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| − | '''''Problem Solving and Decision Making 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=BurkeBarron2014Problem> Burke, Rory, and Steve Barron. 2014a. ''"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> 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=BurkeBarron2014Problem/>
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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=BurkeBarron2014Problem/> and <ref name=BurkeBarron2014Decision/>'')]]
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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=BurkeBarron2014Problem/>
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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=BurkeBarron2014Problem/>
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| − | *1. '''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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| − | *2. '''Identify Problems and Opportunities:''' Identify and define the problems and opportunities encountered during the project.
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| − | *3. '''Gather Information:''' Gather all relevant data and information to create an overview of the current situation.
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| − | *4. '''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=BurkeBarron2014Decision> Burke, Rory, and Steve Barron. 2014b. ''"Decision Making"''. In Project Management Leadership: Building Creative Teams, Second Edition, Eds. Rory Burke, and Steve Barron, 337-349Hoboken, NJ, USA: John Wiley & Sons, Ltd.'' </ref>
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| − | *5. '''Identify Need for a Decision:''' What decisions have to be made? Who has the authority to make them?
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| − | *6. '''Gather Information:''' Gather all data and information which are relevant for the decision.
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| − | *7. '''Make Decision:''' Decide on the best possible solution.
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| − | *8. '''Implement Decision:''' This includes the presentation of the decision, its justification, and further steps for the implementation.
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| − | To ensure, that the solution was implemented successfully a feedback tool has to be installed. If the problem is not resolved, further measures and actions might be required by the project manager.<ref name=BurkeBarron2014Decision/>
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| − | ===The SPALTEN Problem-Solving Methodology===
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| − | [[File:SPALTEN_process.jpg|thumb|300px|Figure 2: The SPALTEN problem-solving process (''inspired by <ref name=Albers2002SPALTEN/> and <ref name=Albers2016SPALTEN/>'')]]
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| − | The SPALTEN problem-solving methodology was first published in 2002 by Albers et al.<ref name=Albers2002SPALTEN> Albers, A., M. Saak, N. Burkhardt, and D. Schweinberger (Eds.). 2002. ''"Gezielte Problemlösung bei der Produktentwicklung mit Hilfe der SPALTEN-Methode."'' </ref> The methodology is not limited to a certain topic or area of expertise but can be adapted in condition and complexity to any problem, which allows to approach a problem universally. The term SPALTEN (spalten (German) = to split) was designed and structured as an acronym representing its different steps. As presented in Figure 2, the steps are:<ref name=Albers2016SPALTEN> Albers, Albert, Nicolas Reiß, Nicola Bursac, and Jan Breitschuh (Eds.). 2016. ''"15 Years of SPALTEN Problem Solving Methodology in Product Development."'' </ref>
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| − | # Situation Analysis ('''S'''ituationsanalyse)
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| − | # Problem Containment ('''P'''roblemeingrenzung)
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| − | # Alternative Solutions ('''A'''lternative Lösungen)
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| − | # Selection of Solutions ('''L'''ösungsauswahl)
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| − | # Consequences Analysis ('''T'''ragweitenanalyse)
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| − | # Make Decision and Realization ('''E'''ntscheiden und Umsetzen)
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| − | # Recapitulate and Learn ('''N'''achbereiten und Lernen)
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| − | Each of the seven working steps can be conducted and supported by a set of suitable methods. This process helps the user to gather and analyze the given situation as well as to create, rate and select possible solutions. SPALTEN also enables to divide complex problems into smaller ones, which makes it easier to manage one big problem and work out a solution for this. For this, each of the working steps can be carried out as a separate SPALTEN process.<ref name=Albers2016SPALTEN/>
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| − | ==How to use SPALTEN==
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| − | The SPALTEN problem-solving methodology is separated into seven working steps. Throughout the process the problem-solving team needs to adapt to the respective demands. Different competences are required for the different steps. For this, additional experts can be consulted for specific tasks. Similar to the problem-solving team, also the present information has to be reconsidered continuously. Each step builds upon the one which came before, and therefore, all necessary information must be available before moving forward in the process. Throughout the whole problem-solving process, a continuous idea pool guarantees that no information is lost. This pool can be accessed any time by the team members to add new ideas. In the following the application of the different steps is described in detail together with examples for methods which can help the team to conduct each of them.<ref name=Albers2016SPALTEN/>
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| − | ===Situation Analysis===
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| − | The basis of SPALTEN is the Situation Analysis. The process starts with the collection of all relevant information of the current situation. This collected information must also be structured and documented in the same step.<ref name=Albers2016SPALTEN/>
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| − | ===Problem Containment===
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| − | The Problem Containment aims to describe the problem based on the collected information of the previous step. The previous structure has to be further specified by e.g., grouping the information by common attributes or connections. The result of this step is a prioritized list of problems from which one or two can be addressed in the following steps.<ref name=Albers2005SPALTEN>Albers, A., M. Saak, N. Burkhardt, and M. Meboldt (Eds.). 2005. ''"SPALTEN PROBLEM SOLVING METHODOLOGY IN THE PRODUCT DEVELOPMENT."''</ref>
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| − | ===Alternative Solutions===
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| − | After the core problem has been defined, possible solutions are generated in the step of Alternative Solutions. Usually, a high creativity is required for this step, which can be supported by specific creativity methods. The result is a high variety of possible solutions which cover the problem as comprehensive as possible.<ref name=Albers2016SPALTEN/>
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| − | ===Selection of Solutions===
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| − | The Selection of Solutions builds upon the high variety of solutions from the previous step. First of all, criteria have to be defined, on which the possible solutions can be compared, and the optimal one can be selected. The definition of selection criteria must be based on the specific problem situation which was defined in the step of problem containment.<ref name=Albers2005SPALTEN/>
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| − | ===Consequences Analysis===
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| − | One or more optimal solutions are selected. With the Consequences Analysis it is now possible to evaluate their risks and chances.<ref name=Albers2016SPALTEN/> <ref name=Albers2005SPALTEN/>
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| − | ===Make Decision and Realization===
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| − | After the optimal solution(s) has been identified and possible risks have been taken into account, the step of Make Decision and Realization aims to put the created solution into action. For this, realistic tasks have to be formulated and assigned to the corresponding team members. The result is a well-structured plan which includes e.g., To-Dos, Due Dates, Responsibilities, etc.<ref name=Albers2016SPALTEN/> <ref name=Albers2005SPALTEN/>
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| − | ===Recapitulate and Learn===
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| − | The final step is Recapitulate and Learn. This gives the team the chance to keep record of the results and to document the developed knowledge. It also provides the possibility to reflect upon the whole problem-solving process.<ref name=Albers2016SPALTEN/>
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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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