Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 49 views

    Hypothesis-Driven Problem Solving: Tangible Results

    Uploaded by

    Raj
    This document discusses hypothesis-driven problem solving and introduces several tools and techniques for this approach. It is a presentation that covers: 1. The main idea of hypothesis-driven problem solving is to start from the goal or desired end state, similar to solving a labyrinth by working backwards from the exit. 2. Tools introduced include logic trees to break down problem components, the 5 Whys technique to identify root causes, and reverse brainstorming. 3. The presentation also discusses applying a general problem solving framework that involves formulating a hypothesis, gathering and analyzing relevant data, and presenting a solution. Soft Systems Methodology is introduced as an approach for problems with human factors.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Hypothesis-Driven Problem Solving: Tangible Results

    Uploaded by

    Raj
    49 views39 pages
    This document discusses hypothesis-driven problem solving and introduces several tools and techniques for this approach. It is a presentation that covers: 1. The main idea of hypothesis-driven problem solving is to start from the goal or desired end state, similar to solving a labyrinth by working backwards from the exit. 2. Tools introduced include logic trees to break down problem components, the 5 Whys technique to identify root causes, and reverse brainstorming. 3. The presentation also discusses applying a general problem solving framework that involves formulating a hypothesis, gathering and analyzing relevant data, and presenting a solution. Soft Systems Methodology is introduced as an approach for problems with human factors.

    Original Description:

    monator

    Original Title

    Monator1

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document discusses hypothesis-driven problem solving and introduces several tools and techniques for this approach. It is a presentation that covers: 1. The main idea of hypothesis-driven problem solving is to start from the goal or desired end state, similar to solving a labyrinth by working backwards from the exit. 2. Tools introduced include logic trees to break down problem components, the 5 Whys technique to identify root causes, and reverse brainstorming. 3. The presentation also discusses applying a general problem solving framework that involves formulating a hypothesis, gathering and analyzing relevant data, and presenting a solution. Soft Systems Methodology is introduced as an approach for problems with human factors.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    49 views39 pages

    Hypothesis-Driven Problem Solving: Tangible Results

    Uploaded by

    Raj
    This document discusses hypothesis-driven problem solving and introduces several tools and techniques for this approach. It is a presentation that covers: 1. The main idea of hypothesis-driven problem solving is to start from the goal or desired end state, similar to solving a labyrinth by working backwards from the exit. 2. Tools introduced include logic trees to break down problem components, the 5 Whys technique to identify root causes, and reverse brainstorming. 3. The presentation also discusses applying a general problem solving framework that involves formulating a hypothesis, gathering and analyzing relevant data, and presenting a solution. Soft Systems Methodology is introduced as an approach for problems with human factors.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 39

    1

    Hypothesis-drivenproblemsolving
    define & refine
    strategy consulting
    business integration
    tangible results
    2
    2006-01-30 Hypothesis-drivenproblemsolving Slide2of39
    TheLabyrinth Problem
    Most effective way to
    solve alabyrinth
    problem?
    Usually tostartfromthe
    goal...
    ...thisisthemain idea
    behind hypothesis-driven
    problemsolving
    Start
    Goal
    3
    2006-01-30 Hypothesis-drivenproblemsolving Slide3of39
    Agenda
    Part1:About Monator
    Core business,clients...
    Part2:Our approachtoproblemsolving
    Generalframework,problemsolving tools,how can youuse
    thisforyourpaper...
    Part3:Our approachtoHCI
    Usability value context,SoftSystemMethodology,
    Excercises...
    Part4:Conclusions
    4
    2006-01-30 Hypothesis-drivenproblemsolving Slide4of39
    Keyissues
    Understand thebig picture
    Careful problemformulation
    Starting fromtheend will save time
    5
    2006-01-30 Hypothesis-drivenproblemsolving Slide5of39
    What does Monator do?
    Gothenburg-based ManagementandIT
    Consultancy firm
    Core business
    Help our clients define andrefine their businesses
    Areasofwork
    1) Strategy consulting
    2) Businessintegration
    6
    2006-01-30 Hypothesis-drivenproblemsolving Slide6of39
    Our Clients
    Growth-orientedsmallandmidsizedcompanies
    Examples:
    CustomerRelationshipManagement
    (CRM)solution
    7
    Part2
    Our approachtoproblemsolving
    8
    2006-01-30 Hypothesis-drivenproblemsolving Slide8of39
    Ageneralframework
    Hypothesis-driven &fact-based problemsolving
    1. Whats theproblem?
    2. Whats probably asolution?
    3. Analyze facts anddatabehind theproblem
    4. Presentthesolution
    primary
    focus
    today
    9
    2006-01-30 Hypothesis-drivenproblemsolving Slide9of39
    1.Whats theproblem?
    Identifyandisolatethecoreproblem
    MECEapproach
    MutuallyExclusive,CollectivelyExhaustive
    Concept formulated byMcKinsey &Co
    Helps youidentifynon-overlappingboundariesofthe
    problem
    MECEforcrossing ariver
    MutuallyExclusive:takingthebridgeortheboat
    Collectively Exhaustive:allvalid optionsforcrossing theriver
    10
    2006-01-30 Hypothesis-drivenproblemsolving Slide10of39
    Tools:Logic trees (1)
    Logic tree breakdown
    Showstherelationsbetweenthecomponentsof
    theproblem
    Profits
    Revenues
    Costs
    Customers
    Prices
    Products
    Fixed
    Variable
    ...
    ...
    ...
    ...
    ...
    11
    2006-01-30 Hypothesis-drivenproblemsolving Slide11of39
    Tools:Logic trees (2)
    Turn tothepersonnext toyou.
    Use theLogic trees approachtoidentify the
    components ofthefollowing problem:
    Yourcar hasstopped due toanengine failure
    Take notes ofyourdiscussions
    12
    2006-01-30 Hypothesis-drivenproblemsolving Slide12of39
    2.Whats probably asolution?
    Suggestahypothesisforasolution
    Willhelpyourdatagatheringandanalysis
    Disaggregatetheissues
    Whatissueshavetobefulfilledinorderforthe
    hypothesistobevalid?
    Visualize withlogic tree breakdowns
    13
    2006-01-30 Hypothesis-drivenproblemsolving Slide13of39
    Tools:The5Whys method (1)
    Made popularbyToyotainthe1970s
    Helps toquickly determine theroot cause ofaproblem
    Easytolearn andapply
    Startattheend result andwork backward (toward theroot
    cause)continually asking Why?
    14
    2006-01-30 Hypothesis-drivenproblemsolving Slide14of39
    Tools:The5Whys method (2)
    Problem:Unsatisfied client
    1. Why isour client unhappy?
    - Because we did notdeliver our servicesontime.
    2. Why were we unable tomeet theagreed-upon timeline?
    - Thejob took much longer than we thought.
    3. Why did thejob take longer?
    - Because we underestimated thecomplexity ofthejob.
    4. Why did we underestimate thecomplexity ofthejob?
    - We made aquick estimate ofthetimeneeded tocomplete it,anddid notlisttheindividual stages
    needed tocomplete theproject.
    5. Why did we notdo this?
    - Because we were running behind onother projects
    Root cause:We need toreview our timeestimation andspecification procedures
    15
    2006-01-30 Hypothesis-drivenproblemsolving Slide15of39
    Tools:The5Whys method (3)
    Turn tothepersonnext toyou.
    Use the5Whys method tofind theroot cause
    tothefollowing problem:
    Oneofyou hasfailed your HCIexam
    Take notes ofyourdiscussions
    16
    2006-01-30 Hypothesis-drivenproblemsolving Slide16of39
    Tools:Reverse brainstorming
    Traditionalbrainstorming:
    HowdoIsolveorpreventthisproblem
    Reversebrainstorming:
    HowcanIpossiblycausethisproblem
    Surprisinglypowerfultechnique
    Besuretofollowthebasicrules ofbrainstorming
    Allowideastoflowfreely,dontrejectanything
    17
    2006-01-30 Hypothesis-drivenproblemsolving Slide17of39
    3.Analyze facts anddatabehind theproblem
    Datagathering
    Firstdecidewhatdataisneededtoprovethe
    hypothesis
    ANDwhatisnotneeded!
    Analysis
    Analyzethedatatoproveordisprovethe
    hypothesis
    Ifthefactsdisproveyourhypothesis,changeyour
    hypothesis
    18
    2006-01-30 Hypothesis-drivenproblemsolving Slide18of39
    4.Presentthesolution
    Inmanycasesyourpresentationis your
    solution
    Thevalue inyoursolutionwill only beextracted if
    youareable toexplain/sell yourideas toyourclient
    Tailoryourpresentationtoyouraudience
    Whatissuesarecriticalforreachingclientbuy-in?
    19
    2006-01-30 Hypothesis-drivenproblemsolving Slide19of39
    How can youuse thisforyourpaper?
    Choose atopic andgetfamiliarized withthedomain
    Carefully formulate yourresearchquestion
    Willsave youtime
    Find aninitialhypothesis fromthestart
    Startfromthegoal anddisaggregate allissues
    Trytobuild yourcase fromstarttofinishbefore beginning to
    work onyourreport (i.e.before splittingupthework)
    Conduct youranalysis andpresentyourideas inyour
    paper
    20
    Part3
    Our approachtoHCI
    21
    2006-01-30 Hypothesis-drivenproblemsolving Slide21of39
    Usability Value Contexts
    Savedevelopmentcosts
    Savedevelopmenttime
    Reducemaintenancecosts
    Decreasesupportcosts
    Reducetraining/documentationcost
    Increasesuccessrateandreduceusererror
    Increaseefficiency/productivity
    Increaseeaseofuse
    Increaseeaseoflearning
    Increasetrustinsystems
    Increaseusersatisfaction
    Increaserevenue
    Increasetransactions/purchases
    Retaincustomers
    Attractmorecustomers
    Increasemarketshare
    Increasejobsatisfaction/decreasejobturnover
    22
    2006-01-30 Hypothesis-drivenproblemsolving Slide22of39
    Traditional methodology (1)
    Systems Engineering
    Awell-defined world
    Technology-oriented
    (Hard)Problemshave
    definitesolutions
    Onecan define specific
    goals tobeachieved
    But?
    Where does itbite thedust?
    SoftProblems
    Hardtodefine
    Interaction:human(s)
    technology
    23
    2006-01-30 Hypothesis-drivenproblemsolving Slide23of39
    Traditional methodology (2)
    Implementationbringsaboutotherproblems
    tobesolved
    9.Implementoption
    Choice(politics,power,equity) 8.Choosetoimplementthemostrelevant
    option
    Arethesefeasible/achievable/withinbudget? 7.Testtheseoptions
    Whatwouldtheoptionsbelike? 6.Developoptions
    Howwillweknowwhenwehaveachieved
    change?
    5.Formulatemeasuresofperformance
    Howwouldwegetthere? 4.Generatewaysofmeetingobjectives
    Wherewouldweliketobe? 3.Identifyobjectivesandconstraints
    Wherearewenow? 2.Analyzeexistingsituationandrelevant
    systems
    Whatneedstochange? 1.Define theproblem
    Questionstobeanswered Stages
    24
    2006-01-30 Hypothesis-drivenproblemsolving Slide24of39
    SoftSystemsMethodology (1)
    Focusesonplanning
    Incorporatespeopleandtechnology
    Notfindingasolutiontoaspecificproblem
    Insteadunderstandingthesituation
    Several problemsmay exist
    but we do notknow which one we areinterestedin
    until analysis hasbeen made
    Differentviewperstakeholder
    BUT!contradictionisnotdefaultpersay
    25
    2006-01-30 Hypothesis-drivenproblemsolving Slide25of39
    SoftSystemsMethodology (2)
    Notforgoal-orientedachievers
    goals areseldomreached
    Theobjective ofSSM
    Toprovidealearningmethodologytosupport
    discussionondesirableandfeasiblechangesofa
    system(and/oranorganization)
    ApplyingSSMin HCIengineering
    Establish purpose,people,constraints and
    developing conceptual models ofidealsystem
    26
    2006-01-30 Hypothesis-drivenproblemsolving Slide26of39
    Keywords ofSSM
    Stakeholderanalysis
    Richpicture
    Visualizingproblemexpression
    Rootdefinition(usingCATWOEcriteria)
    Coreofhumanactivitytobemodeled
    Briefstatementconcerninganactivity
    DefiningtheWhats
    Conceptualmodel
    DefiningtheHows
    27
    2006-01-30 Hypothesis-drivenproblemsolving Slide27of39
    Overview ofSSM
    Possiblegenerationof
    newSSMprocesses
    (iterations)
    28
    2006-01-30 Hypothesis-drivenproblemsolving Slide28of39
    SSMapplied CATWOEanalysis
    Multipleuses
    Consideration ofelementsapplicable toroot definition
    Theletters
    Client (orCustomer)
    Actor
    Transformation
    Worldview (Weltanschauung)
    Owner
    Environment
    GOAL:Find theRoot Definition
    Recallthedefinitionof
    RD:Coreofhuman
    activitytobemodeled
    29
    2006-01-30 Hypothesis-drivenproblemsolving Slide29of39
    TheC&AinCATWOE
    Clients
    Whoarethesystem
    beneficiaries
    Example (Ladok):
    Peopletaking classes at
    Chalmers
    Actor
    Whotransforminputsto
    outputs
    Example:
    Lecturer
    30
    2006-01-30 Hypothesis-drivenproblemsolving Slide30of39
    TheT&WinCATWOE
    Transformation
    Theprocessfrominputs
    intooutputs
    Approachthrough the
    5Escriteria
    Efficacy,Efficiency,
    Effectiveness,Ethicality,
    Elegance
    Example:
    Take exam records and
    turn into knowledge of
    studentsofChalmers
    Worldview
    Theperspectivefrom
    whicharootdefinitionis
    formed
    Example:
    Efficient managementof
    studentsinfoisvitalforthe
    success oftheschool
    31
    2006-01-30 Hypothesis-drivenproblemsolving Slide31of39
    TheO&EinCATWOE
    Owner
    Theperson(s)whohas
    commissionedthe
    system(andwithpower
    ofveto)
    Example:
    TheHead Masterof
    Chalmers
    Environment
    Theneed(s)tobe
    considered/factors
    affectingthe
    environment.
    Example:
    Applicable laws and
    regulations oninformation
    storage andprivacy
    32
    2006-01-30 Hypothesis-drivenproblemsolving Slide32of39
    Concluding schematic example
    Asystemisowned byO
    Todo WbyA
    Bymeans ofT
    Giventhecontraints ofE
    Inordertoachieve xforC
    Optionalhomeassignment: Developcriticsofearliershownexample
    33
    2006-01-30 Hypothesis-drivenproblemsolving Slide33of39
    Exercises ProblemSolving &SSM
    Firstexercise
    Objective:
    Using Hypothesis-based problemsolving &CATWOE
    analysis todo apreliminary study ofasystemsolution
    Preferableprerequisites:
    Lecture notes
    Secondexercise
    Objective:
    Using1stexercisescasetofind parametersinfluencing
    systemusability
    Moreinfotocome
    34
    Part4
    Conclusions
    35
    2006-01-30 Hypothesis-drivenproblemsolving Slide35of39
    Whatwehavetalkedabouttoday
    Generalframework
    Hypothesis-driven
    Helpfultools
    Problemsituation-orientation
    InteractionPeoplevs.Technology
    SuitableforBusinessApplications
    Basics of
    Problem Solving
    Soft System
    Methodology
    Heuristics,
    Design Principles,
    etc.
    Understand thebig picture
    Careful problemformulation
    Starting fromtheend will save time
    36
    Thanks forlistening!
    Goodluck withyourpapers &exam
    Questions?
    FormoreinformationaboutMonatorpleasevisithttp://www.monator.com
    37
    2006-01-30 Hypothesis-drivenproblemsolving Slide37of39
    Extras Example ofaroot definition:CRM
    Organizational definition
    Aprofessionally manned system
    inasmallormedium-sized
    company which enables the
    company tomanage and
    enhance customer relationsin
    ordertofacilitate long-term
    businesssuccess
    CRMSoftwareSystemdefinition
    Asoftwaresystemwhich holds
    relevantinformation,supports
    thecoordination ofbusiness
    processes andenables CRM
    performancemanagementin
    ordertocompany professionals
    within sales,supportand
    generalmanagementto
    effciently perform activities
    related tocustomer relations.
    38
    2006-01-30 Hypothesis-drivenproblemsolving Slide38of39
    Extras The5Esframework
    Efficacy
    Dothemeans work tojustify theends?
    Efficiency
    Areessential resources being considered?
    Effectiveness
    DoestheThelp therealization oflonger termgoals related
    totheOs potential?
    Ethicality
    IsTaproperthing todo?
    Elegance
    IsTaesthetically pleasing?
    39
    2006-01-30 Hypothesis-drivenproblemsolving Slide39of39
    Extras Conceptual model
    Describes andspecifies
    Themajordesignmetaphors andanalogies
    employed inthedesign,if any
    Theconcepts thesystemexposes tousers
    Therelationships between these concepts
    Themappings between theconcept andthetask-
    domain thesystemisdesigned tosupport
    (Adapted fromJohnson&Henderson)

    You might also like