العصف الذهني Brainstorming

‫الذهني‬ ‫العصف‬
Brainstorming
Abdelrahman Elsheikh Seedahmed , M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP,
KPI-A, EVM,CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL, ISO20000, ISO27002

Abdelrahman Elsheikh Bio
 15 years experience as Strategic PMO Director, Strategy Execution
Consultant, PMO Consultant, Project Manager, Business Analyst and
Software Engineer.
• Master Degree in Software Engineering.
• Project Management Office Certification (PMOC).
• Certified Project Management Professional (PMP).
• Agile Certified Practitioner (PMI-ACP).
• Risk Management Professional (PMI-RMP).
• Schedule Professional (PMI-SP).
• Certified Business Analyst Professional (CBAP).
• Microsoft Certified IT Professional (MCITP).
• Key Performance Indicator Associate (KPI-A).
• OCP and OCA.
• Certified Professional for Requirement Engineer (CPRE).
• Certified Tester Foundation Level (CTFL).
• Earned Value Project Management (EVM).
• ISO/IEC 20000 Foundation.
• ISO/IEC 27002 Foundation.
• Certified ITIL Foundation Level.

Agenda
• What Is Brainstorming?
• Why Use Brainstorming?
• Individual Brainstorming.
• Group Brainstorming.
• How to Use the Brainstorming.
• Brainstorming in Project Management.
• Brainstorming in Business Analysis.
• Brainstorming in SWOT.
• Brainstorming in Strategic Planning.

What Is Brainstorming?
• For decades, people have used brainstorming to generate ideas, and
to come up with creative solutions to problems.

• Alex Osborn developed the original approach and published it in his
1953 book, "Applied Imagination."
• Since then, researchers have made many improvements to his
original technique.

• Brainstorming is a technique intended to produce a broad or diverse
set of options.

• It helps answer specific questions such as (but not limited to):
– What options are available to resolve the issue at hand?
– What factors are constraining the group from moving ahead
with an approach or option?
– What could be causing a delay in activity 'A'?
– What can the group do to solve problem 'B'?

• Brainstorming combines a relaxed, informal approach to problem
solving with lateral thinking.
• Lateral Thinking is solving problems through an indirect and creative
approach

• It encourages people to come up with thoughts and ideas that can,
at first, seem a bit crazy.
• Some of these ideas can be crafted into original, creative solutions to
a problem, while others can spark even more ideas.

• Therefore, during brainstorming sessions, people should avoid
criticizing or rewarding ideas.
• You're trying to open up possibilities and break down incorrect
assumptions about the problem's limits.

• Judgment and analysis at this stage stunts idea generation and limit
creativity.

• Evaluate ideas at the end of the session.
• This is the time to explore solutions further, using conventional
approaches.

Why Use Brainstorming?
• Conventional group problem solving can often be undermined by
unhelpful group behavior.
• And while it's important to start with a structured, analytical process
when solving problems, this can lead a group to develop limited and
unimaginative ideas.

• By contrast, brainstorming provides a free and open environment
that encourages everyone to participate.
• Quirky ideas are welcomed and built upon, and all participants are
encouraged to contribute fully, helping them develop a rich array of
creative solutions.

• When used during problem solving, brainstorming brings team
members' diverse experience into play.
• It increases the richness of ideas explored, which means that you
can often find better solutions to the problems that you face.

• It can also help you get buy-in from team members for the solution
chosen – after all, they're likely to be more committed to an
approach if they were involved in developing it.
• What's more, because brainstorming is fun, it helps team members
bond, as they solve problems in a positive, rewarding environment.

Individual Brainstorming
• While group brainstorming is often more effective at generating
ideas than normal group problem solving, several studies have
shown that individual brainstorming produces more – and often
better – ideas than group brainstorming.
• This can occur because groups aren't always strict in following the
rules of brainstorming, and bad behaviors creep in.

• Mostly, though, this happens because people pay so much attention
to other people that they don't generate ideas of their own – or they
forget these ideas while they wait for their turn to speak.

• To get the most out of your individual brainstorming session, choose
a comfortable place to sit and think.
• Minimize distractions so that you can focus on the problem at hand,
and consider using Mind Maps to arrange and develop ideas.

• Individual brainstorming is most effective when you need to solve a
simple problem, generate a list of ideas, or focus on a broad issue.
• Group brainstorming is often more effective for solving complex
problems.

Group Brainstorming
• Here, you can take advantage of the full experience and creativity of
all team members.
• When one member gets stuck with an idea, another member's
creativity and experience can take the idea to the next stage.

Group Brainstorming
• You can develop ideas in greater depth with group brainstorming
than you can with individual brainstorming.
• Another advantage of group brainstorming is that it helps everyone
feel that they've contributed to the solution, and it reminds people
that others have creative ideas to offer.
• It's also fun, so it can be great for team building!

Group Brainstorming
• Group brainstorming can be risky for individuals.
• Unusual suggestions may appear to lack value at first sight – this is
where you need to chair sessions tightly, so that the group doesn't
crush these ideas and stifle creativity.

Group Brainstorming
• Where possible, participants should come from a wide range of
disciplines.
• This cross-section of experience can make the session more creative.
• However, don't make the group too big: as with other types of
teamwork, groups up to ten people are usually most effective.

How to Use the Brainstorming
• You often get the best results by combining individual and group
brainstorming, and by managing the process properly.

• By doing this, you can get people to focus on the issue without
interruption, you maximize the number of ideas that you can
generate, and you get that great feeling of team bonding that
comes with a well-run brainstorming session!

• To run a group brainstorming session effectively, follow these steps:
• Step 1: Prepare the Group.
• Step 2: Present the Problem.
• Step 3: Guide the Discussion.
• Step 4: Taking Action.

Step 1: Prepare the Group
• First, set up a comfortable meeting environment for the session.
• Make sure that the room is well-lit and that you have the tools,
resources, and refreshments that you need.

• How much information or preparation does your team need in
order to brainstorm solutions to your problem?
• Remember that preparation is important, but too much can limit – or
even destroy – the freewheeling nature of a brainstorming session.

• Consider who will attend the meeting.
• A room full of like-minded people won't generate as many creative
ideas as a diverse group, so try to include people from a wide range
of disciplines, and include people who have a variety of different
thinking styles.

• When everyone is gathered, appoint one person to record the ideas
that come from the session.
• This person shouldn't necessarily be the team manager – it's hard to
record and contribute at the same time.

• Post notes where everyone can see them, such as on flip charts or
whiteboards; or use a computer with a data projector.

• If people aren't used to working together, consider using an
appropriate warm-up exercise, or an icebreaker.

Step 2: Present the Problem
• Clearly define the problem that you want to solve, and lay out any
criteria that you must meet.
• Make it clear that that the meeting's objective is to generate as many
ideas as possible.

Step 2: Present the Problem
• Give people plenty of quiet time at the start of the session to write
down as many of their own ideas as they can.
• Then, ask them to share their ideas, while giving everyone a fair
opportunity to contribute.

Step 3: Guide the Discussion
• Once everyone has shared their ideas, start a group discussion to
develop other people's ideas, and use them to create new ideas.
• Building on others' ideas is one of the most valuable aspects of
group brainstorming.

• Encourage everyone to contribute and to develop ideas, including
the quietest people, and discourage anyone from criticizing ideas.
• As the group facilitator, you should share ideas if you have them,
but spend your time and energy supporting your team and guiding
the discussion.

• Stick to one conversation at a time, and refocus the group if people
become sidetracked.
• Although you're guiding the discussion, remember to let everyone
have fun while brainstorming.

• Welcome creativity, and encourage your team to come up with as
many ideas as possible, regardless of whether they're practical or
impractical.

• Don't follow one train of thought for too long.
• Make sure that you generate a good number of different ideas, and
explore individual ideas in detail.

• If a team member needs to "tune out" to explore an idea alone, allow
them the freedom to do this.
• Also, if the brainstorming session is lengthy, take plenty of so that
people can continue to concentrate.

Taking Your Brainstorming Further
• If you're not getting enough good quality ideas, try using the
approaches below to increase the number of ideas that you
generate:
– The Stepladder Technique.
– Brainwriting.
– Online Brainstorming (also known as Brain-netting).
– Reverse Brainstorming.
– Starbursting.
– Round-Robin Brainstorming.
– Charette Procedure.
– Rolestorming.

• The Stepladder Technique improves the contribution of quieter
group members by introducing one person at a time.

• Brainwriting (6-3-5 Brainwriting) is a written approach that you
can use to encourage all individuals to generate and develop
ideas.

• Online Brainstorming (also known as Brain-netting) is an
electronic method of brainstorming, this uses a document stored
on a central server, or on a Cloud-based system.

• Reverse Brainstorming This is used to improve a product or
service.

• Starbursting helps you develop questions that you need to ask to
evaluate a proposal.

• Round-Robin Brainstorming approach to get people to
contribute ideas without being influenced by others.

• Charette Procedure helps you brainstorm with large groups of
people. (Conventional brainstorming becomes increasingly
ineffective when more than 10 or 12 people are involved.)

• Rolestorming technique encourages group members to take on
other people's identities while brainstorming, thereby reducing
their inhibitions.

Step 4: Taking Action
• After your individual or group brainstorming session, you'll have a
lot of ideas.
• Although it might seem hard to sort through these ideas to find the
best ones, analyzing these ideas is an important next step, and you
can use several tools to do this.

• Use Affinity Diagrams to organize ideas and find common themes.

• Decision Matrix Analysis will help you choose between different
options.

• You can also use the Six Thinking Hats technique to look at solution
ideas from different perspectives.

• The Multi-Voting can help you choose between options as a team,
particularly where the differences between options are quite
subjective.

Key Points
• When managed well, brainstorming can help you generate radical
solutions to problems.
• It can also encourage people to commit to solutions, because they
have provided input and played a role in developing them.

Key Points
• The best approach combines individual and group brainstorming.
• During the process, there should be no criticism of ideas, and
creativity should be encouraged.

Agenda
• History of Brainstorming.
• What Is Brainstorming?
• Why Use Brainstorming?
• Individual Brainstorming.
• Group Brainstorming.
• How to Use the Brainstorming.
• Brainstorming in Project Management.
• Brainstorming in Business Analysis.
• Brainstorming in SWOT.
• Brainstorming in Strategic Planning.

Brainstorming in Project Management
• Develop Project Charter.
• Identify Stakeholders.
• Collect Requirements.
• Develop Project Management Plan.
• Plan Quality Management.
• Identify Risks.

Develop Project Charter
• Brainstorming can be used to gather data and solutions or ideas
from stakeholders, subject matter experts, and team members when
developing the project charter.

Identify Stakeholders
• Brainstorming as used to identify stakeholders can include both
brainstorming and brainwriting.

Collect Requirements
• Brainstorming is a technique used to generate and collect multiple
ideas related to project and product requirements.

Develop Project Management Plan
• Brainstorming is frequently used when developing the project
management plan to gather ideas and solutions about the project
approach.
• Attendees include the project team members although other subject
matter experts (SMEs) or stakeholders may also participate.

Plan Quality Management
• Brainstorming can be used to gather data creatively from a group of
team members or subject matter experts to develop the quality
management plan.

Identify Risks
• The goal of brainstorming is to obtain a comprehensive list of
individual project risks and sources of overall project risk.
• Categories of risk, such as in a risk breakdown structure, can be used
as a framework.

Brainstorming in Project Management
• Manage Stakeholder Engagement.
• Manage Team.

Brainstorming in Business Analysis
• PMI has produced Business Analysis for practitioners a practice
guide (PMI-PBA).
• IIBA has produced Business Analysis Body Of Knowledge (BABOK).

PMI-Business Analysis for practitioners a practice
guide: Business Analysis Domains

Business Analysis Planning
• Within business analysis, planning consists of the activities that are
performed in order to ensure that the optimal business analysis
approach is selected for the project and that:
– Stakeholders are thoroughly identified and analyzed.
– Business analysis activities and deliverables are defined and
agreed to.
– Processes that will be used for validating, verifying, and
approving requirements and solutions are acceptable to key
stakeholders.
– The process for proposing changes to requirements is defined
and understood.
– Key stakeholders are aware of and support the activities and time
commitments required to complete the requirements effort.

Conduct or Refine the Stakeholder Analysis
• Brainstorming can be used:
– To build the initial list of stakeholders.
– To discover new stakeholders.

Plan the Business Analysis Work
• Brainstorming can be used to identify a list of tasks to be included in
the business analysis work plan.

Requirements Elicitation and Analysis
• Requirements elicitation and analysis is the iterative work to plan,
prepare, and conduct the elicitation of information from
stakeholders, to analyze and document the results of that work, and
to eventually define a set of requirements in sufficient detail to
enable the definition and selection of the preferred solution.
• Within requirements elicitation and analysis, business analysts use a
number of elicitation techniques and apply a number of analysis
models to support the elicitation and analysis activities.

Conduct Elicitation Activities
• Brainstorming is a technique used to prompt innovation and
creativity by asking groups to consider novel or different solutions.
• Output generated from the group is often greater than the output
from the same group when solutions are recorded individually

IIBA- Business Analysis Body Of Knowledge:
Business Analysis Domains (13 Processes)

Business Analysis Planning and Monitoring
(5 Processes)
• The Business Analysis Planning and Monitoring knowledge area
tasks organize and coordinate the efforts of business analysts and
stakeholders.

Plan Business Analysis Approach
• The purpose of Plan Business Analysis Approach is to define an
appropriate method to conduct business analysis activities.
• Brainstorming is used to identify possible business analysis activities,
techniques, risks and other relevant items to help build the business
analysis approach.

Plan Stakeholder Engagement
• The purpose of Plan Stakeholder Engagement is to plan an
approach for establishing and maintaining effective working
relationships with the stakeholders.
• Brainstorming is used to produce the stakeholder list and identify
stakeholder roles and responsibilities.

Plan Business Analysis Governance
• The purpose of Plan Business Analysis Governance is to define how
decisions are made about requirements and designs, including
reviews, change control, approvals, and prioritization.
• Brainstorming is used to generate an initial list of potential
stakeholder names who may need approval roles in the defined
governance process.

Plan Business Analysis Information Management
• The purpose of Plan Business Analysis Information Management is to
develop an approach for how business analysis information will be
stored and accessed.
• Brainstorming is used to help stakeholders uncover their business
analysis information management needs.

Identify Business Analysis Performance Improvements
• The purpose of Identify Business Analysis Performance
Improvements is to assess business analysis work and to plan to
improve processes where required.
• Brainstorming is used to generate ideas for improvement
opportunities.

The Elicitation and Collaboration
( 2 Processes)
• The Elicitation and Collaboration knowledge area describes the tasks
that business analysts perform to obtain information from
stakeholders and confirm the results.
• It also describes the communication with stakeholders once the
business analysis information is assembled.

Prepare for Elicitation
• The purpose of Prepare for Elicitation is to understand the scope of
the elicitation activity, select appropriate techniques, and plan for (or
procure) appropriate supporting materials and resources.
• Brainstorming is used to collaboratively identify and reach
consensus about which sources of business analysis information
should be consulted and which elicitation techniques might be most
effective.

Conduct Elicitation
• The purpose of Conduct Elicitation is to draw out, explore, and
identify information relevant to the change.
• Brainstorming is used to generate many ideas from a group of
stakeholders in a short period, and to organize and prioritize those
ideas.

Strategy Analysis
(3 Processes)
• Describes the business analysis work that must be performed to
collaborate with stakeholders in order to identify a need of strategic
or tactical importance (the business need), enable the enterprise to
address that need, and align the resulting strategy for the change
with higher- and lower-level strategies.

Define Future State
• The purpose of Define Future State is to determine the set of
necessary conditions to meet the business need.
• Brainstorming is used to collaboratively come up with ideas for the
future state.

Assess Risks
• The purpose of Assess Risks is to understand the undesirable
consequences of internal and external forces on the enterprise
during a transition to, or once in, the future state.
• An understanding of the potential impact of those forces can be
used to make a recommendation about a course of action.
• Brainstorming is used to collaboratively identify potential risks for
assessment.

Define Change Strategy
• The purpose of Define Change Strategy is to develop and assess
alternative approaches to the change, and then select the
recommended approach.
• Brainstorming is used to collaboratively come up with ideas for
change strategies.

Requirements Analysis and Design Definition
(2 Processes)
• describes the tasks that business analysts perform to structure and
organize requirements discovered during elicitation activities, specify
and model requirements and designs, validate and verify
information, identify solution options that meet business needs, and
estimate the potential value that could be realized for each solution
option.

Define Design Options
• The purpose of Define Design Options is to define the solution
approach, identify opportunities to improve the business, allocate
requirements across solution components, and represent design
options that achieve the desired future state.
• Brainstorming is used to help identify improvement opportunities
and design options.

Analyze Potential Value and Recommend Solution
• The purpose of Analyze Potential Value and Recommend Solution is
to estimate the potential value for each design option and to
establish which one is most appropriate to meet the enterprise’s
requirements.
• Brainstorming is used to identify potential benefits of the
requirements in a collaborative manner.

Solution Evaluation
(1 Process)
• Describes the tasks that business analysts perform to assess the
performance of and value delivered by a solution in use by the
enterprise, and to recommend removal of barriers or constraints that
prevent the full realization of the value.

Assess Enterprise Limitations
• The purpose of Assess Enterprise Limitations is to determine how
factors external to the solution are restricting value realization.
• Brainstorming is used to identify organizational gaps or stakeholder
concerns.

Brainstorming in Strategic Planning

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العصف الذهني Brainstorming

العصف الذهني Brainstorming

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