Process mapping: 10 Steps to Getting it Right the First TimeRobert Fantina
1. Process mapping involves documenting the steps in a process using sticky notes on a wall to map out the workflow with subject matter experts. This helps reveal inconsistencies and areas for improvement.
2. Key steps in process mapping include determining stakeholders, scheduling meetings, using sticky notes to map out tasks and decisions, numbering steps, and asking questions to validate the accuracy of the map.
3. Once the initial map is validated, it is photographed and digitized, and a follow up meeting ensures all feedback is incorporated before the map is considered complete. This forms the basis for further process analysis and improvement.
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The document discusses computerized decision making and its advantages and disadvantages compared to human decision making. It notes that while computers can process large amounts of data faster than humans and provide multiple solutions to problems, they lack the ability to consider ethical and moral issues in decision making. Humans are needed to critically evaluate options and make the final decisions, as computers may not fully account for ethical values and preferences in solving problems.
The document discusses key concepts in defining and structuring decision problems. It defines the three components of a problem statement as the current state, desired state, and central objective. Decision trees and influence diagrams are presented as tools to structure choices and uncertainties. Deterministic, stochastic, and simulation models are described based on their mathematical focus. Probability is discussed in terms of frequentist, subjective, and logical interpretations, and methods for forecasting and decomposing complex probabilities are outlined. Calibration and sensitivity analysis are introduced as ways to evaluate probability estimates and assumptions.
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Coaching teams in creative problem solvingFlowa Oy
Agile has helped teams to collaborate and organize work better. That’s great. Better teamwork and better understanding of the work definitely helps a team to do right things. Agile has also lead the way toward technical practices such as Continuous Integration and Delivery, Test Driven Development and SOLID-architecture principles. Great, these things definitely help the team to do things right.
Then again, most of the time in software projects goes into problem solving and similar creative acts. Agile has relatively little to give on these areas. Currently, agile is not about creativity nor is it about problem solving.
This coaching circle session will focus on the creative core of software development: solving creatively novel, original and broad problems more effectively all the time. I will introduce some principles and tools I’ve found useful when helping people to solve hard problems and to find creative solutions.
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
Process mapping: 10 Steps to Getting it Right the First TimeRobert Fantina
1. Process mapping involves documenting the steps in a process using sticky notes on a wall to map out the workflow with subject matter experts. This helps reveal inconsistencies and areas for improvement.
2. Key steps in process mapping include determining stakeholders, scheduling meetings, using sticky notes to map out tasks and decisions, numbering steps, and asking questions to validate the accuracy of the map.
3. Once the initial map is validated, it is photographed and digitized, and a follow up meeting ensures all feedback is incorporated before the map is considered complete. This forms the basis for further process analysis and improvement.
7 step Problem solving cycle project reportSandeep Kohli
The document discusses problem solving and provides a seven-step process for effective problem solving. It begins by defining problem solving as a process of using skills to solve problems in order to achieve goals. It then outlines the seven steps: 1) Identify the problem, 2) Explore the problem, 3) Set goals, 4) Look at alternatives, 5) Select a possible solution, 6) Implement the solution, and 7) Evaluate the solution. It encourages seeing problems from different perspectives, brainstorming alternatives, considering outcomes, and reviewing solutions. The document stresses that problem solving is a skill that can be used to address challenges in many areas of life.
The document discusses computerized decision making and its advantages and disadvantages compared to human decision making. It notes that while computers can process large amounts of data faster than humans and provide multiple solutions to problems, they lack the ability to consider ethical and moral issues in decision making. Humans are needed to critically evaluate options and make the final decisions, as computers may not fully account for ethical values and preferences in solving problems.
The document discusses key concepts in defining and structuring decision problems. It defines the three components of a problem statement as the current state, desired state, and central objective. Decision trees and influence diagrams are presented as tools to structure choices and uncertainties. Deterministic, stochastic, and simulation models are described based on their mathematical focus. Probability is discussed in terms of frequentist, subjective, and logical interpretations, and methods for forecasting and decomposing complex probabilities are outlined. Calibration and sensitivity analysis are introduced as ways to evaluate probability estimates and assumptions.
Coaching teams in Creative Problem Solving v.2Flowa Oy
This document provides instructions and materials for coaching teams in creative problem solving. It begins with an introduction to the presenter and includes exercises to practice three creativity tools: SCAMBER, 9 Windows, and Contradiction Analysis. Participants are guided through examples applying each tool to hypothetical problems to generate new ideas and solutions. The document emphasizes practicing the creative thinking process over immediately finding solutions. It aims to leave participants with at least one creativity tool they can apply to their own work within two weeks.
Coaching teams in creative problem solvingFlowa Oy
Agile has helped teams to collaborate and organize work better. That’s great. Better teamwork and better understanding of the work definitely helps a team to do right things. Agile has also lead the way toward technical practices such as Continuous Integration and Delivery, Test Driven Development and SOLID-architecture principles. Great, these things definitely help the team to do things right.
Then again, most of the time in software projects goes into problem solving and similar creative acts. Agile has relatively little to give on these areas. Currently, agile is not about creativity nor is it about problem solving.
This coaching circle session will focus on the creative core of software development: solving creatively novel, original and broad problems more effectively all the time. I will introduce some principles and tools I’ve found useful when helping people to solve hard problems and to find creative solutions.
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
The document summarizes a presentation given to senior executives on decision making. It discusses how decision making is an important process that impacts organizations but is often not given careful thought. It outlines different types of decisions and models of decision making. It also presents a six step process for managerial decision making and emphasizes that properly defining the problem is the most important first step. Mathematical tools can help but qualitative approaches are better able to define problems and alternatives. The presentation aims to develop an effective "Super Strategy" approach to decision making.
MODEL- DRIVEN DSS
includes system that use accounting, financial models, and representational models.
2. DATA DRIVEN DSS
file drawer & management reporting system, data warehousing, geographical information.
This document summarizes a presentation about scaling analytics in a maturing organization. It discusses focusing initially on data infrastructure, integrity, access and visualization. As the organization grows, processes need to change from everyone accessing data as needed to assigning roles like analysts and business users. Getting buy-in for changes requires pre-research and collaboration. Solutions should be shipped as minimum viable products and improved iteratively. Empowering others involves creating transparent processes and frameworks for teams to self-govern requests. The overall goal is to start with basic functionality and expand the system as the organization matures.
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The document discusses various stages of the systems development life cycle, including problem definition, feasibility studies, information requirements, and requirements specifications. It emphasizes that each stage relies on previous and following stages, making the process iterative. It also stresses the importance of clearly defining the problem and collecting information from relevant stakeholders to understand requirements and avoid solving the wrong problem.
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This document discusses various tools and frameworks for ethical decision making, including decision analysis, IRAC analysis, the Five Whys technique, the DMAIC framework, the Seven Quality Tools, rational choice theory, image theory, and decision mapping. It provides an overview and brief description of each tool or framework and how they can be applied to evaluate situations and make choices consistent with ethical principles while considering consequences and values. The goal is to understand different approaches for structuring complex decisions and determining the best choice.
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This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
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2) Common objections to retrospectives and reasons they may not be effective if done incorrectly, such as focusing too much on the past, having unconnected ideas, or unclear outcomes.
3) A simple framework and checklist for planning and running retrospectives, including setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
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2. Tips for running retrospectives effectively such as using a simple framework of setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
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The document discusses principles and practices of software engineering. It begins by outlining the essence of problem solving and software engineering practice as understanding the problem, planning a solution, carrying out the plan, and examining the results. It then discusses core principles like ensuring value for users, keeping designs simple, maintaining a clear vision, and thinking before taking action. The document also covers communication practices for requirements gathering and planning practices for defining the project scope and managing risks.
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This document provides an outline for a course on problem solving techniques. It discusses defining the problem, generating solutions, evaluating solutions, and implementing a solution. Specific techniques covered include 5 whys, root cause analysis, fishbone diagrams, brainstorming, decision trees, Pareto analysis, and project management. The document also lists 10 characteristics of effective problem solvers such as having a positive attitude, considering all perspectives, and seeking permanent solutions.
The document discusses how to achieve a happy marriage between context-driven and agile approaches to software development and testing. It advocates for involving testers from the start of projects and having them work closely with developers as part of integrated teams. The document also provides advice on skills needed for testers, such as domain knowledge and a willingness to learn, and emphasizes pairing with other roles like developers to facilitate collaboration and knowledge sharing.
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This document outlines the body of a 6-week online business analytics course covering topics like exploratory data analysis, big data, machine learning, and data problem-solving approaches. The course teaches students to understand business problems through interviewing and applying frameworks to hypotheses. It also covers collecting, analyzing, and visualizing data to identify patterns and insights, and using storytelling techniques to effectively present findings to stakeholders. The overall goal is to help students learn how to extract meaningful insights from data to help organizations make more informed strategic decisions.
The document outlines a comprehensive 17-step process improvement plan that includes mapping processes, identifying bottlenecks, brainstorming solutions, piloting changes, and monitoring results. It provides details on each step, such as conducting time studies, grouping issues by priority and department, and using agile methodologies. The goal is to systematically analyze problems, develop and test solutions, and ensure improvements are successful through ongoing review.
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The document summarizes a presentation given to senior executives on decision making. It discusses how decision making is an important process that impacts organizations but is often not given careful thought. It outlines different types of decisions and models of decision making. It also presents a six step process for managerial decision making and emphasizes that properly defining the problem is the most important first step. Mathematical tools can help but qualitative approaches are better able to define problems and alternatives. The presentation aims to develop an effective "Super Strategy" approach to decision making.
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color theory,
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This document discusses various tools and frameworks for ethical decision making, including decision analysis, IRAC analysis, the Five Whys technique, the DMAIC framework, the Seven Quality Tools, rational choice theory, image theory, and decision mapping. It provides an overview and brief description of each tool or framework and how they can be applied to evaluate situations and make choices consistent with ethical principles while considering consequences and values. The goal is to understand different approaches for structuring complex decisions and determining the best choice.
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This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1) An overview of why retrospectives are important for organizations undergoing change to allow people to express feelings and thoughts about changes in a structured way.
2) Common objections to retrospectives and reasons they may not be effective if done incorrectly, such as focusing too much on the past, having unconnected ideas, or unclear outcomes.
3) A simple framework and checklist for planning and running retrospectives, including setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
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This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
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3. Descriptions of various exercises that can be used in retrospectives like "Remember the Future" and "Margolis Wheel" to engage participants and surface different perspectives.
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The document outlines the requirements and problems for Cloudera's Data Science certification challenge. It requires completing a test, and solving 3 problems involving flight delay prediction using machine learning, web analytics using statistical analysis, and recommending social media connections using graph analysis. Solutions are scored based on accuracy and a written abstract explaining the methodology.
The document discusses principles and practices of software engineering. It begins by outlining the essence of problem solving and software engineering practice as understanding the problem, planning a solution, carrying out the plan, and examining the results. It then discusses core principles like ensuring value for users, keeping designs simple, maintaining a clear vision, and thinking before taking action. The document also covers communication practices for requirements gathering and planning practices for defining the project scope and managing risks.
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3 Proven Decision Support Systems for Business Operations Managers
1. 1/10
June 4, 2021
3 Proven Decision Support Systems for Business
Operations Managers
process.st/decision-support-systems
Leks Drakos
June 4, 2021
Business Operations, Business Processes
We make 226.7 decisions a day on food choices alone.
In an ad for their To-Do app, Microsoft claimed we make a whopping 35,000 decisions per
day.
No one knows where they got this number from, though it is widely quoted by Inc.,
Huffington Post, and even academics. The fact is, a majority of decisions are made
subconsciously, so even if we counted every decision we were aware of, we still wouldn’t have
an accurate number. Suffice it to say, our brains field more information than is fathomable.
So how do you know you’re making the right decisions?
2. 2/10
There aren’t likely to be severe consequences if you choose roast beef over grilled cheese for
lunch (though there may be if you opt for that service station sushi), but the decisions made
by your company are a whole different kettle of fish.
That’s why you need a decision support system (DSS). This Process Street post will break
down the top 3 proven DSS for business operations, making your decision process just a bit
easier.
Up next:
Let’s dive in!
DSS #1: DACI
I’ve written about DACI before. It’s a DSS that we’re pretty fond of here at Process Street.
As frameworks go, DACI is an incredibly useful tool for combating the obstacles in group
decision-making – which, as we all know, can be a huge time sink if not managed correctly.
(Source)
DACI stands for:
Driver: Who drives a decision to a conclusion?
Approver: Who approves a particular decision?
Contributor: Who contributes to a decision?
Informed: Who is informed about the final decision?
DACI focuses on who will drive the decision-making process – which is great for project
managers.
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It’s important to keep in mind that the Driver usually isn’t the decision-maker in this system;
that responsibility belongs to the Approver(s). The Driver’s responsibility is to ensure that
the decision is made.
With one person helming the process, there’s more continuity and clarity about who is
responsible for delivering what and when.
The DACI process is designed to take place during a single meeting (the “kickoff meeting”).
The kickoff meeting is where the bulk of the group effort comes in. The agenda for this
meeting should generally follow this setup:
1. Document the meeting details and attendees
2. Outline the (predetermined) agenda
3. Review action items and deadlines
4. Assign the Driver and Approver roles
5. Determine who the Contributors will be
6. Specify who needs to be Informed
7. Delegate tasks and agree on deadlines
(Access our DACI Meeting Checklist for the full step-by-step process.)
One of the (many) reasons Process Street uses DACI is its flexibility. We’re remote company
so it’s always a challenge to get everyone together. The DACI kickoff meeting can take place
in person or virtually, and synchronously or asynchronously.
For example, you can use a collaboration app like Trello or Airtable that each person can add
their contributions to. For conducting asynchronous meetings, we really like Slack.
(So much so that we developed the Slack App, which brings your Process Street workflows
and tasks directly into your Slack workspace.)
DACI in action
A typical scenario for an asynchronous kickoff meeting would be our monthly sprint planning
process. This is when we establish what content needs to be created – blog posts, images,
videos, etc. – and who will take responsibility for each task. Because we’re a remote
company, obviously, we can’t all be in the same room. Working across various time zones
also means synchronous meetings aren’t always possible. Since we run this process every
month, we all know our established roles so we move straight to posting our deliverables.
4. 4/10
(Source)
A simplified version goes something like this:
1. The marketing team (Contributors) post ideas, request days off, and other details
into our sprint planning Slack channel.
2. The Content Editor (Driver) collects all of this (providing gentle reminders when
needed) and creates a loose plan for the upcoming month.
3. The entire team (Contributors, Driver, Approver) review the plan, provide
feedback, and make any necessary adjustments.
4. The Content Team Manager (Approver) signs off on the plan.
5. The outreach team (Informed) is notified.
By following this process, we’re able to solidify our schedule efficiently and easily.
DSS #2: DECIDE
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DECIDE is a popular framework used for academic research, but it has a wide range of
applications across industries from healthcare to finance.
As with any system, everyone has a slightly different version of DECIDE that works for them.
A good general-purpose version, though, is the one developed by Professor Kristina L Guo.
She developed her version for healthcare workers, but the same principles can be applied to
any business – or personal – decision you need to make.
The DECIDE DSS in action
Working from home gave me the luxury of using a quirky, antique writing desk for all my
daily tasks. I love that desk, and for nearly a year I struggled to balance numerous notebooks,
devices, monitors, and other essential items within a two-by-two area.
6. 6/10
(Source)
It was chaotic, to say the least. Given that I spend most of my time at my desk, how do I make
sure I choose the right one? Let’s DECIDE.
Determine the problem
My current desk is too small for my needs.
Establish the criteria
It needs to be big enough for my computer, second monitor, and printer, plus many, many
research materials and notebooks. My office space is at a premium, though, so it can’t be
longer than 62 inches. An L-shaped design would be best.
Consider the alternatives
1. A £150 L-shaped workstation made of two separate sections. It also has two shelves
beneath the desk and a built-in monitor stand on the left. This would have me facing a
window. (48×40 inches)
2. A £122 L-shaped gaming desk made of one continuous surface. It comes with two lower
shelves and a monitor stand situated on the right side. This would have me facing a
wall, but with the option to work in the center diagonal. I like diagonals. (31×38 inches)
3. A £129 L-shaped workstation with hutch shelving above the desk. (52×47 inches)
Identify the best alternative
While the third option is slightly bigger than I wanted, I prefer reaching up to shelves rather
than fussing with them under the desk. It’s also slightly similar to Option #2 in that I have
full flexibility about how I sit, plus it’s made of more solid materials than #2. It’s cheaper
(with more) than #1.
7. 7/10
Develop a plan of action
1. Order the desk.
2. Remove and rearrange current furniture to make room for the desk.
3. Put the desk together when it arrives.
Evaluate the solution
I’ll try to complete the process with as little disruption to my workflow as possible, and assess
whether there is enough space for my workstation as well as determine if there are additional
pieces (such as a monitor stand) that I might want.
Simple.
DSS #3: The Ladder of Inference
This framework is actually more of a pre-decision system than a DSS. The Ladder of
Inference focuses on fully understanding the situation before you act. This is often the most
important – and often bypassed – part of making a decision.
(Source)
We’ve all been in a situation where a solution or alternative seemed very obvious, but
someone else either didn’t see it or didn’t agree with it. For the most part, we feel that our
conclusions are the obvious one – and they are, to us.
Not only do we all process data differently, sometimes we aren’t even processing the same
data. This means that it’s easy for each of us to come to a different conclusion, or decide that
another conclusion is obviously wrong while ours is obviously right.
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The Ladder of Inference is designed to address that unconscious presumption and force you
to view your solution from a different perspective.
For the Ladder to work, though, it’s vital that you follow each rung of the ladder without
skipping one. (This basically leads you right back to your usual patterns of thinking.)
The rungs of the Ladder of Inference are:
1. Available data: All of the directly observable data that surrounds us on a daily basis:
tone of voice, statistical reports, etc.
2. Select data: Often we decide which data gets our attention unconsciously. This step is
about consciously selecting from the available data.
3. Paraphrase data: Put in your own words what is being said or done. This will help in
interpreting the meaning and overall understanding.
4. Name what is happening: This step identifies the situation with a general category,
allowing you to contextualize where it fits into your previous experience.
5. Explain what is happening: This is similar to the previous step, but it requires more
detail. You may also make a positive or negative evaluation depending on your value
system.
6. Decide what to do: Based on your explanation, previous experience, and available
options, decide which course of action is the best way to respond.
The Ladder of Inference in action
So my new desk arrived quickly, but I still needed to put it together. The steps are relatively
easy to follow until it comes to attaching the two desk sections together. For whatever reason,
I can’t line the two pieces up properly.
What is the available data?
Each step in the assembly process has been completed exactly as it is in the instructions.
What data have I selected?
I was sent faulty parts. Now I’ll have to return the desk, wait for a replacement, and figure out
how to work for an unspecified amount of time without a workstation. This is a disaster and I
never should have purchased the new desk in the first place.
Paraphrase the data.
While I’m pretty sure I followed the instructions, I can’t complete the last step in assembling
the desk. My presumption is that I wasn’t sent the right parts.
9. 9/10
(Source)
Explain what is happening.
I’m frustrated and thinking emotionally because I’ve already put a lot of work into preparing
and assembling the desk to end up without a finished product. It feels like I’m in a worse
situation than I was in before, but I know there are ways to resolve the situation:
1. I can contact the seller and request a replacement.
2. I can return the desk for a refund and go back to using my old desk.
3. I can recheck my work to see if I’ve missed something or made a mistake.
Decide what to do.
If I contact the seller and request a replacement, my experience tells me that they will
probably try to fix my problem quickly. However, I would still need to wait for the
replacement parts to arrive and hope this was the right solution while not having a usable
workstation. This is not ideal.
The second possibility has the same problem. I would also have to disassemble, repack, and
arrange for a courier to pick up of the new desk before putting my old workstation back
together.
Both of these options will take extra time away from my work hours and potentially delay
progress on the projects I’m currently working on.
The third option is an action I can take immediately. If it turns out I’ve made a mistake, I can
fix it quickly and get on with my work. If it turns out I haven’t made a mistake, I can then
choose either option 1 or option 2 without costing much time, plus having the advantage of
10. 10/10
being able to provide the seller with specific details about the problem. I decide to do this
first, discover I accidentally used the wrong screw in one piece, and, once replaced, the desk
sections line up perfectly.
(Source)
The main advantage of this approach is that it prevents falling into what’s known as a
recursive loop – only selecting data that supports our existing assumptions.
A good DSS is one that preempts those gut-feeling decisions. These frameworks are,
essentially, designed to make you stop and assess before you make a decision. If I’d stuck
with my initial emotional reaction, I would have unnecessarily added more obstacles to my
day, wasted a sizable chunk of time, and still not had an appropriate workstation for my
needs. By taking time to properly assess all the available data, however, I was able to develop
a logical course of action that was easy to implement.
The framework best suited to your needs may be more complex, more simple, or a hybrid of
multiple frameworks.
For an incredibly simple example, never make a decision in the moment. Personally, if
possible, I like to give it a day before finalizing a choice. Obviously, timeframes don’t always
allow for that, but you can almost always afford 5 minutes. While you may not get every
detail you’d like, you can still process a lot of information in 5 minutes. At the very least,
you’ll be better informed than you were 5 minutes ago.
DACI vs DECIDE: What’s your number one decision-making system?