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Feature Problem examples

The case of the Delayed Programme milestones

Background: A large enterprise is undergoing a multi-year IT transformation program, which includes several projects aimed at modernising its core systems, migrating data to the cloud, and improving cybersecurity. However, the program is experiencing repeated delays, with milestones being missed across multiple projects. This leads to budget overruns, delayed programme milestones, frustrated stakeholders, and concerns about the feasibility of completing the program on time.

Workaround:

To deal with the delays, the program management office (PMO) starts reallocating resources between projects on an ad-hoc basis. Whenever a project falls behind, resources are borrowed from other projects to catch up. This helps address immediate issues, but it causes disruptions across other projects, leading to further delays and inefficiencies.

  • Symptom: Repeated delays and missed milestones across multiple projects in the program.
  • Workaround Applied: Reallocating resources between projects to address delays.

Deeper Analysis:

A deeper investigation reveals that the cause of the delays is poor coordination between projects and unclear dependencies. Many projects are interdependent, but they operate in silos, with little communication or alignment on shared milestones. For example, a data migration project might need to wait for a core system upgrade, but delays in one project cascade into others, creating a domino effect of missed deadlines.

  • Cause: Lack of coordination and communication between projects, leading to delays in shared milestones.

Root Cause:

The root cause of the issue is identified as the absence of a robust program governance framework that can effectively oversee and align multiple projects. The program lacks a centralised system for tracking dependencies and managing risks across projects. Additionally, there are no clear escalation procedures for when issues arise, leading to delays being addressed too late.

  • Root Cause: Lack of a centralised governance framework, ineffective tracking of dependencies, and unclear escalation procedures.

Solution:

The program management office (PMO) decides to implement a centralised program management framework to improve oversight and coordination. This includes the use of program management software that allows for comprehensive tracking of project dependencies, timelines, and risks across the program. The PMO also introduces program-level governance meetings, where project managers can report on progress, identify potential delays, and align on shared milestones. Clear escalation procedures are established, so issues can be addressed quickly and efficiently.

  • Solution: Centralised program management framework, comprehensive tracking software, regular governance meetings, and clear escalation procedures.

Outcome: With the new framework in place, projects within the program are better coordinated, and shared milestones are clearly defined and tracked. Dependencies between projects are managed proactively, reducing the risk of delays cascading across the program. Regular governance meetings help ensure that all projects are aligned, and issues are escalated and resolved in a timely manner. This leads to improved program performance, reduced budget overruns, and greater confidence among stakeholders.

Summary:

  • Workaround: Reallocating resources between projects to address delays.
  • Symptom Addressed: Repeated delays and missed milestones across multiple projects.
  • Cause: Lack of coordination and communication between projects, leading to delays in shared milestones.
  • Root Cause: Lack of a centralised governance framework, ineffective tracking of dependencies, and unclear escalation procedures.
  • Solution: Implementing a centralised program management framework, using tracking software, holding regular governance meetings, and establishing clear escalation procedures.

This example illustrates how addressing the root cause of poor program governance can lead to better coordination across projects, more efficient resource use, and successful program delivery, rather than relying on short-term fixes like ad-hoc resource reallocation.

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Feature Problem solving Resources

Top 20 Problem Solving Methods and Tools

Here is a list of 20 problem solving methods, techniques, tools, and approaches commonly used in startups and small to medium-sized enterprises (SMEs) to help you tackle your own problems:

1. Lean Startup Methodology

  • Focuses on building a minimum viable product (MVP), iterating quickly based on customer feedback, and reducing wasted resources.

2. Agile Framework

  • An iterative and flexible approach to project management, especially suitable for startups to adapt and pivot quickly.

3. Design Thinking

  • Emphasizes empathy for the customer, rapid prototyping, and iterative testing, enabling innovative problem-solving.

4. Business Model Canvas

  • A visual tool to map out key components of a business model, helping startups and SMEs refine their business strategies.

5. SWOT Analysis

  • Identifies internal Strengths and Weaknesses and external Opportunities and Threats, helping to develop strategies.

6. Five Whys

  • Simple yet effective technique for drilling down to the root cause of a problem by asking “why” repeatedly.

7. OKRs (Objectives and Key Results)

  • Goal-setting framework that helps small organizations focus on what matters most and track progress.

8. Rapid Prototyping

  • Building quick prototypes to test and validate concepts, enabling faster feedback and iteration.

9. Customer Journey Mapping

  • Visual representation of the customer experience, highlighting pain points and opportunities for improvement.

10. Growth Hacking

  • Combines marketing, data analysis, and product development to find low-cost and creative ways to grow the business quickly.

11. Kanban

  • Visual workflow management tool to improve task tracking, productivity, and efficiency.

12. Bootstrapping

  • Focuses on building and scaling a business with minimal external funding, emphasizing efficiency and resourcefulness.

13. Pareto Analysis (80/20 Rule)

  • Helps prioritize actions by identifying the small percentage of causes that contribute to most problems or benefits.

14. Lean Canvas

  • A streamlined version of the Business Model Canvas, specifically tailored for startups to validate their ideas and assumptions quickly.

15. Mind Mapping

  • Visual brainstorming tool that helps organize thoughts, ideas, and solutions around a central concept.

16. A/B Testing

  • Experimentation method to test different versions of a product, service, or marketing approach to determine what works best.

17. Bootstrapped Marketing Techniques

  • Cost-effective strategies such as content marketing, social media, and SEO, essential for startups with limited budgets.

18. SCRUM

  • A subset of Agile methodology focused on small, self-organizing teams that deliver working increments of a product in short cycles.

19. Value Proposition Canvas

  • Complements the Business Model Canvas by focusing on aligning product offerings with customer needs and desires.

20. Risk Management Matrix

  • A tool to identify, assess, and prioritize risks, enabling SMEs to mitigate potential threats and seize opportunities.

These methods and tools enable startups and SMEs to address problems efficiently, adapt quickly to changes, and scale their operations with limited resources.

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Feature Problem solving

What is a Problem?

To improve your problem solving, there’s no avoiding the word ‘problem’ and for us as failure-hackers then we need to dissect what is a problem.

A “problem” can be broadly defined as a situation, condition, or issue that is perceived as undesirable or deficient compared to a more desirable, ideal state. It represents a discrepancy between the current state of affairs and a desired or expected state. Problems can arise in various contexts, including scientific, mathematical, social, personal, and professional domains.

Define a problem

To inform our thinking, what does academia define a problem as:

Psychological Perspective: In psychology, particularly in cognitive psychology, a problem is often viewed as a mental construct. A person encounters a problem when there is an obstacle in the way of achieving a specific goal, and the solution is not immediately apparent. This field studies problem-solving as a mental process, involving perception, memory, and reasoning.
Philosophical Perspective: Philosophers like Karl Popper have discussed problems in the context of scientific inquiry and knowledge. Popper proposed that scientific knowledge progresses through a process of conjectures and refutations, where scientists propose hypotheses (potential solutions to problems) and then attempt to falsify them. This perspective views problems as central to the advancement of knowledge.
Mathematical and Logical Perspective: In mathematics, a problem is typically a question with an unknown answer that requires a process of logical and mathematical reasoning to be solved. This perspective emphasizes the role of logical structure and deductive reasoning in problem-solving.
Sociological Perspective: Sociologists view problems in the context of societal issues. These are often complex, involving multiple stakeholders with differing perspectives and interests. Such problems might include inequality, crime, or environmental degradation. Solutions require collective action and policy interventions.

Examples of problems

Now here are some examples of problems in different domains:

The essence of a problem lies in the gap between the current state and a desired state, and the challenge involved in bridging that gap.

1. Scientific Problem: A scientist trying to understand an unexplained natural phenomenon, like the behavior of a newly discovered particle in physics.

2. Mathematical Problem: A mathematician trying to prove a theorem or solve an equation where the method of solution is not immediately apparent.

3. Social Problem: Issues like poverty or social inequality, where the current societal state is deemed undesirable compared to a more equitable situation.

4. Personal Problem: An individual facing a dilemma, such as choosing a career path, where the best course of action is unclear.

5. Professional Problem: In a business context, this could be a company facing declining sales, where the solution involves identifying and addressing the underlying causes.

In all of these examples, the essence of a problem lies in the gap between the current state and a desired state, and the challenge involved in bridging that gap. The nature and complexity of problems can vary greatly, and thus, the approaches to problem-solving are diverse and context-dependent.

The impact of problems

The impact of problems on individuals, teams, organisations, and businesses is multifaceted and can vary in scale and intensity depending on the nature of the problem, the context, and the resilience of the affected parties. Here’s a detailed view of these impacts:

Problems present both challenges and opportunities at various levels of an organisation

Impact on Individuals

  • Stress and Mental Health: Problems, particularly those that are complex or persistent, can lead to increased stress and anxiety. This can have a significant impact on an individual’s mental health and overall well-being.
  • Skill Development: On the positive side, encountering and solving problems can lead to personal growth and development. It enhances critical thinking, creativity, and problem-solving skills.
  • Performance and Productivity: Problems can hinder an individual’s ability to perform effectively, reducing productivity. Conversely, successfully solving problems can boost confidence and efficiency.
  • Career Trajectory: Persistent or unresolved problems might lead to career stagnation or a negative reputation, whereas successfully handling complex issues can lead to career advancement.

Problem impact on Teams

  • Team Dynamics and Morale: Problems within a team, such as interpersonal conflicts or misalignment of goals, can negatively affect team dynamics and lower morale. Effective problem-solving can strengthen team cohesion.
  • Collaboration and Communication: Problems often necessitate improved communication and collaboration within a team. Teams that solve problems together can develop stronger bonds and better communication skills.
  • Innovation and Learning: Teams facing unique problems are often pushed to think creatively and innovate, leading to a culture of continuous learning and improvement.

Problem impact on Organisations

  • Organisational Culture: The way an organisation handles problems can significantly impact its culture. A culture that positively approaches problem-solving can lead to higher employee engagement and a more adaptable organisation.
  • Reputation and Trust: External problems, such as public relations crises, can affect an organisation’s reputation. Effective management of such problems is crucial in maintaining trust among stakeholders.
  • Financial Health: Problems related to operations, finance, or strategy can have direct implications on the organisation’s bottom line. Timely and efficient problem-solving is critical to maintain financial health and sustainability.
  • Strategic Direction: organisational problems often necessitate a reevaluation of strategies and objectives, potentially leading to significant shifts in direction and priorities.

Problem impact on Business

  • Market Position and Competitiveness: Businesses facing industry or market problems must adapt quickly to maintain their competitive edge. This might involve innovation, restructuring, or strategic pivots.
  • Customer Satisfaction and Loyalty: Problems that affect product quality or customer service can lead to a loss of customers and market share. Effective problem resolution is key to retaining customer loyalty.
  • Supply Chain and Operations: Operational problems can disrupt supply chains and production, leading to delays and increased costs. Businesses need robust problem-solving mechanisms to minimize disruptions.
  • Growth and Expansion: Persistent or significant problems can hinder a business’s ability to grow and expand. Conversely, businesses that effectively solve problems can capitalize on new opportunities for growth.

In conclusion, problems present both challenges and opportunities at various levels of an organisation. How individuals, teams, and organisations approach and resolve these problems can have a profound impact on their success, growth, and sustainability.

Positive aspects to encountering problems

Encountering problems, despite often being viewed negatively, can yield several positive outcomes. These benefits can be observed at various levels, from individuals to entire businesses.

Positive aspects for Individuals

  • Skill Development: Solving problems helps individuals develop critical thinking, creativity, and problem-solving skills. It also enhances abilities such as resilience, adaptability, and emotional intelligence.
  • Personal Growth: Overcoming challenges can lead to personal growth. Individuals often discover new strengths and capabilities, boosting their self-confidence and self-efficacy.
  • Career Advancement: Successfully navigating complex problems can lead to recognition, career advancement, and leadership opportunities. It demonstrates an individual’s capability to handle responsibility and complexity.
  • Innovation and Creativity: Problems often require innovative and creative solutions, encouraging individuals to think outside the box and be more inventive in their approach.

Positive aspects for Teams

  • Improved Team Dynamics: Working together to solve problems can strengthen team bonds, improve communication, and foster a sense of camaraderie and trust among team members.
  • Collective Learning: Teams learn collectively as they solve problems. This shared learning experience contributes to the team’s overall knowledge and expertise.
  • Enhanced Collaboration: Problems often require team members to collaborate more closely and leverage each other’s strengths, leading to a more cohesive and effective team.
  • Conflict Resolution Skills: Teams that encounter and resolve internal conflicts or challenges can develop strong conflict resolution skills, beneficial for future team dynamics.

Positive aspects for Organisations

  • Organisational Resilience: Encountering and overcoming problems can build organisational resilience, preparing the organisation to better handle future challenges.
  • Cultural Development: An organisation that effectively deals with problems often cultivates a positive culture that values learning, adaptability, and employee empowerment.
  • Innovation and Improvement: Problems can be catalysts for organisational innovation and continuous improvement, leading to more efficient processes, better products or services, and new business opportunities.
  • Strategic Refinement: Problems often highlight areas needing strategic change or improvement, leading to a more focused and effective organisational strategy.

Positive aspects for Businesses

  • Competitive Advantage: Businesses that effectively solve problems can gain a competitive advantage by being more adaptable and responsive to market changes.
  • Market Leadership: By solving industry-specific problems, a business can position itself as a market leader, setting standards and best practices for others to follow.
  • Customer Satisfaction and Loyalty: Effective problem resolution, particularly in customer service, can lead to increased customer satisfaction and loyalty.
  • Growth and Expansion: Successfully navigating business challenges can open up new markets, customer segments, and opportunities for growth and expansion.

In summary, while problems are often seen as obstacles, they also provide significant opportunities for development, learning, and improvement at individual, team, organisational, and business levels. The ability to effectively solve problems is a key driver of success and innovation in today’s dynamic environment.

The ability to effectively solve problems is a key driver of success and innovation in today’s dynamic environment.

Negative aspects to encountering problems

Encountering problems can also have negative impacts, affecting individuals, teams, organisations, and businesses in various challenging ways.

Problems, while a natural part of any individual, team, organisational, or business experience, can have significant negative impacts if not managed effectively.

Negative aspects for Individuals

  • Stress and Anxiety: Problems, especially complex or persistent ones, can lead to significant stress and anxiety. This can impact mental health, leading to issues like burnout or depression.
  • Overwhelm and Reduced Productivity: Individuals facing multiple or difficult problems might feel overwhelmed, which can reduce focus, efficiency, and productivity.
  • Impaired Decision-Making: Under the pressure of problems, individuals may make hasty or poor decisions, potentially exacerbating the situation.
  • Impact on Personal Life: Work-related problems can spill over into personal life, affecting relationships and overall life satisfaction.

Negative aspects for Teams

  • Conflict and Tension: Problems can lead to conflicts within teams, especially if there are differing opinions on how to address the issue, leading to tension and a hostile work environment.
  • Reduced Morale and Motivation: Persistent problems or a lack of effective solutions can demoralize a team, leading to reduced motivation and job satisfaction.
  • Inefficiency: Teams preoccupied with problems may become less efficient, as time and resources are diverted from regular tasks to address the issue.
  • Communication Breakdown: Problems can lead to breakdowns in communication if team members become frustrated or start to withhold information from each other.

Negative aspects for Businesses

  • Market Position and Competitiveness: Problems that are not effectively addressed can lead to a loss of market position and competitiveness, as the business may fail to keep up with market changes and customer needs.
  • Innovation Stagnation: Constant firefighting and dealing with problems can take away focus from innovation, leading to stagnation in product or service development.
  • Customer Loss: Businesses that fail to solve problems effectively, particularly those affecting product quality or customer service, risk losing customers to competitors.
  • Operational Disruptions: Problems in the supply chain, manufacturing, or service delivery can lead to operational disruptions, affecting the business’s ability to function effectively.

Problems, while a natural part of any individual, team, organisational, or business experience, can have significant negative impacts if not managed effectively. These impacts can range from personal stress and team conflict to financial losses and strategic setbacks for organisations and businesses.

So what?

You now know what a problem is from many angles so that you are better equipped to spot a problem in the wild.

You can see the impact that a problem can have not only on the team but also for the organisation, possibly your part of the organisation but also potentially on the organisation as a whole.

You are versed now in the negative aspects of problems and how they can affect the organisation, the business and most importantly the individual impacts that can manifest as stress, anxiety, conflict and loss of productivity.

The positive aspects of tackling problems are also now in your toolkit. Working together to hopefully solve a problem, the increased motivation and recognition it can bring, the collaboration it entails.

For organisations having the capability and culture to tackle problems brings with it greater resilience to handle challenges. The creativity and collaboration can bring innovation and growth in new ways to the business that can take it to the next level.

So now you can approach your next problem with this new set of insights and perspectives at your disposal.

Read on below to learn more about the symptoms you might see in tackling problems…

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Feature Problem solving Resources

The National Programme for IT (NPfIT)

Why did NPfIT fail?

The National Programme for IT (NPfIT) in the UK’s National Health Service (NHS) was one of the most ambitious and costly IT initiatives ever undertaken in the healthcare sector. However, it faced numerous challenges and was ultimately considered a failure. Here are the primary reasons for its failure:

1.  Scale and Complexity: The NPfIT was an extraordinarily large and complex project. It aimed to revolutionise IT across the entire NHS in England, including the creation of electronic health records for every patient and a national broadband network for the NHS. The sheer size and complexity made it difficult to manage.
2.  Top-Down Approach: The program was largely driven from the top down, without adequate consultation and engagement with the end-users, mainly the clinicians and NHS staff. This led to a mismatch between the system’s design and the users’ actual needs.
3.  Lack of Flexibility: The NPfIT was criticised for its one-size-fits-all approach. Healthcare settings are diverse, and a rigid system failed to accommodate the varying needs of different hospitals and clinics.
4.  Technical Challenges: There were significant technical hurdles, including issues with software design and interoperability between different systems. Integrating new systems with existing legacy systems was also a major challenge.
5.  Cost Overruns and Delays: The project faced significant cost overruns and delays. Originally estimated to cost around £6.2 billion, the costs reportedly ballooned to over £12 billion. Delays in delivery and deployment further eroded confidence in the project.
6.  Vendor Issues: The project relied heavily on a few large IT vendors, some of which were unable to deliver as promised. This reliance on external contractors also led to issues with accountability and quality control.
7.  Change in Political and NHS Leadership: The NPfIT also suffered from changes in political and NHS leadership, which affected the continuity, focus, and direction of the program.
8.  Privacy Concerns: There were significant concerns regarding patient privacy and the security of electronic health records, which led to resistance from both healthcare professionals and patients.

In summary, the failure of the NPfIT can be attributed to its over-ambitious scope, lack of user engagement, inflexibility, technical challenges, cost overruns, vendor issues, leadership changes, and privacy concerns. These factors combined to make the program untenable, leading to its eventual dismantling.

Avoid the NPfIT and US Medical Records project failures
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Strategies to avoid NPfIT-type failures

To avoid the pitfalls experienced by the NPfIT and ensure the success of a future large-scale IT program, especially in a complex and sensitive sector like healthcare, several key strategies should be implemented:

1.  Stakeholder Engagement: Actively involve end-users, such as healthcare professionals, in the planning and implementation stages. Understanding their needs and workflows is crucial for designing a system that is user-friendly and adds real value to their work.
2.  Incremental Approach: Rather than a big bang approach, adopt an incremental and agile methodology. This allows for regular feedback and adjustments, reducing the risk of large-scale failures and enabling more manageable project scopes.
3.  Flexibility and Customisation: Recognise the diversity within the healthcare system and allow for a degree of customisation in different settings. A flexible system that can adapt to various environments is more likely to be successfully integrated.
4.  Robust Project Management: Implement strong project management practices, including clear governance structures, regular progress reviews, risk management, and contingency planning.
5.  Transparent and Realistic Budgeting: Set realistic budgets and timelines, and maintain transparency about costs and schedules. Regularly review and adjust budgets and plans as needed.
6.  Vendor Management and Diversity: Diversify the range of vendors and avoid over-reliance on a few large suppliers. This can reduce risk and improve innovation. Rigorous selection criteria and performance monitoring should be employed.
7.  Technical Excellence and Interoperability: Focus on high-quality software development practices. Ensure systems are interoperable, scalable, and compliant with standards to facilitate integration with existing and future systems.
8.  Data Security and Privacy: Prioritise patient data security and privacy. Build robust security protocols and involve data protection experts. Transparent communication with patients about how their data will be used is essential.
9.  Change Management: Recognise that introducing a new IT system is a major change. Provide adequate training and support to users, and manage the transition carefully to minimise disruption.
10. Continuous Learning and Adaptation: Establish mechanisms for continuous learning and improvement. Use data analytics and feedback to refine the system and adapt to changing needs.
11. Political and Leadership Support: Ensure consistent support from political and health system leaders. Leadership should be stable, committed, and aligned with the project’s goals.

By addressing these areas, a future program can mitigate the risks associated with large-scale IT projects and increase the likelihood of a successful implementation.

Further Lessons from Major Service Transformations are available.

The NAO Framework to Review Programmes and other tools is also available.

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Feature Resources

Lessons from Major Service Transformation

This NAO Briefing Note (2015) outlines the major lessons of service transformation and can be found here.

  • Lesson 1 – transformation programmes raise the greatest risks of failure
  • Lesson 2- set realistic goals and be honest about what really matters
  • Lesson 3 – policy development must take account of implementation
  • Lesson 4 – don’t be tempted to score benefits early
  • Lesson 5 – do identify tangible short-term gains
  • Lesson 6 – recognise the (senior) organisational cost of transformation
  • Lesson 7 – don’t underestimate what you can learn from engagement
  • Lesson 8 – recognise the value of learning and market development
  • Lesson 9 – do anticipate the need to make changes in live running
  • Lesson 10 – recognise the opportunities and limits of technology
  • Lesson 11 – set out clear decision-making and challenge