TABLE OF CONTENTS Having achieved an understanding of data and processes, project managers are ready to analyze processes and solve problems. Merely understanding a process is not a sufficient basis for taking action. Action without analysis is limited to precedent, intuition, trial and error, or guesswork about what the boss wants. None of these approaches is likely to yield happy results. Analysis is necessary to determine the system interaction aspects of the process and cause-effect relationships.
Two tools are helpful in analyzing processes. One is a classic tool, proven over many years of effective use; the other is new.
This diagram is sometimes called a "fishbone diagram" because of its shape and sometimes called an "Ishikawa diagram" in honor of its developer, Dr. Kaoru Ishikawa. It is used to identify, explore, and graphically display all possible causes related to a problem, including root causes. Using a cause and effect diagram includes four steps:
Identify and define the problem. Determine the extent of the problem to be addressed. It is important to establish specific and limited boundaries that will focus the analysis and avoid an overly broad approach that may include multiple problems.
Identify major categories for causes. Causes constitute a unique set for individual problems. General models for causes may be useful as a start (for example, people, policies, procedures, and equipment), but each analysis effort must consider causes relevant to the specific problem, not simply a predefined set that may well be...
