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| − | '''''Improving Decision Making in Project Management with the SPALTEN Problem-Solving Methodology''''' | + | ''This site will be deleted.'' |
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| − | ''Author: Felix Dressel''
| + | For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]] |
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| − | ''This page is under construction''
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| − | This article describes the approach of the problem-solving methodology SPALTEN in a Project Management context.
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| − | The SPALTEN problem-solving process was initially published in 2002 by Albers et al. as a method which is universally applicable to any sort of problem in product development and project management.<ref name=''SPALTENAlbers2002''> ''Albers, A., M. Saak, N. Burkhardt, and D. Schweinberger (Eds.). 2002. Gezielte Problemlösung bei der Produktentwicklung mit Hilfe der SPALTEN-Methode'' </ref> SPALTEN can be adapted in condition and complexity to any problem. Its strength is to gather and analyze the given situation as well as to create, rate and select possible solutions. The method also enables the user to divide one big problem into smaller ones. Consequently, it is easier to manage the problem and work out a solution.<ref name=''SPALTENAlbers2016''> ''Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. 15 Years of SPALTEN Problem Solving Methodology in Product Development'' </ref> It is confirmed, that due to its flexibility, engineers are able to apply SPALTEN throughout the entire product development process as well as across multiple other activities in project management.<ref name=''SPALTENSaak2006''> ''Saak, Marcus. 2006. Development of a concept and of a prototype for a computer-aided tool for the efficient employment of the problem solving methodology "SPALTEN"'' </ref> | + | |
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| − | The term ''SPALTEN'' was designed as an acronym representing its different steps (in German). The method is structured by seven working steps, each of which can be carried out with different subordinate methods.<ref name=''SPALTENAlbers2016''> ''Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. 15 Years of SPALTEN Problem Solving Methodology in Product Development'' </ref> The seven steps are:
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| − | (S) Situation Analysis
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| − | (P) Problem Containment
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| − | (A) Alternative Solutions
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| − | (L) Selection of Solutions
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| − | (T) Consequences Analysis
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| − | (E) Make Decision and Realization
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| − | (N) Recapitulate and Learn
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| − | The following chapters of this article will elaborate how the SPALTEN problem-solving process is implemented, how the different steps are carried out in practice (course of action, examples, etc.) and what its limitations are. Additionally, other influencing factors like the problem-solving team, a regular check of information and a continuous idea storage will be introduced together with their relevance and application in this method. Depending on the length of the topics mentioned before, also a gamified approach (The SPALTEN Expedition) can be presented.
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| − | ==Overview==
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| − | ===Problem Solving and Decision Making in Project Management===
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| − | In the process of project management, the successful realization of the projects often depends on the ability to solve problems when encountered. As Burke and Barron state: “A project is often just a big problem that needs to be solved.”<ref name=BurkeBarron2014/> While such a problem might often be seen as an obstacle, it also provides an opportunity through which the current situation can be improved. To address the problems the project manager needs a problem-solving system to identify the problem as concrete as possible but also needs to come up with creative solutions.<ref name=BurkeBarron2014/>
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| − | [[File:ProblemSolving_DecisionMaking.jpg|thumb|300px|Figure 1: The processes of Problem Solving and Decision Making in Project Management (''inspired by <ref name=BurkeBarron2014> ''Burke, Rory, and Steve Barron. 2014. Problem Solving. In Project Management Leadership: Building Creative Teams, Second Edition, Eds. Rory Burke, and Steve Barron, 317–336Hoboken, NJ, USA: John Wiley & Sons, Ltd.'' </ref>'')]]
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| − | The processes of the identification of problems and the decision making of different solution possibilities are often connected. While the problem-solving process focuses on concretely defining the problem and coming up with different solutions (divergent), the decision-making process has to consider all the different solution possibilities by taking into account the surrounding situation and has to ensure that the selected solution solves the problem as comprehensive as possible (convergent). These two sides are visualized in Figure 1.<ref name=BurkeBarron2014/>
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| − | During the whole process, actions have to be carried out which build upon each other. During the problem-solving process, the actions are:<ref name=BurkeBarron2014/>
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| − | # '''Define Objectives:''' The starting point of the problem-solving process: Define the goals and objectives of the project against which the problems and opportunities have to be evaluated.
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| − | # '''Identify Problems and Opportunities:''' Identify and define the problems and opportunities encountered during the project.
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| − | # '''Gather Information:''' Gather all relevant data and information to create an overview of the current situation.
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| − | # '''Solve Problem:''' Create a list of possible solution which have to be evaluated and weighted in further steps.
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| − | The decision making starts where the problem-solving ends. After identifying multiple solutions, the following actions are:<ref name=BurkeBarron2014/>
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| − | # <li value="5">'''Identify Need for a Decision:''' What decisions have to be made? Who has the authority to make them?</li>
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| − | # '''Gather Information:''' Gather all data and information which are relevant for the decision.
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| − | # '''Make Decision:''' Decide on the best possible solution.
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| − | # '''Implement Decision:''' This includes the presentation of the decision, its justification, and further steps for the implementation.
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| − | # <li value="9">Amsterdam</li>
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| − | {{ordered list|start=9
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| − | | Amsterdam
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| − | | Rotterdam
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| − | | The Hague
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| − | }}
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| − | ===The SPALTEN Problem-Solving Methodology===
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| − | ==How to use SPALTEN==
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| − | ===Situation Analysis===
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| − | ===Problem Containment===
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| − | ===Alternative Solutions===
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| − | ===Selection of Solutions===
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| − | ===Consequences Analysis===
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| − | ===Make Decision and Realization===
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| − | ===Recapitulate and Learn===
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| − | ==Improving Decision Making with the SPALTEN Problem-Solving Methodology==
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| − | ==The Limitations of SPALTEN==
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| − | == References ==
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| − | <references />
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| − | ==Annotated bibliography==
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