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| − | ''Author: Felix Dressel'' | + | ''This site will be deleted.'' |
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| − | ''This page is under construction''
| + | For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]] |
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| − | == Abstract ==
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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 first element of the problem-solving process is the ''Situation Analysis (S)''. All relevant information regarding the overall situation is collected and structured. ''Problem Containment (P)'' narrows down the information collected in the first step. The goal is to define the problem as clearly and completely as possible. The third phase ''Alternative Solutions (A)'' aims to generate different solution ideas regarding the previous specified problem. A high creativity is requested which can be supported by different methods. In the following ''Selection of Solutions (L)'', the prior generated ideas are compared and rated by previously defined criteria. Afterwards, possible risks and opportunities are determined during the step of ''Consequences Analysis (T)''. Based on the selection of solutions and the risk/opportunity assessment, further measures are designed in the step of ''Make Decision and Realization (E)''. Hereby, it is important to create a realistic plan to put the solution into action. Last, ''Recapitulate and Learn (N)'' aims to provide the possibility to reflect upon the problem-solving process and to document the results for future reference.<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>
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| − | == Big idea ==
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| − | == Application ==
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| − | == Limitations ==
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| − | == Annotated bibliography ==
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| − | == References ==
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| − | <references />
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Latest revision as of 11:39, 21 February 2021
This site will be deleted.
For further reference: The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management
