Problems vs. Opportunities
Lovell
Duke
Mattingly has
a problem
caused by
Duke…
…which creates an
opportunity for Swigert…
Swigert
…which soon
becomes a
new problem.
Liftoff of Apollo 13
Mattingly
Haise
“Houston,
we’ve had a
problem here.”
Scientific Problem Solving
Observe a
phenomenon
Formulate a
Hypothesis
Conduct an
experiment
Investigate
Propose a
solution
Scientist
Analyst
Recognize a
variance
Ishikawa Chart
Symptom
Category
Symptom
Category
Secondary
Symptom
Observed
Symptom
or Variance
Root Problem
Possible Symptom Categories
Symptom
Category
Symptom
Category
4Ps: People, Place, Procedure, Policy
4Ms: Manpower, Machines, Methods, Materials
4Ss: Surroundings, Suppliers, Systems, Skills
The Problem Space
OK Solutions
Good Solutions
Search Space
Best Solution
Great Solutions
Problem Space
Open vs. Closed Systems
Closed System
Known,
Defined,
Predictable
INPUTS
Known,
Defined,
Predictable
PROCESSES
Known,
Defined,
Predictable
OUTPUTS
Open System
Known,
Defined,
Predictable
Unknown,
Undefined,
Unpredictable
Subject to
Unknown,
Undefined, and
Unpredictable
Known,
Defined,
Predictable
Unknown,
Undefined,
Unpredictable
Functional Decomposition
Continually redefining the system under
study into subsystems until reaching a
point where no further value is gained
from additional subsystem identification.
SDLC
Preliminary
Investigation
Analysis
Logical
Design
Physical
Design
Implementation
Maintenance
Service Agreements
22%
49%
29%
Part of Full Service
Agreement
Linked to Application
Development
Maintenance Only
Typical PIECES Analysis
Symptom
P
Management reports are often not received on time.
Production line throughput is below expected standards.
I
E
S
X
X
Inventory control reports are inaccurate.
X
X
X
X
Orders are often cancelled due to excessive delivery wait
time.
Required information to process an order not available on
demand.
Organizational data redundancy is high.
X
Production lines are often down for repair or maintenance.
X
X
X
Line personnel are often not aware of their production
quota.
Data transferred from production system to sales system by
hand.
Several incidents of system sabotage have been recorded.
Totals
C
X
Product rework is high.
Exceptions occur frequently and must be processed by
hand.
Production time is higher than industry average.
E
X
X
X
2
2
X
4
5
1
1
Preliminary Investigation
• Key Activities
– Problem definition
– Estimate problem
scope
– Estimate project
feasibility
– Estimate resource
commitment
– Go/no go decision
• Primary Deliverables
– Preliminary feasibility
report
– General problem
statement
Analysis
• Key Activities
– Create logical models
of current system
– Refine problem
statement via detailed
symptom analysis
– Determine
requirements for new
system
• Primary Deliverables
– DFD of current system
– ERD of current system
– Formal problem
statement
– Formal requirements
definition
Logical Design
• Key Activities
– Revise current system
logical models to
reflect proposed
system changes
– Validate logical model
of proposed system
against requirements
determination
• Primary Deliverables
– DFD of proposed
system
– ERD of proposed
system
– Final performance
specifications
Physical Design
• Key Activities
– Determine hardware
specifications
– Determine software
specifications
– Conduct feasibility analysis
and cost justification for
new system
– Estimate implementation
schedule
– Design data structures
– Prepare training guidelines
– Prepare preliminary testing
procedures
• Primary Deliverables
– Detailed hardware
specifications
– Detailed software
specifications
– Final feasibility report
– Physical data structures and
data dictionary
– Implementation schedule
Implementation
• Key Activities
– Acquire hardware and
software
– Determine location
requirements
– Install the new system
– Create test data and conduct
initial system tests
– Train all end users
– Verify all end user and
system documentation
• Primary Deliverables
– Final performance test
metrics
– Fully trained end user
community
– Fully installed system
– Fully converted data files