1. Passionate about real change and measurable enhancements - through systematic discovery of real needs and ideas, smart representation of needed knowledge - driving
the needed change through process work at different levels in the organisation, to visible effects and benefit for the designated stakeholders in the specific situation.
Stefan is responsible for certifications in Requirements Engineering & Business Analysis according to IREB CPRE - Certified Professional for Requirements Engineering
Stefan Eekenulv
Senior consultant at INCEPTIVE
stefan.eekenulv@inceptive.se
+46 (0)708 56 54 05
-stop the cowboys who shoot from the hip without having understood the context
Many projects suffer from the ”Cowboy-syndrome”:
People who think that the one who is the fastest to pull out a solution, is the winner of
the shooting game. Shoot as fast as possible, and hope for the best…
But Trigger-happy solutions are rarely effective or revolutionary. They are only fast to
land on the table. They are often really stupid and more expensive in the long run!
A project is rarely only about a delivery of technically detailed solutions or ”simple
changes to an existing system”. Every change need to be thoroughly understood from
many viewpoints. Without the right people representing the needed stakeholders
and necessary views, the new automatic system will inexorably fail!
If the person representing a target group, important for the future automatic system or
manual processes, perceives a problem in a given situation, he/she must get the chance
to explain the problem and show how it will have a possible negative impact on the
situation and the organisation as a whole in a short-term or long-term perspective.
The team is responsible to represent this knowledge, using the best methods an tools
available.
Trigger-happy solutions only works
if you can draw faster than your own shadow !
If not, every new solution will lead to
unknown consequences with
an imminent risk of suboptimization!
You can always experience Reality
from many different perspectives!
A person, representing another role or target
group than the one ”owning the problem”,
may have a completely different perspective of
the situation. It can even be the case that he
/she perceives ”the problem” as a positive
thing for that specific role and that he/she is
sure that the defined negative impacts are not
applicable at all!
The prioritization of viewpoints and
stakeholders will strongly affect the solution
space. Many implemented solutions do not
solve the real problems, because they have
neither been identified nor properly
represented by the correct stakeholders, roles
or target groups.
Also, the small ”local enhancements” often
endanger everything around it as well as the
quality of ”the whole”. The worst thing is that
it is often done with a ”good heart with
positive intentions”
SPRIASECK-F highlights the
questions that every statement MUST
be confronted with. If some part is
missing or can not be answered,
then the statement is NOT mature
enough to be good enough!
How do we represent this
understanding in a simple format &
which questions should we ask?
the SPRIASECK-F method!
SPRIASECK-F
=
”Good enough”
THINK!

2. Every ”Problem” is a problem in a specific situation for a specific person, role or
target group and it is a problem because it has an internal negative chain of consequences
which will be unpleasantly unleashed if we do not react and mitigate ”the real issues”!
When we focus on the SPRI-part, many possible solutions naturally present themselves.
But every identified solution-candidate must connect to the original problem, the specific
situation, the associated roles/stakeholders, and the negative Impact chain must be
broken by the proposed positive solution-related chain-of-events.
The identified solution must be described so it is clear how the solution will brake the
negative impacts of the identified problem. The solution should lead to ”a better place”
and we should explicitly state for whom ”the solution” is really helping and how the world
will look like when the solution has been implemented correctly.
That’s when we have a ”good-enough-understanding” to be able to drive the solution
machinery at full speed and become really fast at what we do (beacause we know where
we are going)!
”In the specific situation of....<specific situation>
...the <problem name> is a Problem/Challenge for X <for whom? The role(s) having the problem>
... and the problem is part of a problem chain that (if we do nothing about it)
will have a negative Impact as follows: <the negative impact chain & causal problem chain>.
For the Actor/Role <the Actor name> an identified possible solution could be ...
<possible solution/specific solution recommendation>
This recommended solution/function might have the following positive effect and causal
solution chain <positive effect & solution chain>
(…the solution chain in itself explains how and why the solution can be directly or indirectly solve the identified problem)
... And the solution can be considered to be ”good enough” when the following conditions
of satsifaction are reached: <conditions of satsifaction>
The solution is prioritized according to KANO as: <Basic / Linear / Exciter>
… beacause: <short explanation>
The recommended solution/function is part of the flow/activity/action <flow/scenario/Action>
the SPRIASECK-F method! THINK!

3. ”Before we run into the so called ”solution space” with guns blazing , we have to
explore and uncover the SPRI-part by ”asking questions” and using all necessary
elicitation tools available.
It means elicitation with focus on the situation, questions about the Problem,
”problem for whom” and questions about the predicted Impact if nothing is done”
Suzanne & James Robertson
Passionate about real change and measurable enhancements - through systematic discovery of real needs and ideas, smart representation of needed knowledge - driving
the needed change through process work at different levels in the organisation, to visible effects and benefit for the designated stakeholders in the specific situation.
Stefan is responsible for certifications in Requirements Engineering & Business Analysis according to IREB CPRE - Certified Professional for Requirements Engineering
Stefan Eekenulv
Senior consultant at INCEPTIVE
stefan.eekenulv@inceptive.se
+46 (0)708 56 54 05
the SPRIASECK-F method!
S
Specific Situation
How does “the world” & the specific reality look like? Describe the context and
the background in which the problem(s) arise and is experienced!
Defining the SPRI-part is a first step towards an understanding focused on the
problems in the specific situation and its possible negative consequences
The Roles experiencing the problem may not be the actors
who benefit from the solution. Is the solution REALLY
designed specifically for the Roles having the problem?
P Problem/challenge
What is the problem /challenge in the specific situation?
R
Role/stakeholder/representative X who experience the problem
The stakeholder role is a representative for one or many groups or knowledge
areas. Is it explicitly stated which these groups/areas are? Should there be more
representative roles to be able to define the problem correctly?
I possible negative Impact chain & causal problem chain
The problem is part of a causal problem chain that can lead to a negative impact
which can be described as a causal impact chain: A B  C + D
THINK!

4. Passionate about real change and measurable enhancements - through systematic discovery of real needs and ideas, smart representation of needed knowledge - driving
the needed change through process work at different levels in the organisation, to visible effects and benefit for the designated stakeholders in the specific situation.
Stefan is responsible for certifications in Requirements Engineering & Business Analysis according to IREB CPRE - Certified Professional for Requirements Engineering
Stefan Eekenulv
Senior consultant at INCEPTIVE
stefan.eekenulv@inceptive.se
+46 (0)708 56 54 05
the SPRIASECK-F method!
The ASECK-part (there can be many for each SPRI-part!) make all the
possible solutions explicit and connected to the actors who benefit from
it, describing the direct and indirect positive effects as well as how we can
be sure that the solution is a success.
Each solution will also be prioritized directly according to Kano.
A the Actor/Role directly associated with the solution/answer
The actor is a stakeholder Role who ”touch the automatic system” and is directly affected by
the solution and the quality attributes of the solution.
S
One or many Identified Possible Solution(s)
Which functions may be of use for the actor to solve the problem and which quality should
they have? Is the solution a ”magic button”, then what shall it do? What does the Actor need
from an Automatic System and which possibilities should be attributed to this ”magic button”?
E
Rational/Causal chain, Benefit and positive Effects from the solution
The recommended solution/function could have the following benefits and positive effects.
The solution chain can break the negative impact chain or turn the negative spiral around.
Why do we think that the solution directly/indirectly will solve the stated problems in the
specific situation?
C
Conditions/terms of Satisfaction for the solution
”Good-enough Measurement”
How do we know or measure that the solution/function is a real success? Who, when and how
do we measure this? Which quality attributes (”quality windows”) must we aim for so that the
solution can be said to be ”awesome!”….
K
Prioritize the solutions with KANO & short Rational
Basic: MUST be present for the solution to be of any value (ex: brakes and a steering wheel in a car)
Linear: the more the better! (ex: battery time for a mobile phone) Exciter: a solution that makes us
”go crazy and scream and do anything to get it” (ex: the camera in mobile phones in the year 2008)
F Flow/scenario/”sequence of activities/actions
Which flow/process is the solution/function a part of or representing? Which actions are also
happening when the solution is introduced? Is the solution part of a bigger activity?
THINK!