SPALTEN

Problem Solving and Decision Making with the SPALTEN Problem-Solving Methodology

Author: Felix Dressel

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This article describes the approach of the problem-solving methodology SPALTEN in a Project Management context.

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. 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. 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.

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. The seven steps are:

(S) Situation Analysis

(P) Problem Containment

(A) Alternative Solutions

(L) Selection of Solutions

(T) Consequences Analysis

(E) Make Decision and Realization

(N) Recapitulate and Learn

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.

Overview

Problem Solving and Decision Making in Project Management

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.” 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.

Figure 1: The processes of Problem Solving and Decision Making in Project Management (inspired by and )

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.

During the whole process, actions have to be carried out which build upon each other. During the problem-solving process, the actions are:

• 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.
• 2. Identify Problems and Opportunities: Identify and define the problems and opportunities encountered during the project.
• 3. Gather Information: Gather all relevant data and information to create an overview of the current situation.
• 4. Solve Problem: Create a list of possible solution which have to be evaluated and weighted in further steps.

The decision making starts where the problem-solving ends. After identifying multiple solutions, the following actions are:

• 5. Identify Need for a Decision: What decisions have to be made? Who has the authority to make them?
• 6. Gather Information: Gather all data and information which are relevant for the decision.
• 7. Make Decision: Decide on the best possible solution.
• 8. Implement Decision: This includes the presentation of the decision, its justification, and further steps for the implementation.

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.

The SPALTEN Problem-Solving Methodology

Figure 2: The SPALTEN problem-solving process (inspired by and )

The SPALTEN problem-solving methodology was first published in 2002 by Albers et al. 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:

1. Situation Analysis (Situationsanalyse)
2. Problem Containment (Problemeingrenzung)
3. Alternative Solutions (Alternative Lösungen)
4. Selection of Solutions (Lösungsauswahl)
5. Consequences Analysis (Tragweitenanalyse)
6. Make Decision and Realization (Entscheiden und Umsetzen)
7. Recapitulate and Learn (Nachbereiten und Lernen)

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.