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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===
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| − | ===Decision Making===
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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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