Method123

A plant manager walks past the assembly line and notices a puddle of water on the floor. Knowing that the water is a safety hazard, he asks the supervisor to have someone get a mop and clean up the puddle. The plant manager is proud of himself for “fixing” a potential safety problem. The supervisor, however, is suspicious. He is not sure why the puddle is there. It wasn’t there yesterday. He wonders what caused the puddle to be there today. Therefore, he looks for a root cause by asking ‘why?’ He discovers that the water puddle is caused by a leak in an overhead pipe. He asks ‘why’ again, and discovers that the pipe is leaking because the water pressure is set too high. He asks ‘why?’ again and discovers that the water pressure valve is faulty. He asks ‘why?’ again, and does not get a further answer. The faulty valve is the root cause of the problem. So, the valve is replaced, which solves the symptom of water on the factory floor. Root cause analysis is a way to identify the ultimate

#1: Inadequate Planning I have heard project managers say that the time they spend planning could be better spent actually "doing the work". This is not right. Before the project work begins, the project manager must make sure that the work is properly understood and agreed to by the project sponsor and key stakeholders. The larger the project, the more important it is that this information be defined formally and explicitly. When you think about it, many project problems can be traced to problems in planning. These include Poor estimates based on not understanding the totality of the work. Lack of scope change management because scope was not properly defined to begin with. Issues occurring because of poor risk management. Missing work because the schedule is not thought out. Not understanding all the stakeholders involved. It should not be surprising, then, that the best way to avoid this problem is to do a good job of planning the project up-front. There are four