The Problem with problem statements

This article discusses a RACI Matrix.

A free RACI Matrix Template can be downloaded Here.

Problem Definition and Problem Statements

Most problem solving experts know that the first step to solving a problem is to clearly state what the problem is. The Six Sigma methodology has greatly developed this idea into one of the most effective tools in the six sigma catalog - the problem statement. Essentially, The problem statement is a formula to guide problem solvers into creating a clear definition of what the problem is, how it will be measured and what kind of performance improvement the project is expecting to attain. The formula can be briefly stated as:

From x to y by when.

Or consider the example:

My project will reduce the number of customer complaints from 90 per week to 10 per week in 90 days.

In this example the problem is clearly defined (customer complaints). It’s performance is clearly measurable (the number of customer complaints per week). The improvement is expected to happen within an expected timeframe (90 days).

Additionally, one of the most effective aspects of the problem statement is what it omits. It forces the problem to simply be stated without any anticipation or beliefs about what the cause of the problem is or why it’s occurring.

Missing Context - The Ugly Story

Throughout my career I relied heavily on the problem statement as a tool for clear project definition and scope, yet in most cases my projects still lacked a sense of clarity and purpose. I couldn’t figure out why. After working with a few other experts, I was eventually introduced to The Ugly Story.

The Ugly Story is one of the missing pieces, and without it the problem statement still lacks the clarity of purpose that will motivate people and stimulate the project team. The Ugly Story is simply a few sentences that answers the question, “Of all the things we could be doing, why are we doing this and why now?” See it in action with our example from above:

My project will reduce the number of customer complaints from 90 per week to 10 per week in 90 days.

Right now, customer complaints are at an all time high and are continuing to trend in an upward direction. We have conducted no investigation into why this is occurring and have no idea how to reduce these defects. There are organizational concerns about profitability and loss of market share as a result of these customer complaints.

Clearly, the Ugly Story provides the project with a much greater sense of urgency, even without a lot of extra information and data. Simply expressing the confusion and uncertainty within the organization is enough to make this a much more important project.

Roles and Responsibilities

The other glaring omission of the problem statement is a formalized introduction of the problem to the project team, sponsors, and stakeholders. In well-managed projects this is accomplished through a project charter meeting. In these meetings the project timeline is determined. The project team is identified. The problem is clearly restated. This is great for the definition of the project, but it still does little to help communicate the expectations, roles and responsibilities of the project stakeholders throughout the course of the project.

The best remedy for this stakeholder uncertainty is the RACI Matrix. RACI stands for Responsible, Accountable, Consulted and Informed. It’s a simple tool which provides clarity of who is doing what at each point of the project. This can be completed very early on in the project, as soon as the project milestones are determined. I create a RACI Matrix along with a charter for every project I begin.

As the example above shows, the matrix is a powerful visual aid for project participants and sponsors to understand what their roles and responsibilities are as well as what other people will be working on at the same time.

You can download a free RACI Matrix Template Here.

Problem definition remains the anchor of all problem solving activity. Without a clear understanding and articulation of the problem its highly unlikely that a problem solving effort will succeed. However, the traditional approach of just a problem statement is simply not enough. The problem statement lacks the context that makes communicating the problem’s importance anybody outside of the project team. Moreover, it doesn’t address potential confusion about the roles and responsibilities of people affected by the problem throughout the problem-solving effort. The Ugly story and the RACI matrix are two, simple and easy to use tools that provides greater clarity and context to the problem. This invariably results in greater commitment from stakeholders and sponsors and a quicker, better resolution to the problem.