal and external elements. There is no complete list of possible moves to find a solution. Each wicked problem is unique and its resolution may reveal or create new problems. The problem-solving process in this case sometimes requires a lot of effort to clarify the problem and the steps to be taken, therefore it may involve a lengthy process of identifying and prioritising the issues and the consequent monetary investment.<ref>[http://www.uctc.net/mwebber/Rittel+Webber+Dilemmas+General_Theory_of_Planning.pdf], Dilemmas in a general theory of planning, Horst W. J. Rittel, June 1973 </ref>


	== Annotated bibliography ==		== Annotated bibliography ==
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	*http://files.meetup.com/11447962/Rittel%2BWebber_1973_PolicySciences4-2.pdf: Rittel, H. W.J. & Webber, M.M. (1973) Dilemmas in General Theory of Planning. Policy Sciences 4 (1973).		*http://files.meetup.com/11447962/Rittel%2BWebber_1973_PolicySciences4-2.pdf: Rittel, H. W.J. & Webber, M.M. (1973) Dilemmas in General Theory of Planning. Policy Sciences 4 (1973).
	:- Resource that explains in more detail the definition of the different types of problems that affect the limitations of this methodology.		:- Resource that explains in more detail the definition of the different types of problems that affect the limitations of this methodology.


	== References ==		== References ==
	<references/>		<references/>

Claudia Balcells Bonals: /* Prioritisation Matrix */

2021-02-28T14:05:44Z

Prioritisation Matrix

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	This procedure of prioritisation can be approached from different angles. The parameters used in the abscissa and coordinates axes can be changed and focused on the most important topics that wants to be evaluated. Furthermore, this same methodology can be equally applied for the different tracks of the Logic Issue Tree. Thanks to that, using the same prioritization principle all the different issues and sub-issues can be evaluated following the same implementation rules. In order to do a great use of the Prioritisation Matrix, there are some advices to be followed:		This procedure of prioritisation can be approached from different angles. The parameters used in the abscissa and coordinates axes can be changed and focused on the most important topics that wants to be evaluated. Furthermore, this same methodology can be equally applied for the different tracks of the Logic Issue Tree. Thanks to that, using the same prioritization principle all the different issues and sub-issues can be evaluated following the same implementation rules. In order to do a great use of the Prioritisation Matrix, there are some advices to be followed:


	:- Use common sense, it is important to be objective and not let one's own ideas or motivations affect prioritisation.		:- Use common sense, it is important to be objective and not let one's own ideas or motivations affect prioritisation.

Claudia Balcells Bonals: /* Prioritisation Matrix */

2021-02-28T14:05:28Z

Prioritisation Matrix

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	[[File:Prioritise.PNG\|300px\|right\|thumb\|Prioritise by eliminating issues]]		[[File:Prioritise.PNG\|300px\|right\|thumb\|Prioritise by eliminating issues]]


	*To help to prioritise the efforts, identify clearly what is most important.		*To help to prioritise the efforts, identify clearly what is most important.
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	*To help to ask “so what”, but also ask yourself what you may have forgotten		*To help to ask “so what”, but also ask yourself what you may have forgotten


	Eliminating issues can be difficult because team members will have differing opinions on what is critical to the analysis. In order to standardise the process and to take into account all opinions in order to arrive at a better prioritisation, a methodology is again established to be applied.		Eliminating issues can be difficult because team members will have differing opinions on what is critical to the analysis. In order to standardise the process and to take into account all opinions in order to arrive at a better prioritisation, a methodology is again established to be applied.
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	Finally, the items will be split in 4 categories:		Finally, the items will be split in 4 categories:


	*'''Immediate implementation.''' The items in this category are those in the top right hand corner quadrant, therefore with a high level of financial impact and high level of ease of implementation. These are issues or sub-issues that if implemented can generate a high benefit value and are easy and straightforward to implement. This category identifies the best items to implement and is intended to be set up and planned immediately, involving a significant change in benefits from the outset and very little execution effort.		*'''Immediate implementation.''' The items in this category are those in the top right hand corner quadrant, therefore with a high level of financial impact and high level of ease of implementation. These are issues or sub-issues that if implemented can generate a high benefit value and are easy and straightforward to implement. This category identifies the best items to implement and is intended to be set up and planned immediately, involving a significant change in benefits from the outset and very little execution effort.

Claudia Balcells Bonals: /* MECE principle */

2021-02-28T14:05:01Z

MECE principle

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	*'''CE.''' (Collectively Exhaustive) It implies that the set of ideas includes all possible options. Thus, it means that all entities are considered relevant.		*'''CE.''' (Collectively Exhaustive) It implies that the set of ideas includes all possible options. Thus, it means that all entities are considered relevant.


	Linking ''Mutually Exclusive'' with ''Collectively Exhaustive'' allows a large amount of information to be generated and simplified into multiple separate and distinct sets of ideas, the issues and sub-issues. After having verified the quality of the Logic Issue Tree using the MECE principle, it can be said that a structured representation of the problem is available, which was the objective of this second phase step. It basically means your reasoning has no gaps (Collectively Exhaustive, all parts together exhaust the whole) and no overlaps (Mutually Exclusive, one part is different and independent from the other).		Linking ''Mutually Exclusive'' with ''Collectively Exhaustive'' allows a large amount of information to be generated and simplified into multiple separate and distinct sets of ideas, the issues and sub-issues. After having verified the quality of the Logic Issue Tree using the MECE principle, it can be said that a structured representation of the problem is available, which was the objective of this second phase step. It basically means your reasoning has no gaps (Collectively Exhaustive, all parts together exhaust the whole) and no overlaps (Mutually Exclusive, one part is different and independent from the other).

Claudia Balcells Bonals: /* MECE principle */

2021-02-28T14:04:53Z

MECE principle

← Older revision		Revision as of 14:04, 28 February 2021
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	In order to build quality into a Logic Issue Tree the '''MECE''' principle is used. <ref>[https://en.wikipedia.org/wiki/MECE_principle], The MECE principle, Wikipedia, January 2021 </ref> This theory suggests that all the possible causes or options to be considered in solving these problems can be grouped and categorized in a particular way:		In order to build quality into a Logic Issue Tree the '''MECE''' principle is used. <ref>[https://en.wikipedia.org/wiki/MECE_principle], The MECE principle, Wikipedia, January 2021 </ref> This theory suggests that all the possible causes or options to be considered in solving these problems can be grouped and categorized in a particular way:


	*'''ME.''' (Mutually Exclusive) This is a concept related to probability theory which implies that two events cannot occur at the same time. For this reason, when two mutually exclusive ideas are put forward, it implies that they are separate and cannot overlap with each other.		*'''ME.''' (Mutually Exclusive) This is a concept related to probability theory which implies that two events cannot occur at the same time. For this reason, when two mutually exclusive ideas are put forward, it implies that they are separate and cannot overlap with each other.

Claudia Balcells Bonals: /* Logic Issue Tree */

2021-02-28T14:04:43Z

Logic Issue Tree

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	From this difference arises the need to use a '''Logic Issue Tree''', which consists of decomposing the main problem into issues. This scheme offers three main advantages:		From this difference arises the need to use a '''Logic Issue Tree''', which consists of decomposing the main problem into issues. This scheme offers three main advantages:


	*Splits complex problems into (quantifiable) elements that can be analysed		*Splits complex problems into (quantifiable) elements that can be analysed

Claudia Balcells Bonals: /* Problem definition */

2021-02-28T14:04:34Z

Problem definition

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	:- '''Too little insight.''' Do not have sufficiently granular insights about the market or how it is doing.		:- '''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.		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.

Claudia Balcells Bonals: /* Problem definition */

2021-02-28T14:04:20Z

Problem definition

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	The '''value creation''' comes from solving difficult problems by mitigating a number of challenges that a company may face:		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.		:- '''Not sufficient time.''' Deadlines are tight, the organisation waits for critical decisions.
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	:- '''Too little insight.''' Do not have sufficiently granular insights about the market or how it is doing.		:- '''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.		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.

Claudia Balcells Bonals: /* Big Idea */

2021-02-28T14:03:40Z

Big Idea

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	Next, the solving phase consist in three steps:		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		*'''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		*'''Identify hypotheses.''' Hypotheses are identified and formulated for every issue in order to make analysis possible

	- '''Conduct analyses.''' Collect data and conduct required analyses		*'''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.		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.

Claudia Balcells Bonals: /* Problem definition */

2021-02-28T14:03:21Z

Problem definition

← Older revision		Revision as of 14:03, 28 February 2021
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	- '''Not sufficient time.''' Deadlines are tight, the organisation waits for critical decisions.		:- '''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, consequently, people push for different solutions.		:- '''There are different options.''' Different people in the organisation see the problem differently and, consequently, people push for different solutions.

	- '''Too much data.''' Not known where to start looking or the level of data quality.		:- '''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.		:- '''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.		:- '''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.		:- '''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.		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.		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.

	=== Logic Issue Tree ===		=== Logic Issue Tree ===