Project management : Causal analysis and Resolution by iFour Technolab Pvt. Ltd.

iFour ConsultancyCausal Analysis and Resolution (CAR)

Roadmap
 Introduction
 Stakeholders
 Purpose
 Activities
 Process Goals and Implementation
 Resources
 References
•A markup language is a set of markup tags
http://www.ifourtechnolab.com/ ASP.NET Software Development Companies India

Introduction
 Causal Analysis and Resolution (CAR) improves quality and productivity by preventing the
introduction of defects into a product
 Defects encountered on other projects or in earlier phases or tasks are communicating lessons
learned among projects
 Provides a mechanism for projects to evaluate their processes at the local level and look for
improvements
 Effective improvements are extended to the organizational level

Stakeholders
 Internal/External Auditors
 Consultants/Subject Matter Experts
 Project Managers
 Project Team
 Clients/Partners

Purpose
 Identify root causes of the issues/defects
 Take action to prevent them from occurring in the future
 Plan corrective and preventive actions to improve process performance

 Identifying and analyzing causes of selected outcomes
 The selected outcomes represent:
 Defects and problems that can be prevented from happening in the future
 Successes that can be implemented in projects or the organization
 Remove causes and prevent the recurrence of those types of defects and problems
 Proactively analyze data to identify potential problems and prevent them from occurring
 Incorporate the causes of successes into the process to improve future process performance
Activities

Process Goals and Implementation
 Determine causes of defects
 Select defect data for analysis
 Analyze causes
 Address causes of defects
 Implement the action proposals
 Evaluate the effect of changes
 Record data

 Gather relevant defect or problem data
 Defect data includes:
 Defects reported by the customer
 Defects found in peer reviews
 Defects found in testing
 Problem data includes:
 Project management problem reports requiring corrective action
 Process capability problems
 Process duration measurements
 Earned value measurements by process
 Resource throughput, utilization, or response time measurements
Select Defect Data for Analysis

 Determine the defects and other problems to be analyzed further
 Considerations to determine the defects include:
 Impact of the defects
 Their frequency of occurrence
 Similarity between defects
 Cost of analysis
 Time and resources needed
 Safety considerations
 Methods for selecting defects and other problems include:
 Pareto charts and Histograms
 Process capability analysis
Select Defect Data for Analysis (Cont.)

 Conduct causal analysis with those who are responsible for performing the task
 When to perform causal analysis?
 When a stable process does not meet its specified quality and process-performance objectives
 During the task, if and when problems warrant a causal analysis meeting
 When a work product exhibits an unexpected deviation from its requirements
Analyze Causes

 Analyze selected defects and other problems to determine their root causes
 Depending on the type and number of defects, first group the defects before identifying their root
causes
 Methods to determine root causes include:
 Cause-and-effect (fishbone) diagrams
 Check sheets
Analyze Causes (Cont.)

 Group the selected defects and other problems based on their root causes
 Cause groups, or categories, include:
 Inadequate training
 Breakdown of communications
 Not accounting for all details of a task
 Making mistakes in manual procedures
 Process deficiency

 Propose and document actions to prevent the future occurrence of similar defects or other
problems
 Proposed actions include changes to the process in question, training, tools, methods,
communications and work products
 Specific actions may include:
 Providing training in common problems and techniques for preventing them
 Changing a process so that error-prone steps do not occur
 Automating all or part of a process
 Reordering process activities
 Adding process steps to prevent defects to review common defects and actions

 Analyze the action proposals and determine their priorities
 Criteria for prioritizing action proposals include:
 Implications of not addressing the defects
 Cost to implement process improvements to prevent the defects
 Expected impact on quality
 Select the action proposals and create action items for implementing the action proposals
 To implement the action proposals, the following tasks must be done:
 Make assignments
 Coordinate the persons doing the work
 Review the results
 Track the action items to closure
Implement the Action Proposals

 Select the action proposals and create action items for implementing the action proposals
 Information provided in an action item may include:
 Person responsible for implementing it
 Description of the areas affected by it
 People who are to be kept informed of its status
 Next date that status will be reviewed
 Rationale for key decisions
 Description of implementation actions
 Time and cost for identifying the defect and correcting it
 Estimated cost of not fixing the problem
Implement the Action Proposals (Cont.)

 To implement the action proposals, the following tasks must be done:
 Make assignments
 Coordinate the persons doing the work
 Review the results
 Track the action items to closure
 Experiments may be conducted for particularly complex changes which include:
 Using a temporarily modified process
 Using a new toolbox
 Identify and remove similar defects that may exist in other processes and work products
 Identify and document improvement proposals for the organizations set of standard processes
Implement the Action Proposals (Cont.)

 Measure the change in the performance of the projects defined process as appropriate
 A change in the performance would be the change in the defect density of the design
documentation
 Measure the capability of the projects defined process as appropriate
 A change in the capability would be a change in the ability of the process to stay within its process-
specification boundaries
Evaluate the Effect of Changes

 Data recorded so that other projects and organizations can make appropriate process changes and
achieve similar results
 Record the following:
 Data on defects and other problems that were analyzed
 Rationale for decisions
 Action proposals from causal analysis meetings
 Action items resulting from action proposals
 Cost of the analysis and resolution activities
 Measures of changes to the performance of the defined process
Record Data

Resources
 Project Documents
 Pareto Charts
 Histograms
 Cause-and-effect (fishbone) diagrams
 Check sheets

• http://www.tutorialspoint.com/cmmi/cmmi-process-areas.htm
• http://www.cmmiconsultantblog.com/cmmi-faqs/how-to-implement-causal-analysis-and-
resolution-as-per-cmmi/
• https://www.wibas.com/cmmi/causal-analysis-and-resolution-car-cmmi-dev
References

Project management : Causal analysis and Resolution by iFour Technolab Pvt. Ltd.

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