Solve Workplace Problem Related To Work Activities

COMPETENCY-BASED
LEARNING MATERIALS
Sector:
HEALTH, SOCIAL AND OTHER COMMUNITY DEVELOPMENT SERVICES
Qualification:
Bookkeeping NC III
BASIC COMPETENCY
UNIT OF COMPETENCY: SOLVE WORKPLACE PROBLEM RELATED TO WORK ACTIVITIES
MODULE TITLE: IDENTIFYING / DETERMINING FUNDAMENTAL CAUSE OF PROBLEM

HOW TO USE THIS COMPETENCY BASED LEARNING MATERIAL
Welcome to the module in SOLVE WORKPLACE PROBLEM RELATED TO WORK

ACTIVITIES This module contains training materials and activities for you to complete.
The unit of competency ― IDENTIFYING / DETERMINING FUNDAMENTAL CAUSE OF PROBLEM.
This module expresses the competency required to apply problem solving techniques to
identify/determine fundamental cause problem
You are required to go through a series of learning activities in order to

complete each learning outcome of the module. In each learning outcome there
are Information Sheets, Resource Sheets and Reference Materials for further
reading to help you better understand the required activities. Follow these activities
on your own and answer the self-check at the end of each learning outcome. Get
the answer key from your instructor and check your work honestly.
If you have questions, please don‘t hesitate to ask your facilitator for assistance.
Your facilitator will always be a available to assist you during the training.
The goal of this course is the development of practice skills. To gain these
skills,
you must learn basic concepts and terminology. For the most part, you‘ll get this
information from the Information Sheets and TESDA Website, www.tesda.gov.ph.
This module was prepared to help you achieve the required competency
―Receive and Respond to Workplace Communication‖.
This will be the source of information for you to acquire knowledge and skills
in this particular competency independently and at your own pace, with minimum
supervision or help from your instructor.
Date Developed: Document No. 1

BOOKKEEPING NC III September 2020 Issued by:
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Developed by: Page 2 of 48
Problem Related to Work
Activities) Virgil Keith J. Pico
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Remember to:
Work through all the information and complete the activities in each
section.
Read information sheets and complete the self-check. Suggested
references are included to supplement the materials provided in this module.
Most probably your trainer will also be your supervisor or manager. He
/ she is there to support you and show you the correct way to do things.
You will be given plenty of opportunity to ask questions and practice
on the job. Make sure you practice your new skills during regular work shifts.
This way you will improve both your speed and memory and also your
confidence.
Use the Self-checks, Operation Sheets or Job Sheets at the end of each
section to test your own progress.
When you feel confident that you have had sufficient practice, ask
your Trainer to evaluate you. The results of your assessment will be recorded
in your Progress chart and Accomplishment Chart.
You need to complete this module before you can perform the next
module Provide Room Service.

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SUMMARY OF COMPETENCY-BASED LEARNING MATERIALS
List of Basic Competencies

NO. Unit of Competency Module Title Code
1 Lead workplace Leading workplace 500311109

communication communication
2 Lead small team Leading small team 500311110
3 Develop and practice Developing and practicing 500311111

negotiation skills negotiation skills
4 Solve problems related Solving problems related to 500311112

to work activities work activities
5 Use mathematical Using mathematical 500311113

concepts and concepts and techniques
techniques
6 Use relevant Using relevant technologies 500311114
technologies

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MODULE CONTENT
Qualification/Program BOOKKEEPING NC III

Unit of Competency SOLVE WORKPLACE PROBLEM RELATED TO WORK
ACTIVITIES
Module Title IDENTIFYING / DETERMINING FUNDAMENTAL
CAUSE OF PROBLEM
INTRODUCTION:
This Module “ SOLVE WORKPLACE PROBLEM RELATED TO WORK ACTIVITIES”
expresses the competency required to apply problem solving techniques to identify/determine
fundamental cause problem
You are required to go through a series of learning activities in order to complete each of the
learning outcomes of the module. In each learning outcome, there are Information Sheets, Job Sheets,
and Operation Sheets. Do these activities on your own and answer the Self-Check at the and of each
learning activities.
If you have questions, don’t hesitate to ask your trainer for assistance.
LEARNING OUTCOMES:
At the end of this module you MUST be able to:
LO1. Explain the analytical techniques
LO2. Identify the problem
LO3. Determine the possible cause/s of the problem

ASSESSMENT CRITERIA:
1. Importance and application of analytical techniques are explained
2. Analytical techniques such as brainstorming, cause and effects diagrams, PARETO analysis,
SWOT analysis, GANT chart, PERT CPM & graphs, and scatter grams are defined
3. Variances are identified from normal operating parameters and product quality
4. Extent, cause, and nature of the problem are defined based on observation, investigation and
analytical techniques
5. Problems are clearly stated and specified
6. Possible cause/s of problem are identified based on experience & the use of problem solving
tools/analytical techniques
7. Possible cause statements are developed
8. Fundamental causes are explained

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LEARNING OUTCOME SUMMARY
Learning Outcome No. 1 EXPLAIN THE ANALYTICAL TECHNIQUES

CONTENTS:
 Observation, investigation & analytical techniques
 Brainstorming
 Cause and effect diagrams
 PARETO analysis
 SWOT analysis
 GANT chart
 PERT CPM & graph
 SCATTERGRAMS
 Importance and application of analytical techniques are explained
 Analytical techniques such as brainstorming, cause and effects
diagrams, PARETO analysis, SWOT analysis, GANT chart, PERT CPM &
graphs, and scatter grams are defined

CONDITIONS:
The students/learners must be provided with the following:
 Courseware
 Learning materials/guides
 Computer
 OHP
EVALUATION METHOD:
 Written
 Practical/performance test

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LEARNING EXPERIENCES/ACTIVITIES
Learning Outcome 1: EXPLAIN THE ANALYTICAL TECHNIQUES

Learning Activities Special Instruction
Read information sheet 4.1-1 on
“Observation, investigation & analytical
techniques”

“Brainstorming”
Read information sheet 4.1-3 on “PARETO

analysis” Read and understand the information sheets and
check yourself by answering the self-check.
Read information sheet 4.1-4 on “Cause and You must answer all questions correctly before
effect diagrams” proceeding to the next activity. If you got 100%
correct answers you can proceed to next activity.
Read information sheet 4.1-5on “SWOT If not, you have to go back and read the
analysis” information sheet again.
You have to perform the task sheet to develop
Read information sheet 4.1-6 on “GANT your skill and if you are ready to be evaluated
chart” approach your teacher for final evaluation.
Always observe safety precaution at all times
when doing the task
Read information sheet 4.1-7 on “PERT
After you have accomplished the entire activity in
CPM & graph”
this Learning Outcome you may now proceed to
next Learning Outcome

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INFORMATION 4.1-1
Observation, investigation & analytical techniques
List of Best Business Analysis Techniques

However, as a business analyst or a professional who wants to pursue a business analyst
career, it is required to know about some of those best business analysis techniques. Hence,
in this blog, we will discuss 10 most popular business analysis techniques that are widely used
in the industries
1. SWOT Analysis
The term SWOT stands for its four elements–
 S- Strength
 W- Weakness
 O- Opportunities
 T- Threats
It is a thorough analysis conducted by a business analysis
considering
 The internal factors as Strength and Weakness

 The external factors as Threats and
Opportunities
SWOT analysis is a four-quadrant analysis for a business
analyst where he places the data as the answers for
each quadrant. A business analyst answers the questions
under each of the quadrants.
Advantage:
SWOT analysis is one of the most popular business analysis techniques followed in the industry.
Furthermore, it is easy. It is an enterprise level analysis technique and not only limited to
business analysis. It could be used at any stage of the project if the unit needs it and most of
the people know it. Hence, it is widely used in the industry
2. MOST Analysis
The term MOST stands for its four elements –
 M-Mission
 O-Objective
 S-Strategy
 T-Tactics

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MOST analysis is a powerful business analysis framework and among the best business analysis
techniques using which the business analysts analyze what an organization does and plans
to achieve the goal and what it should do to maintain strategic alignment. Hence, MOST
analysis is a clear way to understand an organization on its ability and purpose.
Now, let’s explain each of the factors with their purposes.
Mission: This is the most critical factor for an organization which defines its purpose and the
goals it wants to achieve in the future. If the mission is specific, then it is easier to analyze and
measure the remaining factors.
Objectives: We can consider objectives as a collection of goals which as an accumulated

result in the mission of the organization. Moreover, Objectives must be S.M.A.R.T –
 S- Specific
 M-Measurable
 A-Achievable
 R-Realistic
 T-Timely
Strategy: This is the steps or actions that an organization takes to achieve the objectives and
finally to accomplish the mission. A strategy is a group of tactics.
Tactics: These are the discrete and straightforward methods which an organization follows to
carry out the strategies.
Advantage:
MOST analysis is a structured business analysis technique followed by every working level in
an organization from the top to down. The process ensures that an organization retains focus
on the mission which is the critical factor for the success of an organization.
3. Business Process Modelling (BPM)
Business Process Modelling is all about process

improvement. It is a legacy process, however, often used
as a business analysis technique during the analysis phase
of a project to understand or analyze the gaps between
existing business process and future business process that
business is opting for.
As per the International Institute of Business Analysis (IIBA),

business analysts perform the below tasks in a BPM project
:

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 Strategic planning
 Business Model Analysis
 Defining process and design it
 Technical Analysis for complex business solutions
Usually, BPM is represented in a diagrammatic way where process, decisions, and information
are represented as a sequential workflow. There are two types notations used for BPM
diagrams –
 BPMN – Business Process Modeling Notation

 UML – Unified Modelling Language Activity Diagram
Advantage:
BPM technique is an easy way to logically represent how a business process will operate by
different roles. Moreover, it is one of the best business analysis techniques recognized in the
industry, especially in IT industry. Hence, people can easily visualize the sequential steps of the
execution process. This, in turn, helps to make complex business analysis more straightforward
to perform for a business analyst.
4. Use Case Modelling
Use case modelling is the technique to pictorially illustrate how the business functions should
work in a proposed system through user interactions. This is mainly used in software
development project and in the design phase to transform business requirements into
functional specifications within an existing development project. There are different tools
used to draw UML diagrams such as Microsoft Visio, IBM’s Rational Rose, etc.
The primary components of use case modelling in a UML diagram are –
 System – The outline of the diagram is represented as the system. In the above
diagram, the rectangular box is depicted as the Timesheet management system.
 Use case – In a UML diagram UML case is represented by an oval shape, and an
individual use case represents a single functionality. In the above example Create
tome sheet entry, Validate time sheet, Save draft, etc. are separate functionalities
that are executed as part of Timesheet management process. As per the
convention, every action in the use case is represented using an active verb
 Actors – The human-like shape in the diagram represents the user who is associated
with the use case or functionality. They are not part of the process. Hence, we
represent them outside the rectangular box.
 Association- An actor’s interaction with the system via use cases is known as an
association. In the above diagram, we can see the Employee and Manager both
the actors are interacting with the system through different use cases.

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 Stereotypes- The relationships between the use cases are known as Stereotypes.
There are two types of Stereotypes –
Advantage:
The UML Use Case Diagram is a very useful Business Analysis technique to clarify and
demonstrate the scope of functionality. A Business Analyst must emphasize much more on
the key functional areas. Hence, proper actor interactions using the UML Use Case Diagram
help in this process. A UML diagram helps to get the original functional requirements with the
business which is more important from the Business Analysts point of view.
5. Brainstorming
This is a group activity and one of the most popular business analysis techniques among the
business analysts. This is a very creative technique where a group activity is performed to
generate ideas, root cause analysis and proposing solutions for the problems. Not to mention
Brainstorming works as an underlying technology for other business analysis techniques
including SWOT analysis, PESTLE analysis, etc.
6. Non-functional Requirement Analysis
This business analysis technique is used when a technology solution is changed. For example
migration from one technology to another which enforces builds from scratch. In this type of
analysis technique, a business analyst mainly focuses on system performance and data
storage requirements to measure the performance factors of the proposed system for live
data. Non-functional requirement analysis is performed during the Analysis phase of a project
and implemented during the Design phase.
Non-functionality requirements can be of various types for example:
 Performance
 Security
 Logging
 Reliability
Advantage:
This is the easiest and one of the best business analysis techniques. Moreover; it has
importance as without this analysis obtaining an intended result is relatively impossible.

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7. PESTLE Analysis
There are always environmental factors which influence business in its strategic planning.
These key factors are commonly known as PESTLE which stands for –
 P- Political
 E – Economic
 S – Social
 T – Technological
 L- Legal
 E – Environmental
Each of the factors mentioned above has influences in making a business decision final.
Hence, analyzing such key drivers is an important task of a business analyst.
In the above picture, we have highlighted some of the key factors which drive the PESTLE
parameters. Hence, the task of a business analyst is to apply PESTLE analysis technique to
understand and identify the factors within the environment of the organization operates and
analyze how those PESTLE factors will influence the future performance of the organization.
Advantage:
PESTLE is a simple and easy framework for business analysis which involves cross-functional
skills of a business analyst along with his expertise. With an effective PESTLE analysis, we can
reduce the potential threats of an organization. Moreover, it opens up the scopes to exploit
the opportunities for entering into new markets globally.
To have a bright business analysis career, it is important to choose the right certification.
Check out the ultimate guide to Business Analysis Certifications here.
8. Requirement Analysis
Requirement analysis is a part of the project lifecycle, and it usually starts at the stage when
business stakeholders propose a solution. As part of requirement analysis technique, a
business analyst needs to conduct interviews to understand the intention of requirements
which include –
 Questions
 Captures
 Interprets
 Workshops
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Advantage:
Though requirement analysis is an informal business analysis technique almost in every project,
it turns out important. Without a proper requirement analysis, a project cannot perform the
right design and development. Hence, it could be considered as the most important phase
of a project. Moreover, it elicits direct stakeholders involved in the project which becomes
useful in a later point in time.
9. User Stories
This is a modern business analysis technique mostly used in the Agile model where there is a
need for iterations for requirement gathering, designing and building a project. In this
technique, requirements are collected from end users point of views to build the best solution.
Advantage:
As the requirements are analyzed from the users perspective, hence, the outcome of such
an analysis is very much user-focused and highly effective.
10. CATWOE
CATWOE is a generic thinking way for business analysis to understand what a business is trying
to achieve. It identifies what the problem areas are and how the solution will impact the
business and its associated people.
CATWOE is an acronym for
 Clients
 Actors
 Transformation
 Weltanschauung or World View
 Owner
 Environmental Constraints
Advantage:
The CATWOE analysis brings up the different stakeholders’ perceptions on a common

platform. Hence, it provides a holistic understanding regarding assumption, the integrity of
the data, ethical angle. It helps a business analyst to prioritize different perspectives
depending on its merits.

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INFORMATION 4.1-2
Brainstorming
What Is Group Brainstorming?
Group brainstorming works the same way as individual

brainstorming except that two or more people participate.
Everyone gets to throw his or her ideas into the hat, which
makes it a social experience as well as a practical one.
Have you ever gotten into a conversation with a friend

and started talking about an invention or some other idea
that captivates you both? As you each toss out ideas, you
get more and more excited.
This phenomenon happens when Knowledge Commerce professionals get together for a
brainstorming session. Energy levels increase, team members congratulate one another on
great ideas, and bonding occurs.
Over time, groups that brainstorm together often become more in sync. They know how
every other person on the team thinks, so they’re able to storm more efficiently.
How Do You Brainstorm Effectively?
Effective brainstorming, as we mentioned above,

requires preparation. In addition to following our
guidelines regarding the right time and space for your
session, you must also know how to guide yourself or
your group through the process.
Following are four steps you can take to make your

individual or group brainstorming session as efficient and
fruitful as possible.
Step 1: Prepare the Group
Even if you’re working by yourself, you need to prepare yourself for brainstorming. Choose a
place in which to storm, let the others know about your plans if you’re working as a group,
and explain what brainstorming is if other people don’t know.
The idea here is to get everyone into the right frame of mind. This isn’t about moving
forward on a project or reaching a specific goal. You’re just producing, discarding, and
converging ideas. That’s the entire point.
Step 2: Present the Problem
Your next job is to make sure that everyone is in the right mindframe for brainstorming.
Explain the problem that you hope to correct so that everyone is on the same page.
The goal here is to make sure that everyone works toward a common solution. You don't
want the conversation or the ideas to spread out in tangents.

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As mentioned above, it's a good idea to welcome so-called wild ideas, but those wild ideas
need to have a foundation in the goal that you are pursuing.
It's your job to make sure that everyone understands the problem that you're trying to solve.
You can prep the group by explaining what has and has not worked in the past and by
letting everyone know that each team member has a voice.
You might even want to write the rules of brainstorming in a place where everyone can see
them. That way, everyone knows how to behave during the brainstorming session.
Step 3: Guide the Discussion
Once you have outlined the problem, start the brainstorming session by asking each team
member to present one idea. You don't expect to generate this solution during this first
round, but the goal is to get people talking and sharing.
As the brainstorming session unfolds, it's your job to keep the conversation on track and to
remind everyone of the rules. Even though brainstorming is a relatively informal process, it
should still yield fruitful results if everyone retains their focus and shares with on their minds.
Step 4: Take Action
At some point, the brainstorming session must end. You need to decide which of the ideas
have merit and move forward with the solution.
Maybe you've found a way to solve a marketing problem, for example, or perhaps you've
come up with your next online product. Regardless of the subject of the brainstorming
session, it needs to end in action.
What Are the Most Effective Brainstorming Techniques?
Dozens of brainstorming techniques exist, each of which comes with its own set of benefits
and drawbacks. You can try multiple brainstorming techniques to figure out what works best
for you and your team.
Following are some of the most effective and popular brainstorming techniques. Based on
their descriptions, choose the one that sounds like it would work best for your work
environment.
1. Teleporting Storming
You don't need any special powers to take advantage of teleporting storming. Instead, all
you have to use as your imagination.
Sometimes, Knowledge Commerce professionals get caught up in their everyday

environments. Since you probably don't have the time or resources to jet off to Tahiti in
search of enlightenment, try teleporting storming to get the juices flowing again.
All you have to do is close your eyes and imagine that you're in a different environment. It
could be your home, your favorite vacation spot, a particularly inspirational place on the
planet, or a beloved coffeehouse.
Choose a "destination" that makes you feel calm, peaceful, and inspired.

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Now, imagine what you would do to solve your current problem from your "destination"
location. What if you had infinite resources? What if your current barriers did not exist? How
would you approach the problem then?
In many cases, teleporting storming unleashes new ideas because you are not bound by
the constraints of your existing environment. You can do this by yourself or with a group.
2. Figuring Storming
Most of us fantasized about living a day in the shoes of someone we admire. It could be a
famous actor or actress, a successful business person, or even a beloved relative.
Figure storming works similarly to teleporting storming except that you're putting yourself in
someone else's shoes instead of putting your shoes in another destination. Imagine what
you would do to resolve your current problem if you were the person that you admire.
3. Roadmap Storming
Maybe you are in the midst of developing your next online course. You know what you
want to achieve with the course and you're pretty sure how you want the course to begin,
but you're not sure what happens in the middle.
That's where roadmap storming comes into play. During roadmap storming, your goal is to
map out each step in the process to connect you from point A to point B.
This type of storming often works best in a group because everyone can contribute their
ideas and help connect the dots. However, this doesn't mean you can't conduct roadmap
storming by yourself.
Focus on adding each new "dot" in the process and figuring out how to connect them in a
way that makes sense.
4. Cultural Storming
We all know how important cultural norms have become in digital marketing. It's essential to
understand your audience's demographics and other qualities so you can effectively
market to them.
You have your own set of cultural norms that defines who you are and influences your
cognitive processes. But what if you could shuck those cultural norms and become
someone else — it's only in theory and if only for a brief period of time?
During cultural storming, your goal is to put yourself into someone else's shoes in terms of
their cultural heritage, background, and other demographics. As that person, how would
you approach the problem that you're facing?
5. Mind Map Storming
Maybe you remember mind maps from back in school. Mind maps are among the most
popular brainstorming tools because they are easy to use either by yourself or with a group
and because they're highly rooted in organization.
However, keep in mind that they don't just work when you're researching term papers. They
can also become highly effective when you're trying to solve a business problem or create
a new product.

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A mind map starts with a single idea: Usually, the problem that you're trying to solve. It's
especially useful when you're trying to resolve a creative issue, such as creating a new
online course or a membership site.
After you write the goal or problem on the center of a piece of paper, circle it and create
dashes around that central idea. Use the dashes to write down sub-ideas or -categories.
You can create as many branches as you want around the central idea until you start to
see a pattern. What sub-idea makes the most sense when it comes to carrying through on
your plan?
If you are working with a group, consider creating a mind map on a larger campus. A white
board or black board works well for this purpose, but you could also use a large sheet of
paper. Let everyone contribute to the sub-ideas and let team members contribute their
thoughts on each potential avenue.
6. Superstorming
Superheroes are extremely popular these days. From Superman and Batman to Spiderman
and Wonder Woman, most people have a favorite superhero.
Consider using your knowledge of superhero universes to help you resolve your business
problem. During superstorming, you play that fun childhood game in which you imagine
that you have a superpower of your choosing.
Armed with that superpower, how would your circumstances change? How might you
approach your problem or goal more aggressively to achieve drastic results?
7. Medici Effect Storming
Think of the Medici Effect as a metaphor on steroids. It's a common innovation technique
that businesses and even military forces use defined parallels between seemingly unrelated
things or ideas.
You can use Medici Effect storming to figure out how disparate ideas might intersect even
though they don't seem to have any correlation. For instance, you might introduce your
new product as an online course that replicates the production of a movie.
Your online course has nothing to do with movies. But by presenting the information with this
unique parallel, you might reach more people and create a fun way to share your
knowledge.
8. Blind Writing Storming
This brainstorming technique is best undertaken alone, but multiple people can do it at the
same time. You or everyone on your team gets a sheet of paper. Set a timer for a certain
length of time, such as 15 minutes, and use that time to write continuously.
Don't censor yourself or otherwise think about the words you're putting on paper. Instead,
focus on getting your ideas down as quickly as they come into your mind.
If you're doing this with the group, you can later read each other's pages and perhaps find
connections between the ideas you've each come up with.

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9. Group Ideation Storming
If you often work alone, you might find yourself bereft of ideas. It's a common affliction for
creative types who prefer to work by themselves but you sometimes get stumped when
creating a product or attempting to solve a problem.
Just because you don't work with a group on a day-to-day basis doesn't mean that you
can't engage in group ideation storming.
Gather a group of willing friends or family members and ask them to help you participate in
this little exercise. Explain the problem with the goal you're trying to achieve, then asked
them to help you bounce ideas around.
Even though they're not part of your industry, they might have some excellent insights that
can help you overcome whatever hurdle you're facing. In fact, the fact that they aren't
part of your business might work in your favor. They are completely fresh minds.
10. Reverse Storming
You might have heard of reverse engineering. Reverse storming works in a similar way.
During reverse storming, you consider the goal that you want to achieve or the problem you
want to it resolve, then flip it on its head. What if you don't want to achieve that goal or
solve that problem? What would you do to thwart your progress?
It sounds a little strange, but it can actually help you gain better insight into your business
and your online digital products. Maybe you'll discover that you've actually been
sabotaging your own success by working against your goal.
11. SWOT Analysis Storming
SWOT stands for strengths, weaknesses, opportunities, and threats. Is often represented with
four boxes in a quadrant, each box labeled with one of those four words.
The goal for this brainstorming session is to determine the strengths, weaknesses,
opportunities, and threats related to the current problem you are facing. From that
information, you can often find the way forward by minimizing the threats, maximizing
strengths, building up weaknesses, and embracing opportunities.
12. Five Whys Storming
The five whys storming technique relies on your ability to question your assumptions and to
gain insight into your problem via asking more questions. You can do it by yourself or as a
team.
Start by writing down your problem or goal. Then, using five sticky notes, begin questioning
your assumptions.
The first sticky note should answer the question, "Why is this a problem?" On your second
sticky note, answer the question, "Why is that true?" You're referring here to the statement
you made on your first sticky note.
Continue this until you get to the final sticky note. You should now have five statements that
answer the question, "Why?"

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If you're doing this is part of the group, make sure that everyone can see each other's sticky
notes. You can even put them all on a wall together.
What patterns have emerged? How can you turn those question marks into actionable next
steps?
13.Brain-Netting (Online Brainstorming)
Many Knowledge Commerce professionals work with remote teams. You can't just get
together in a conference room and brainstorm the afternoon away.
This shouldn't stop you from brainstorming altogether, though. Use Brain-Netting to
brainstorm with your team remotely.
Many different technologies exist to make this happen. You can use Skype conversations,
Slack conversations, conference calls, or any other mode of communication networks for
your team.
Best of all, you can use any of the brainstorming techniques we mentioned on this list in a
virtual way.
14."What If" Storming
This is another question-based brainstorming technique. You won't be asking, "Why?"

Instead, the question of the day is, "What if?"
Start with a single what-if statement. For example, "What if we narrowed our audience for
the next online course?"
Keep asking these what-if questions until you start to see patterns emerge and great ideas
taking shape. The goal isn't to imagine what you should do, but what you could do.
15. Rapid Ideation Storming
During rapid ideation storming, the goal is to put yourself in your audience's shoes. Instead
of thinking like a Knowledge Commerce professional, think like the people who might buy
your digital products.
Start writing down ideas based on what you know about your audience. What do they
want to learn? How do they want to learn it? What format would make the learning most
effective?
Each time you come up with a new question, take your ideation in a new direction. The
goal is to get as many ideas down on paper as possible in the shortest amount of time.

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INFORMATION4.1-3
Cause and effect diagrams
Cause and Effect
What is a Cause and Effect Diagram?
A cause and effect diagram examines why something happened or might happen by
organizing potential causes into smaller categories. It can also be useful for showing
relationships between contributing factors. One of the Seven Basic Tools of Quality, it is often
referred to as a fishbone diagram or Ishikawa diagram.
One of the reasons cause & effect diagrams are also called fishbone diagrams is because
the completed diagram ends up looking like a fish's skeleton with the fish head to the right
of the diagram and the bones branching off behind it to the left.
Cause and Effect Analysis
To begin making a cause and effect diagram, write the main issue or problem to be
analyzed in a box that is typically on the right edge of the page, halfway down the drawing
area or page. A line called the "spine" or "backbone" should extend to the left starting from
the edge of the main box (if you're using a SmartDraw template, this will already be there
for you). Next, angle branches off of the spine, each representing a cause or effect of the
main issue. Each of these branches can contain additional branches.
Most cause and effect diagrams examine a similar set of possible causes for any issue
analyzed.
In the manufacturing industry, these are referred to as the 6Ms:
 Methods. Are there well-written and appropriate training guidelines in place? Are
certain policies or regulations causing slow-downs or creating unnecessary steps?
 Machines. Are there any maintenance issues with the tools used or the number of
tools available?
 Materials. Are there any issues getting raw materials from suppliers? Any problems
with transportation (timing) or with the quality of the supplies?
 Measurements. Could there be errors in calculation or contamination that caused
false readings? Could the way you measure be inconsistent in some way? Is your
equipment regularly calibrated and maintained?
 Mother Nature/Environment. Is there too much moisture in the environment? Are
temperatures too hot or too cold? Is there excessive dust or other contamination?
 Manpower/People. Do you have too little of your workforce devoted to a process?
Are new people adequately trained? Is the training consistent? Are the right
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people with the right experience being hired or promoted? Is there a specific
position creating a bottleneck or making frequent mistakes?
Occasionally, a manufacturing analysis will also include two other categories: Management
and Maintenance.
In the service industry, these are described as the 4S:
 Surroundings. Does your establishment project the right image? Is it run-down? Is it
impersonal? Is it comfortable?
 Suppliers. Are there any issues delivering your service? Do you have problems with
low quality food deliveries? Are there too many dropped phone calls? Can your
server handle traffic spikes? Are you getting enough traffic through advertising
channels you're paying for?
 Systems. Do you have policies and procedures in place for all scenarios? Do you
have modern cash registers that help your servers place orders and deliver checks
efficiently?
 Skill. Are your employees properly trained? Do they have the right experience?
Occasionally, a fifth category will be included called "Safety".

In the marketing industry, cause and effect diagrams will often consist of 7Ps:
 Product. Consider all aspects of what you're selling including its quality, its perceived
image, availability, warranties, support and customer service.
 People. When people buy your product or service they may interact with many
people: sales people, customer service people, delivery people, and so on. Are
there any potential problems with your company culture?
 Process/Procedure. How do you handle problems when they arise? Are they
escalated properly? Is your staff trained appropriately and do they follow their
training?

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 Promotion. Consider advertising, sales, PR, branding, direct marketing, partnerships,
and social media.
 Price. How does the price of your product or service compare to competitors? What
discounts and payment methods are available?
 Physical evidence/Packaging. How is your product or service consumed? Is how or
where you present your product hurting your ability to convert? Are your facilities
clean and tidy? Is the packaging cheap or expensive?
 Place/Plant. Is your distribution efficient and cost-effective? Is your product sold in the
right stores or neighborhoods? Are your stores convenient for your target customers?
INFORMATION 4.1-4
PARETO analysis
What Is a Pareto Analysis?
The Pareto analysis is also known as the 80/20 rule because it is based
on the idea that 80 percent of a project's benefit can come from
doing 20 percent of the work. Conversely, 80 percent of a situation's
problems can be traced to 20 percent of the causes. /
Credit: marekuliasz | Shutterstock
For those in charge, there are usually lots of decisions to be made.

The question is, which should be tackled first? To help answer that
question, many business leaders conduct a Pareto analysis. A Pareto
analysis helps prioritize decisions so leaders know which ones will have
the greatest influence on their overall goals and which ones will have
the least amount of impact.
The Pareto analysis is also known as the 80/20 rule because it is based on the idea that 80
percent of a project's benefit can come from doing 20 percent of the work. Conversely, 80
percent of a situation's problems can be traced to 20 percent of the causes.
According to the website Better Explained, the technique is named after Italian
economist Vilfredo Pareto, who observed that 80 percent of Italy's wealth belonged to only
20 percent of the population.
"The Pareto Principle is the observation (not law) that most things in life are not distributed
evenly," Better Explained writes on its website.

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Among the examples they give include:
 20 percent of the input creates 80 percent of the result
 20 percent of the workers produce 80 percent of the result
 20 percent of the customers create 80 percent of the revenue
 20 percent of the bugs cause 80 percent of the crashes
The Process Excellence Network points to two main benefits of using a Pareto
analysis. The first is that it can categorize and stratify such things as errors, defects, delays,
customer complaints or any other measures of the resulting quality of a business's process so
that leaders can identify different classes or types of problems.
Second, is that it graphically displays the results in a Pareto chart or Pareto diagram so that
the significant few problems emerge from the general background.
How to make a Pareto chart
While there are several different ways to conduct a Pareto analysis, they tend to revolve
around the same guiding principles. According to the website Mind Tools, the six steps to
conducting a Pareto analysis are:
1. Identify and list problems: Write a list of all of the problems that you need to resolve.
2. Identify the root cause: For each problem, identify its fundamental cause.
3. Score the problems: The scoring method use will depend on the sort of problem that
needs to be solved. If the problem revolves around a business trying to improve profits,
then the scoring might center on how much each problem is costing them. Or, if they
are trying to boost customer satisfaction, they might score the problems on the number
of complaints that would be eliminated if the problem were solved.
4. Group the problems: Group the problems by the root cause.
5. Add the scores: Add up the scores for each cause group. The group with the top score is
should be the highest priority, while the one with the lowest score should be the lowest
priority.
6. Action: Start tackling the causes of the problems. Deal with the top-priority problem, or
group of problems, first.
For those that want a graphical representation of the problems, the Project Excellence
Network advises to divide each problem's score by the grand total of all of the scores to get
a percentage. Decision makers should then draw a chart with a horizontal axis and two
vertical axes. The left vertical axis should be marked in increments from zero to the grand
total of all the problem scores. On the other side, the right vertical axis should be marked in
increments from zero to 100 percent.
Next, leaders should construct a vertical bar diagram, with the highest percentage score on
the left and lowest on the right. According to the Project Excellence Network, the
height of each bar should correspond with the value on the left axis and the percentage of
the total on the right axis.
Finally, to figure out what percentage of the total problems will be solved when more than
one are addressed, a line graph should be added to the top.
"Beginning at the left zero point, plot a line showing the cumulative percentage total
reached with the addition of each problem classification," the Project Excellence Network
writes on its website. " The line should end at the 100 percent mark on the right axis."
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INFORMATION 4.1-5
SWOT analysis
What Is a SWOT Analysis

A SWOT analysis is an incredibly simple, yet powerful tool to help you develop your business
strategy, whether you’re building a startup or guiding an existing company.
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.
Strengths and weaknesses are internal to your company—things that you have some control
over and can change. Examples include who is on your team, your patents and intellectual
property, and your location.
Opportunities and threats are external—things that are going on outside your company, in
the larger market. You can take advantage of opportunities and protect against threats, but
you can’t change them. Examples include competitors, prices of raw materials, and customer
shopping trends.
A SWOT analysis organizes your top strengths, weaknesses, opportunities, and threats into
an organized list and is usually presented in a simple two-by-two grid. Go ahead
and download our free template if you just want to dive right in and get started.
Here’s what the layout of a SWOT analysis looks like.
When you take the time to do a SWOT analysis, you’ll be armed with a solid strategy for
prioritizing the work that you need to do to grow your business.
You may think that you already know everything that you need to do to succeed, but a
SWOT analysis will force you to look at your business in new ways and from new directions.
You’ll look at your strengths and weaknesses, and how you can leverage those to take
advantage of the opportunities and threats that exist in your market.
Who should do a SWOT analysis?

For a SWOT analysis to be effective, company founders and leaders need to be deeply
involved. This isn’t a task that can be delegated to others.

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But, company leadership shouldn’t do the work on their own, either. For best results, you’ll
want to gather a group of people who have different perspectives on the company. Select
people who can represent different aspects of your company, from sales and customer
service to marketing and product development. Everyone should have a seat at the table.
Innovative companies even look outside their own internal ranks when they perform a SWOT
analysis and get input from customers to add their unique voice to the mix.
If you’re starting or running a business on your own, you can still do a SWOT analysis. Recruit
additional points of view from friends who know a little about your business, your
accountant, or even vendors and suppliers. The key is to have different points of view.
Existing businesses can use a SWOT analysis to assess their current situation and determine a
strategy to move forward. But, remember that things are constantly changing and you’ll
want to reassess your strategy, starting with a new SWOT analysis every six to 12 months.
For startups, a SWOT analysis is part of the business planning process. It’ll help codify a
strategy so that you start off on the right foot and know the direction that you plan on
going.
How to do a SWOT analysis the right way

As I mentioned above, you want to gather a team of people together to work on a SWOT
analysis. You don’t need an all-day retreat to get it done, though. One or two hours should
be more than plenty.
Gather people from different parts of your company and make sure that you have
representatives from every part. You’ll find that different groups within your company will
have entirely different perspectives that will be critical to making your SWOT analysis
successful.
Doing a SWOT analysis is similar to brainstorming meetings, and there are right and wrong
ways to run them. I suggest giving everyone a pad of sticky-notes and have everyone
quietly generate ideas on their own to start things off. This prevents groupthink and ensures
that all voices are heard.
After five to 10 minutes of private brainstorming, put all the sticky-notes up on the wall and
group similar ideas together. Allow anyone to add additional notes at this point if someone
else’s idea sparks a new thought.
Once all of the ideas are organized, it’s time to rank the ideas. I like using a voting system
where everyone gets five or ten “votes” that they can distribute in any way they like. Sticky
dots in different colors are useful for this portion of the exercise.
Based on the voting exercise, you should have a prioritized list of ideas. Of course, the list is
now up for discussion and debate, and someone in the room should be able to make the
final call on the priority. This is usually the CEO, but it could be delegated to someone else in
charge of business strategy.
You’ll want to follow this process of generating ideas for each of the four quadrants of your
SWOT analysis: Strengths, Weaknesses, Opportunities, and Threats

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INFORMATION 4.1-6
GANT chart
What is a Gantt chart?

According to Wikipedia, “A Gantt chart is a type of bar chart that illustrates a project
schedule and shows the dependency relationships between activities and current schedule
status.”
In simpler words, Gantt charts are a visual view of tasks displayed against time. They
represent critical information such as who is assigned to what, duration of tasks, and
overlapping activities in a project.
All in all, Gantt charts are the perfect allies for planning, scheduling, and managing a
project.
Why is Gantt chart useful?
If you are wondering what is Gantt chart used for and why it is useful for leaders, you need to
know that these charts simplify the planning process. Since they are simple to create, use,
and keep track of, they prove to be of great help for managers.
A Gantt Chart, in its simplest form, is a timeline that illustrates how the project will progress
during the project management process. And the timeline view offered by Gantt Charts is
proven quite useful for planning and scheduling projects. It helps project managers and
project teams to assess how long a project should take, determine the resources needed,
understand the dependencies between tasks, and plan the order in which each task will be
completed if the whole project is to deliver on time.
As the project moves forward, a Gantt chart adjusts simultaneously, displaying an up-to-
date project schedule to keep everyone (teams, clients, and stakeholders) informed of the
progress. In addition to this, Gantt charts replace meetings and enhance other status
updates. They make it easy for teams to understand task progress and talk about the
problems they may encounter.
In all, using a Gantt chart or a Gantt chart tool is useful during project management
because it allows you to picture your project against the time frame it needs to be done in.
History and evolution of Gantt charts

Gantt charts have an interesting history that needs to be shared. The origin of the tool dates
back to the late 1800s when a Polish engineer Karol Adamiecki invented a diagram called
harmonograph. The major reason behind inventing this diagram was to improve the way
production schedules were displayed during that point of time. The only problem was that
all findings and other critical information were published in Polish and Russian only.
Meanwhile, Henry Laurence Gantt, a management consultant and an engineer, was also
working on the similar concept around 1910. He designed a chart to help manufacturing
managers to easily visualize their work schedule. With time, it underwent some changes and
evolved into Gantt charts. Therefore Henry Gantt is considered the inventor of Gantt Chart
(hence the name).
Since we have revisited what Gantt charts are and how they got popularized, it’s time that
we discuss how online Gantt charts make project management better.
Top 11 benefits that Gantt charts offer:

1. Know what’s going on in your projects
The biggest advantage of using free online Gantt charts in project management is that you get to
see everything related to project at a single place. It acts as a great visualization and prioritization
tool as it provides the total overview of the project and tells you about the critical information such as

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members involved in each step, the order of tasks, duration, start-to-end dates, task dependencies
and progress made in them. Hence, online Gantt charts software are helpful in equipping project
managers with the information they need to oversee while managing projects.
2. Improved communication and team cohesion

Communication is an integral part of a project that can make or break it. In fact, 86% of employees
feel lack of communication as the biggest reason for workplace failures. On the other hand, Gantt
charts are known to provide crystal clear communication. Project managers can use these charts to
know who is working on what and give inputs on certain tasks and pass relevant information to them.
This helps him to communicate better with team members and also improves their relationship as a
team. Most importantly, it eliminates the need for having a separate tool for tracking and
communication purposes.
3. Avoid resource overload

Too many problems arise when resources are stretched over too many tasks and processes. Gantt
charts allow you to use your resources effectively as you get to see a project’s timeline where you
can easily see how and where resources are being utilized. Within Gantt charts, you can also
delegate tasks and align resources without burdening them with too much work. This way you
can effectively manage resources and when resources are properly managed, projects are more
likely to be completed within budget and deadlines.
4. Measure the progress of projects

Once you schedule your project in a Gantt chart software you can check the progress of the
projects in it. The feature to measure a project’s progress enables you to make changes in your
strategy if it is lagging behind its schedule. As project members can update the completed percent
of each task, everyone stays on the same page. This information is quite useful to determine if the
project is headed in the right direction or not.
5. See overlapping activities and task dependencies

At times, you cannot start a certain task unless another task which is dependent on the former is
completed. Such task dependencies can make things difficult to be managed especially in case of
complex projects that have too many tasks. As you get to see an overview of projects in a Gantt
chart software, you can easily see which tasks are dependent on each other and schedule them in a
way that they don’t impact the overall progress in any way and team members share equal
responsibility.
6. Experience more clarity
It’s not a good feeling when you get stuck in a project and you don’t know where things are going.
Although it’s quite common to get stuck while working on a project, however, Gantt charts let you
see things with a lot more clarity with just a click. As you can instantly see the progress of tasks, it helps
you and others working on a project to develop a better understanding of how things are unfolding.
More clarity means better understanding which further leads to successful completion of a project.
7. Practice better time management

Many project managers pitch scheduling as one of the biggest benefits of Gantt charts in project
management. As time plays an important role in the life of a project, therefore a Gantt chart
software helps project members to understand the severity of time delays while managing projects.
It’s easy to get carried away and work mindlessly on tasks but when you have a unified view of the
overall progress, you can easily allocate time to each and every task and do what really needs to be
done.
8. Work with remote team members and motivate them

According to a recent study, almost 75% of American employees would prefer to quit their jobs and
change it for a remote position. Remote work is quite popular these days. It’s one of the trends that
are expected to dominate the world of project management in the coming years. However, working
with a remote team has its own challenges. When you manage a project with a remote team, you
have way more difficulties coordinating and keeping everyone in the loop. A Gantt chart, being an
effective solution for modern teams, makes it easier for everyone to stay on the same page while
working together. Gantt chart is certainly one of the best ways to work with remote teams and keep
them motivated. It allows you to visualize what’s already done, what’s in progress, and what lies

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ahead, keeping everyone shoulder to shoulder during the project development regardless of the
country or time zone they’re in
9. Create a sense of accountability

Using Gantt charts during project management allows both project managers and teams to track
team progress, highlighting big wins (like a task completed on time and a milestone achieved ahead
of the schedule), as well as major failures. This functionality of the Gantt chart helps to create a sense
of accountability in the workplace. It gives both managers and team members a fair opportunity to
leverage this solution to highlight how frequently they exceed expectations and get recognition in
the workplace.
10. Boost flexibility

Change is a crucial part of the project management process. Even if your project plan appears to be
foolproof, you and your team need to be prepared for the possibility that you might have to adjust
your expectations as per the changing situations. Having a user-friendly Gantt chart tool can help
you relieve yourself from potential headaches in such conditions. You can use a Gantt chart to help
your team keep moving towards reaching the desired goal and milestones, while still being flexible in
how to get there.
11. Promotes transparency

Transparency in the workplace promotes trust and teamwork amongst your team. Being aware of
each other’s responsibilities in a project is an important part of that process. A Gantt chart certainly
helpful in this case. It shows the details of each team member’s tasks and milestones in one place so
that everyone is aware of each other’s workload and help those who may be struggling to fulfill their
own work. This kind of transparency in the work process further boosts teamwork, honesty, and
humility within the team.
Application of Gantt charts

The sheer simplicity and ease-of-access of all relevant information make Gantt charts an ideal choice
for teams to use them for organizing their schedules. Due to this, Gantt charts are widely used in
project management, IT and development teams. Apart from them, marketing, engineering, product
launch, manufacturing teams can also use Gantt charts to get an overview of how things are rolling
on the work front.

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INFORMATION4.1-7
PERT CPM & graph
What is the Difference Between PERT and CPM
Project management can be defined as a structural way of planning, scheduling,

executing, monitoring, and controlling various phases of a project. To achieve the end goal
of a project on time, PERT and CPM are two project management techniques that every
management should implement. These techniques help in displaying the progress and series
of actions and events of a project.
Meaning of PERT
Program (Project) Evaluation and Review Technique (PERT) in an activity to understand the
planning, arranging, scheduling, coordinating, and governing of a project. This program
helps to understand the technique of a study taken to complete a project, identify the least
and minimum time is taken to complete the whole project. PERT was developed in the
1950s, with the aim of the cost and time of a project.
Meaning of CPM
Critical Path Method or CPM is a well-known project modelling technique in project
management. It is a resource utilising algorithm that was developed in the 1950s by James
Kelly and Morgan Walker.
CPM is mainly used in projects to determine critical as well as non-critical tasks that will help
in preventing conflicts and reduce bottlenecks.
In essence, CPM is about choosing the path in a project that will help in calculating the
least amount of time that is required to complete a task with the least amount of wastage.
The Critical Path Method or CPM has been used in many industries starting from defence,
construction, software, aerospace, etc.

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PERT vs CPM
Abbreviation
PERT – Project Evaluation and Review Technique CPM – Critical Path Method
What does It Mean?
PERT – PERT is a popular project management CPM – CPM is a statistical algorithm which
technique that is applicable when the time has a certain start and end times for a
required to finish a project is not certain project
Model Type
PERT – PERT is a probabilistic model CPM – CPM is a deterministic model
Focus
PERT – The main focus of PERT is to minimise the CPM – The main focus of CPM is on a
time required for completion of the project trade-off between cost and time, with a
major emphasis on cost-cutting.
Orientation type
PERT – PERT is an event-oriented technique CPM – CPM is an activity-oriented

technique
PERT Example
Advantages of CPM
 Provides an outline for long term coordination and planning of a project.

 Recognizes critical activities
 Easy to plan, schedule, and control project
 It improves productivity
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 Manages the resource needed
Disadvantages of CPM
 For beginners its difficult to understand

 Software too expensive
 Sometimes, to structure CPM is too time-consuming
 It cannot control and form the schedule of a person involved in the project
 Allocation of resources cannot be monitored properly
CPM Example
How to Make a PERT Chart?

To prepare a PERT Chart, following steps need to be followed.
 Recognize particular projects and milestones.

 Decide the precise sequence of the project.
 Create a network diagram.
 Determine the time needed for each project activity.
 Manage the critical path.
 Update the PERT chart as the project progresses.
CPM in Project Management
The Critical Path Method in project management is a step-by-step technique used in the
planning process that explains the critical and non-critical activities of a project. CPM goals
are to check time-bound issues and process that causes blockage in the project. The CPM
is preferably applicable to projects that involve various activities that are associated with a
complex method. Once CPM is applied, it will help you keep your projects on track.
 Help you recognize the action that needs to be performed on time so that the whole
project is completed on time.
 Indicates which responsibilities can be delayed and for how long without affecting
the overall project plan.
 Determine the least amount of time it will take to accomplish the project.
 Tell you the newest and latest time each activity can start on in order to manage the
schedule.
The term of each action is listed above each joint in the diagram. For an individual path,
insert the duration of each node to ascertain the total duration. The critical path is the one
that has the longest duration.

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INFORMATION 1.4-8
SCATTERGRAMS
What is a scatter plot?

A scatter plot (aka scatter chart, scatter graph) uses dots to represent values for two
different numeric variables. The position of each dot on the horizontal and vertical axis
indicates values for an individual data point. Scatter plots are used to observe relationships
between variables.
The example scatter plot above shows the diameters and heights for a sample of fictional
trees. Each dot represents a single tree; each point’s horizontal position indicates that tree’s
diameter (in centimeters) and the vertical position indicates that tree’s height (in meters).
From the plot, we can see a generally tight positive correlation between a tree’s diameter
and its height. We can also observe an outlier point, a tree that has a much larger diameter
than the others. This tree appears fairly short for its girth, which might warrant further
investigation.
When you should use a scatter plot

Scatter plots’ primary uses are to observe and show relationships between two numeric
variables. The dots in a scatter plot not only report the values of individual data points, but
also patterns when the data are taken as a whole.
Identification of correlational relationships are common with scatter plots. In these cases,
we want to know, if we were given a particular horizontal value, what a good prediction
would be for the vertical value. You will often see the variable on the horizontal axis
denoted an independent variable, and the variable on the vertical axis the dependent
variable. Relationships between variables can be described in many ways: positive or
negative, strong or weak, linear or nonlinear.

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A scatter plot can also be useful for identifying other patterns in data. We can divide data
points into groups based on how closely sets of points cluster together. Scatter plots can
also show if there are any unexpected gaps in the data and if there are any outlier points.
This can be useful if we want to segment the data into different parts, like in the
development of user personas.
Example of data structure

DIAMETER HEIGHT
4.20 3.14
5.55 3.87
3.33 2.84
6.91 4.34
… …
In order to create a scatter plot, we need to select two columns from a data table, one for
each dimension of the plot. Each row of the table will become a single dot in the plot with
position according to the column values.

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Learning Outcome No. 2 IDENTIFY THE PROBLEM

CONTENTS:
 Normal operating parameters & product quality
 Identifying & clarifying the nature of problem
 Application of analytical techniques
 Variances are identified from normal operating parameters and
product quality
 Extent, cause, and nature of the problem are defined based on
observation, investigation and analytical techniques
 Problems are clearly stated and specified
CONDITIONS:
 Courseware
 Computer
 OHP
EVALUATION METHOD:
 Written

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Learning Outcome 2: IDENTIFY THE PROBLEM

Read information sheet 4.2-1 on “Collecting
information”

“Identifying & clarifying the nature of
problem”

“Application of analytical techniques” Read and understand the information sheets and
check yourself by answering the self-check.
You must answer all questions correctly before
proceeding to the next activity. If you got 100%
If not, you have to go back and read the
information sheet again.
your skill and if you are ready to be evaluated
approach your teacher for final evaluation.
when doing the task

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INFORMATION 4.2-1
Normal operating parameters & product quality
Product Quality Parameters
Product Quality is most commonly used words by consumers, manufacturers and

regulatory bodies. However, it is too general and means different things to different
people. Two persons describing the same product as a good quality product may not
mean the same thing; similarly, two persons saying the opposite may not mean the same
thing. For example, a person may say that he/she likes Toyota Corolla more than Honda
Civic car. Another person may say that he/she likes Honda Civic more than Toyota
Corolla. However, usually they are not referring to the same attributes. The first person, by
saying that he/she likes Toyota, may mean its reliability or after sales service which is better
than Honda. The second person, by saying that he/she likes Honda, may mean its features,
executive look, or comfort. It is therefore a very vague thing to ask ‘how is the quality of this
product’. It is important to understand and question about a ‘particular quality
attribute’. Qualities of any product can be classified into different broad categories. Garwin
(1988) defines Product quality into eight dimensions:
1. Performance: primary operating characteristics of the product; they are usually

measurable, e.g. fuel consumption of an automobile, seating space, hard disk capacity of
a computer, writing capacity of pen or pencil, etc.
2. Features: additional characteristics that enhance the product/services appeal to the

user, e.g. digital speedometer or cassette recorder in an automobile, rubber attached to a
pencil, internet services on a mobile phone, etc.
3. Reliability: likelihood that a product will not fail within a specific time period, e.g.
number of defects occurring in a car or any machine in one year’s use, or failure rate of
mobile set per annum, etc.
4. Conformance: precision with which the product meets the specified standards
(Acceptable Quality Level), e.g. compliance to specification of a product when
manufactured, e.g. Vendors’ Acceptable Quality Level, etc.
5. Durability: measures the length of a product’s life, e.g. 15 years or 20 years of useful
life of a car, 1-2 years of an ordinary ink pen, etc.
6. Serviceability: speed with which the product can be put into service when it breaks
down, e.g. time to carry out the service of a car, software fixing time when it fails (or
crashes), etc.
7. Aesthetics: subjective dimension indicating the kind of response a user has to a

product. It represents the individual’s personal preference-the way an individual responds
to the look, feel, sound, taste and smell, e.g. color and décor of a car
8. Perceived Quality: a subjective dimension; it is the quality attributed to a good or

service based on indirect measures, e.g. brand popularity.
With the above classification, it becomes much easier to identify and measure quality
dimensions of products. These dimensions can be used to identify the laboratory
requirements in manufacturing and designing customer survey forms and quality reports.

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Service Quality Parameters
Services are mostly intangibles and difficult to quantify. Measurement of Quality is therefore
much more difficult in service companies. Service companies or organizations (e.g. trading
companies, airlines, hospitals, schools, universities, mosques, government offices, NGOs,
etc.) or service departments of manufacturers (e.g. purchase, marketing, administration,
security, labs, etc.) usually measure their service quality in terms of service dimensions. These
are commonly known as ServQual (Ref: Parasuraman) and are as follows:
1. Tangibles: Appearance of physical facilities, equipment, personnel, printed and visual

materials, physical infrastructure of a classroom in a school, shop, waiting room, bank, etc.
2. Reliability: Ability to perform promised service dependably and accurately, seat

availability after booking seats in airline, on-time flights, accuracy in bank statements, etc.
3. Responsiveness: Willingness to help customers to provide prompt service, response

time to a query/complaint, helping attitude of staff, face gestures in dealing, work
efficiency, etc.
4. Competence: Possession of required skill and knowledge to perform service, work

related knowledge, skills, experience and capabilities in front line staff
5. Courtesy: Politeness, respect, consideration and friendliness of contact personnel,

friendliness in all types of dealings with customers
6. Credibility: Trustworthiness, believability, honesty of the service provider, % of service

given as promised, truthful and correct information given to customers, etc.
7. Access: Approachability and ease of contact. How comfortably the customers can
access by telephone, office, net, etc.
8. Communication: Listening to customers and acknowledging their comments,

keeping customers informed, passing complete information that customers want at various
interactions during service delivery
9. Empathy: Making the effort to know customers and their needs, understanding of the
customer needs by company staff on individual basis
The above dimensions will provide a useful base to companies on what to measure in
service departments or companies. Every service provider has to interpret these broad
dimensions into their specific service parameters and then pick the most appropriate ones
related to their specific services and then develop a procedure/methodology to measure
against its competitors. This will provide them an objective comparison of one’s company
with its competitor(s). One of the common weaknesses of companies is
wrongly/incompletely classifying and measuring the service parameters for their services.
INFORMATION 4.2-2
Identifying & clarifying the nature of problem
The first step in the problem solving and decision making process is to identify and define the
problem.
A problem can be regarded as a difference between the actual situation and the desired
situation. This means that in order to identify a problem the team must know where it is

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meant to be and have a clear understanding of where it currently is in relation to the
perceived problem.
In order to clearly define the problem the following steps can be followed:
Agree with the team where the team should be
Describe and document the problem
Agree with the team where the team should be
The Team Purpose, the Team Performance Plan and the Operational Plan can be used to
identify where the team should be. If an organised and structured planning process has
been followed then the desired position and performance of the team should be clear.
However, when a problem arises it is always worthwhile to involve the team members in
identifying and understanding the gap between the actual situation and the desired
situation. This helps to ensure that all team members understand that a problem exists and
that they are an integral part in rectifying the situation.
Describe and document the problem
In this step it is important to clearly describe and document what you and the team
consider the problem to be. This helps to ensure that agreement is reached as to the
problem and provides a starting point for resolving the problem. Describing the problem
also ensures that any confusion about the problem is identified and resolved.
A useful technique for describing the problem is to ask a number of questions which can
help direct the team to actively think about the problem.
Some questions that can be usefully employed are:
Why do you think there is a problem?
What is happening?
When is it happening?
Where is it happening?
Who do you believe is involved?
Why is it happening?
Note: When asking the question Who do you believe is involved? ask the team to state facts
and not to apportion blame.
Once you and the team have worked through these questions the answers should be used
to document the problem as specifically and accurately as possible.
The description of the problem should be verified by and agreed with the team. This
description can then be used as a starting point for the next step in the problem solving and
decision making process: gather information relevant to the problem.

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INFORMATION 4.2-3
Application of analytical techniques
Business Analysis - Tools and Techniques

A Business Analyst should be familiar with various analytical tools and related technologies
when you are wearing the BA hat. I mean, if you are holding this position.
As we have already learnt earlier, business analysis is a process where you are trying to
understand a business enterprise and identifying opportunities, problem areas, problems and
meeting a wide range of people having wide range of roles and responsibilities like CEO, VP,
Director and understanding their business requirements.
Fundamentally, there are 3 types of Business analysis which we can categorize into −
 Strategic Analysis − Strategic business analysis deals with pre-project work. It is the
method or process of identifying business problems, devising business strategies, goals
and objectives helping the top management. It provides management information
reporting for effective decision making process.
 Tactical Analysis − It involves knowledge of specific business analysis techniques to
apply at the right time in the appropriate project.
 Operational Analysis − In this type of Business analysis, we are focussed towards the
business aspect by leveraging information technology. It is also a process of studying
operational systems with the aim of identifying opportunities for business
improvement.
For each type of analysis, there are a set of tools which are available in the market and
based on organizational needs and requirements, these are to be used.
However, to materialize business requirements into understandable information, a good BA
will leverage techniques Fact-Finding, Interviews, Documentation Review, Questionnaires,
Sampling and Research in their day-to-day activities.
Functional and Non-Functional Requirements

We can breakdown a requirement into two principal types like Functional and Nonfunctional
requirements.
For all the technology projects, functional and non-functional requirements must be
segregated and separately analyzed.
To define the proper tool and an appropriate technique might be a daunting challenge.
Whether you are doing a brand-new application or making change to an existing
application. Considering the right technique for the functional process is an art by itself.
An overview of the widely-used business analysis techniques which are currently in the
market −
Process
Processes Techniques Deliverables
(Outcomes)
 JAD Sessions
 Scenarios and Use-
To Determine Functional and cases Business
Non-Functional Requirements Requirements
 Organizational
Documents −
Modeling
 Scope Modeling

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 Functional
 Business and
Decomposition
Functional
 Interviews Requirements
 Observation (Job  Non-
Shadowing) Functional
 Focus Groups Requirements
 Acceptance and  Business Rules
Evaluation  Requirements
 Sequence Diagrams Traceability
 User Stories Matrix
 Brainstorming Common
Template −
 Storyboarding
 Prototyping  Business
 Structured Walk- Requirements
through Document
 Event Analysis
 Business Rule analysis
 Requirements
Workshops
 Risk Analysis
 Root Cause Analysis
Applicability of Tools and Process

Although there are a variety of tools and procedures available to business analysts, it all
depends upon the current practices of the organization and how they would like to use it.
For example, root-cause analysis is used when there is a requirement to go deeper into a
certain important area or function.
However, business requirements document is the most popular and accepted way to put
the requirements in documentation format.
In the subsequent chapters, we will be discussing some of the above techniques in-depth

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Learning Outcome No. 3 DETERMINE THE POSSIBLE CAUSE/S OF THE PROBLEM

CONTENTS:
 Non-routine process and quality problems
 Teamwork and work allocation problem
 Safety and emergency situations and incidents
 Possible cause/s of problem are identified based on experience &
the use of problem solving tools/analytical techniques
 Possible cause statements are developed
 Fundamental causes are explained
CONDITIONS:
 Courseware
 Computer
 OHP
EVALUATION METHOD:
 Written

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Learning Outcome 3: DETERMINE THE POSSIBLE CAUSE/S OF THE PROBLEM

Read information sheet 4.3-1 on “
Possible cause/s of problem are
identified based on experience & the use of
problem solving tools/analytical techniques”
Read information sheet 4.3-2 on “•

Possible cause statements are
developed”
Read and understand the information sheets and
Read information sheet 4.3-3 on check yourself by answering the self-check.
“Fundamental causes are explained” You must answer all questions correctly before
proceeding to the next activity. If you got 100%
If not, you have to go back and read the
information sheet again.
your skill and if you are ready to be evaluated
approach your teacher for final evaluation.
when doing the task

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INFORMATION 4.3-1
Possible cause/s of problem are identified based on experience & the use of
problem solving tools/analytical techniques
WHAT IS PROBLEM SOLVING?

Quality Glossary Definition: Problem solving
Problem solving is the act of defining a problem; determining the cause of the problem;
identifying, prioritizing, and selecting alternatives for a solution; and implementing a solution.
 The problem-solving process
 Problem solving resources
Step Characteristics
1. Define the problem  Differentiate fact from opinion

 Specify underlying causes
 Consult each faction involved for information
 State the problem specifically
 Identify what standard or expectation is violated
 Determine in which process the problem lies
 Avoid trying to solve the problem without data
2. Generate alternative solutions  Postpone evaluating alternatives initially

 Include all involved individuals in the generating of
alternatives
 Specify alternatives consistent with organizational
goals
 Specify short- and long-term alternatives
 Brainstorm on others' ideas
 Seek alternatives that may solve the problem
3. Evaluate and select an  Evaluate alternatives relative to a target standard

alternative  Evaluate all alternatives without bias
 Evaluate alternatives relative to established goals
 Evaluate both proven and possible outcomes
 State the selected alternative explicitly
4. Implement and follow up on  Plan and implement a pilot test of the chosen
the solution alternative
 Gather feedback from all affected parties
 Seek acceptance or consensus by all those affected
 Establish ongoing measures and monitoring
 Evaluate long-term results based on final solution

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Problem Solving Chart
THE PROBLEM-SOLVING PROCESS

In order to effectively manage and run a successful organization, leadership must guide their employees
and develop problem-solving techniques. Finding a suitable solution for issues can be accomplished by
following the basic four-step problem-solving process and methodology outlined below.
1. Define the problem

Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-
solving techniques include using flowcharts to identify the expected steps of a process and cause-and-
effect diagrams to define and analyze root causes.
The sections below help explain key problem-solving steps. These steps support the involvement of
interested parties, the use of factual information, comparison of expectations to reality, and a focus on
root causes of a problem. You should begin by:
 Reviewing and documenting how processes currently work (i.e., who does what, with what information,
using what tools, communicating with what organizations and individuals, in what time frame, using what
format).
 Evaluating the possible impact of new tools and revised policies in the development of your "what should
be" model.
2. Generate alternative solutions

Postpone the selection of one solution until several problem-solving alternatives have been proposed.
Considering multiple alternatives can significantly enhance the value of your ideal solution. Once you
have decided on the "what should be" model, this target standard becomes the basis for developing a
road map for investigating alternatives. Brainstorming and team problem-solving techniques are both
useful tools in this stage of problem solving.
Many alternative solutions to the problem should be generated before final evaluation. A common
mistake in problem solving is that alternatives are evaluated as they are proposed, so the first acceptable
solution is chosen, even if it’s not the best fit. If we focus on trying to get the results we want, we miss the
potential for learning something new that will allow for real improvement in the problem-solving process.
3. Evaluate and select an alternative

Skilled problem solvers use a series of considerations when selecting the best alternative. They consider
the extent to which:
 A particular alternative will solve the problem without causing other unanticipated problems.
 All the individuals involved will accept the alternative.
 Implementation of the alternative is likely.

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 The alternative fits within the organizational constraints.
4. Implement and follow up on the solution

Leaders may be called upon to direct others to implement the solution, "sell" the solution, or facilitate the
implementation with the help of others. Involving others in the implementation is an effective way to gain
buy-in and support and minimize resistance to subsequent changes.
Regardless of how the solution is rolled out, feedback channels should be built into the implementation.
This allows for continuous monitoring and testing of actual events against expectations. Problem solving,
and the techniques used to gain clarity, are most effective if the solution remains in place and is updated
to respond to future changes.
INFORMATION 4.3-2
Possible cause statements are developed
How to Write a Problem Statement Step by Step (with an Example)
When employees show their initiative and problem-solving skills, they are demonstrating the
ability to handle complex or unanticipated circumstances in the workplace. Companies rely on
individuals and teams who can assess problems effectively and propose viable solutions. This article
will aim to provide you with a guide to using your problem-solving skills to create a problem
statement. In this article, we've included step-by-step instructions as well as a comprehensive
example for reference.
What is a problem statement?

A problem statement is a statement of a current issue or problem that requires timely action to
improve the situation. This statement concisely explains the barrier the current problem places
between a functional process and/or product and the current (problematic) state of affairs. This
statement is completely objective, focusing only on the facts of the problem and leaving out any
subjective opinions. To make this easier, it's recommended that you ask who, what, when, where and
why to create the structure for your problem statement. This will also make it easier to create and
read, and makes the problem at hand more comprehensible and therefore solvable. The problem
statement, in addition to defining a pressing issue, is a lead-in to a proposal of a timely, effective
solution.
Why is a problem statement important?

A problem statement is a communication tool. Problem statements are important to businesses,
individuals and other entities to develop projects focused on improvement. Whether the problem is
pertaining to badly-needed road work or the logistics for an island construction project; a clear,
concise problem statement is typically used by a project's team to help define and understand the
problem and develop possible solutions. These statements also provide important information that is
crucial in decision-making in relation to these projects or processes.
Problem statements have multiple purposes

The problem statement has other purposes, too. One is to identify and explain the problem in a
concise but detailed way to give the reader a comprehensive view of what's going on. This includes
identifying who the problem impacts, what the impacts are, where the problem occurs and why and
when it needs to be fixed. Another purpose of the problem statement is to clarify what the expected
outcomes are. Establishing what the desired situation would look like helps provide an overarching
idea about the project. The proposed solution and scope and goals of the solution are made clear
through this statement.
Problem statements help guide projects

The problem statement provides a guide for navigating the project once it begins. It is continually
referenced throughout the duration of the project to help the team remain focused and on track.
Near the completion of the project, this statement is again referred to in order to verify the solution
has been implemented as stated and that it does indeed solve the initial problem. This can help in

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making sure that proper steps are being taken to prevent the same problem from happening again
in the future.
Bear in mind that the problem statement does not attempt to define the solution, nor does is outline
the methods of arriving at the solution. The problem statement is a statement that initiates the
process by recognizing the problem.
How to write a problem statement

A problem statement is a tool used to gain support and approval of the project from management
and stakeholders. As such, it must be accurate and clearly written. There are a few key elements to
keep in mind when crafting a problem statement that can have a positive impact on the outcome
of the project.
1. Describe how things should work.

2. Explain the problem and state why it matters.
3. Explain your problem's financial costs.
4. Back up your claims.
5. Propose a solution.
6. Explain the benefits of your proposed solution(s).
7. Conclude by summarizing the problem and solution.
1. Describe how things should work

To begin, you'll want to provide some context that will make it easier to understand the problem.
Start by explaining how this particular process should work. Concisely describe how the process
would function if the current problem didn't exist before mentioning the problem, keeping the end-
user in mind. For example, let's say that you have an idea of how to increase efficiency in a process
to maximize the best use of resources. You might begin by describing a theoretical situation in which
the system is more efficient and working toward your proposal from there, always keeping in mind
who, what, when, where and why to keep yourself on track.
2. Explain the problem and state why it matters

The problem statement should address not only what the problem is, but why it's a problem
and why it's important to solve it. This will wrap the other 'W' questions in organically, in most cases. For
example: Why should we fix this problem? Because it affects the efficiency of departments X, Y and
Z, wasting resources and driving prices up for consumers. This addresses what the problem is, who is
affected and why the problem should be fixed. You may also consider including what attempts have
already been made to solve the problem and why they didn't work out. As concisely as possible,
explain everything you know about the current problem.
3. Explain your problem's financial costs

When you state the problem to decision-makers, you'll want to explain the costs of not fixing it.
Seeing as money is the language in which businesspeople speak, it's easiest to frame the problem
and proposed solution in terms of financial costs. For example, if the problem is actively costing
unnecessary money, preventing the company from making more money or damaging the
company's public image (indirectly costing money) make sure you explain it specifically and clearly
in terms they understand. Try to pinpoint exact dollar amounts for the problem's cost.
4. Back up your claims

Once you claim the problem is costing the company money, you must be prepared to support your
claims with evidence. If you neglect this step, you may not be taken seriously. Do your research, cite
your sources and have the data ready to present.
5. Propose a solution
The problem statement should describe your proposed solution(s) to the problem. At this point, you
won't be focused on finding a single solution, but you should have a solid grasp on the causes of the
problem and be prepared to propose practical approaches to understanding and remedying it.
State your objectives by suggesting well-thought-out plans for attacking the problem.
6. Explain the benefits of your proposed solution(s)

Now, you've described an ideal scenario in which the problem doesn't exist. You've pointed out the
problem, explaining the ramifications of choosing not to fix it (using dollars and solid data) and
proposed some realistic approaches to finding a solution. Now is a very good time to demonstrate
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why this solution will work, again focusing on efficiency and the financial impact of your solution.
Address what expenses the solution will decrease, how this solution will free up revenue streams and
what intangible benefits, such as increased client satisfaction, your solution will bring. This should all fit
into a single short paragraph.
7. Conclude by summarizing the problem and solution

Now you'll move onto your conclusion. This should consist of the problem, why it needs to be fixed
and a summarized argument of why your solution is the best answer to the problem.
INFORMATION 4.3-3
Fundamental causes are explained
The Purpose of Cause and Effect in Writing
It is often considered human nature to ask, “why?” and “how?” We want to know how our
child got sick so we can better prevent it from happening in the future, or why a colleague
received a pay raise because we want one as well. We want to know how much money
we will save over the long term if we buy a hybrid car, or how long we will live if we exercise
daily. These examples identify only a few of the relationships we think about in our lives, but
each shows the importance of understanding cause and effect.
A cause is something that produces an event or condition; an effect is what results from an
event or condition. The purpose of the cause-and-effect essay is to determine how various
phenomena relate in terms of origins and results. Sometimes the connection between
cause and effect is clear, but often determining the exact relationship between the two is
very difficult. For example, the following effects of a cold may be easily identifiable: a sore
throat, runny nose, and a cough. But determining the cause of the sickness can be far more
difficult. A number of causes are possible, and to complicate matters, these possible causes
could have combined to cause the sickness. That is, more than one cause may be
responsible for any given effect. Therefore, cause-and-effect discussions are often
complicated and frequently lead to debates and arguments.
Use the complex nature of cause and effect to your advantage. Often it is not necessary, or
even possible, to find the exact cause of an event or to name the exact effect. So, when
formulating a thesis, you can claim one of a number of causes or effects to be the primary,
or main, cause or effect. As soon as you claim that one cause or one effect is more crucial
than the others, you have developed a thesis.
The Structure of a Cause and Effect Essay
The cause-and-effect essay opens with a general introduction to the topic, which then
leads to a thesis that states the main cause, main effect, or various causes and effects of a
condition or event.
The cause-and-effect essay can be organized in one of the following two primary ways:
 Start with the cause and then talk about the effects.
 Start with the effect and then talk about the causes.
For example, if your essay were on childhood obesity, you could start by talking about the
effect of childhood obesity and then discuss the cause or you could start the same essay by
talking about the cause of childhood obesity and then move to the effect.

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Regardless of which structure you choose, be sure to explain each element of the essay fully
and completely. Explaining complex relationships requires the full use of evidence, such as
scientific studies, expert testimony, statistics, and anecdotes.
Because cause-and-effect essays determine how phenomena are linked, they make
frequent use of certain words and phrases that denote such linkage. Certain transitional
words and phrases aid in keeping the reader oriented in the sequencing of a story. Some of
these phrases are listed here:
Phrases of Causation
as a result consequently
because due to
hence since
thus therefore
The conclusion should wrap up the discussion and reinforce the thesis, leaving the reader
with a clear understanding of the relationship that was analyzed.
Be careful of resorting to empty speculation. In writing, speculation amounts to

unsubstantiated guessing. Writers are particularly prone to such trappings in cause-and-
effect arguments due to the complex nature of finding links between phenomena. Be sure
to have clear evidence to support the claims that you make.
Writing an Cause and Effect Essay
Choose an event or condition that you think has an interesting cause-and-effect

relationship. Introduce your topic in an engaging way. End your introduction with a thesis
that states the main cause, the main effect, or both.
Organize your essay by starting with either the cause-then-effect structure or the effect-
then-cause structure. Within each section, you should clearly explain and support the
causes and effects using a full range of evidence. If you are writing about multiple causes
or multiple effects, you may choose to sequence either in terms of order of importance. In
other words, order the causes from least to most important (or vice versa), or order the
effects from least important to most important (or vice versa).
Use the phrases of causation when trying to forge connections between various events or
conditions. This will help organize your ideas and orient the reader. End your essay with a
conclusion that summarizes your main points and reinforces your thesis.

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COMPETENCY-BASED

MODULE TITLE: IDENTIFYING / DETERMINING FUNDAMENTAL CAUSE OF PROBLEM

Welcome to the module in SOLVE WORKPLACE PROBLEM RELATED TO WORK

You are required to go through a series of learning activities in order to

Date Developed: Document No. 1

Date Developed: Document No. 1

List of Basic Competencies

1 Lead workplace Leading workplace 500311109

2 Lead small team Leading small team 500311110

3 Develop and practice Developing and practicing 500311111

4 Solve problems related Solving problems related to 500311112

5 Use mathematical Using mathematical 500311113

Date Developed: Document No. 1

Qualification/Program BOOKKEEPING NC III

LO2. Identify the problem

LO3. Determine the possible cause/s of the problem

Date Developed: Document No. 1

Learning Outcome No. 1 EXPLAIN THE ANALYTICAL TECHNIQUES

Date Developed: Document No. 1

Learning Outcome 1: EXPLAIN THE ANALYTICAL TECHNIQUES

Read information sheet 4.1-2 on

Read information sheet 4.1-3 on “PARETO

Date Developed: Document No. 1

List of Best Business Analysis Techniques

The term SWOT stands for its four elements–

 The internal factors as Strength and Weakness

The term MOST stands for its four elements –

Date Developed: Document No. 1

Now, let’s explain each of the factors with their purposes.

Objectives: We can consider objectives as a collection of goals which as an accumulated

3. Business Process Modelling (BPM)

Business Process Modelling is all about process

As per the International Institute of Business Analysis (IIBA),

Date Developed: Document No. 1

 BPMN – Business Process Modeling Notation

4. Use Case Modelling

The primary components of use case modelling in a UML diagram are –

Date Developed: Document No. 1

6. Non-functional Requirement Analysis

Non-functionality requirements can be of various types for example:

Date Developed: Document No. 1

CATWOE is an acronym for

The CATWOE analysis brings up the different stakeholders’ perceptions on a common

Date Developed: Document No. 1

What Is Group Brainstorming?

Group brainstorming works the same way as individual

Have you ever gotten into a conversation with a friend

How Do You Brainstorm Effectively?

Effective brainstorming, as we mentioned above,

Following are four steps you can take to make your

Step 1: Prepare the Group

Step 2: Present the Problem

Date Developed: Document No. 1

Step 3: Guide the Discussion

Step 4: Take Action

What Are the Most Effective Brainstorming Techniques?

Sometimes, Knowledge Commerce professionals get caught up in their everyday

Date Developed: Document No. 1

5. Mind Map Storming

Date Developed: Document No. 1

7. Medici Effect Storming

8. Blind Writing Storming