BY:

MARIO
ASHRAF

1
01 Define the Problem Session
Outline
Steps to solve
02 the Problem

03 Decision Making

04 WRAP Model
2
“Problem is the gap
between the current
situation and the
”
desired situation

3
 Kinds of Problems

▪ Work Problem ▪ Health Problem ▪ Life Problem

❤ 👨
 Ways to deal with
the problems

▪ Ignore or delay the problem

▪ Make a hasty decision

✔ Scientific Method

5
If I had 60 minutes to
solve problem, I`d
spend 55 minutes
defining it, and 5
minutes solving it.

- Albert Einstein
 Steps of Problem Solving
Identify
02
01

Develop
idea Model
Assess

The

04
03
Execute
7
 Steps of Problem Solving

I DENTIFY
D EVELOP
E XECUTE
A SSESS 8
 01 IDENTIFY

▪ Define the problem

▪ Ask to know the causes &
the root causes
▪ Understand the problrm
and its wider context
▪ Write a problem statement

9
 How to define a problem
Pareto Principle
is based on the fact that most of the 5 WHYS
results come from a few reasons.
Relatively, that is, 80% of the problems Su Ask why this happen 5 time to
come from 20% of the causes, The Pareto
chart outlines the number of defects or
problems over a period of time. Appointed,
de ppor
gr
ee t
? WH
YS
know the root causes.

5
��
then the lowest residents determine which
causes the largest number of Problems,
and after that the working group can solve
them, which allows To get rid of many Fishbone
problems by solving one problem. Diagram

Fishbone Diagram
fishbone diagram can help you get into the detail.
Sticky notes are helpful to brainstorm and group
the sub-issues that together contribute to the main
issue you are trying to address.
 5 WHYs
The ‘five whys’ technique asks you to Causes & Root cause
identify the initial problem and then
answer why it is a problem five times.
After the fifth ‘why’ you will have There is never one cause of problem, but
reached a real depth of understanding there are always one root cause.
about the issue.
 Cause Cause
Cause

Sub Cause
Effect

Cause
Cause Cause

12
 Infographic
Problem Style
Statement Template

Describe customer with 3-4 characterizes

I am - who are they?
.
List their outcome or “job” the care about
I`m trying to
– What are they trying to achieve?
Describe what problems or barriers stand in the way
But – what bothers them most?
Enter the “root cause” of why the problem or barrier exists
Because – what needs to be solved?
Which makes Describe the emotions from the customer`s point of view
me feel – how does it impact them emotionally?
02 Develop

╸ Generate Alternatives
╸ Evaluate Alternative

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 Generate
Alternatives
 Cause Cause
Cause

Sub Cause
Effect

Cause
on
ti
Cause Cause
l u
So 1

Solution Solution
2 3
 Generating ideas techniques

Brainstorming Focus Group Library and internet reseach

• No criticism • Follow up brainstorming • Provide insights

• Encourage wild ideas • Discuss
• Focus on quantity • Ask question
• Record • Choose
Creating a Constructive Environment
 Evalute
Alternatives
 Cause Cause
Cause

Sub Cause
Effect

Cause
on
i Cause Cause
l ut
So 1
Solution Goal 1

SMART
Solution
2 3
Goal 2

Goal 3
 Evaluate Tools

╸ PROS and CONS

╸ Weight Rubric
╸ SWOT Analysis • Strength
• Weakness
• Opportunities
• Threats
03 Execute

╸ Select the best solution

╸ Implement Solution

25
 Select the
best solution
Best Solutions
Solutions 1 4.5
Solutions 2 4.0
Solutions 3 3.0
 The Decision
Implementation plan

Set Goals Goal A Goal B Goal C

Tasks Responsible
Tasks Sub Tasks Person
Schedule
Time Estimated
Start Date End Date
maps Hour
Requirem-e
Budget Cost Resources
nts

28
04 Assess
╸ Evaluate The implement plan
╸ Monitoring & Controlling the
Execution phase
╸ Modify the plan or Change
the solution ( If it required)

30
 Surveys
Tests
Analytics
Focus Groups

Tools
“Every problem
has a solution.
You just have to be
creative enough to
find it.”

- Travis Kalanick
Decision Making
 “is regarded as the cognitive
process resulting in the selection
of a belief or a course of action
among several possible
alternative options, produces a
final choice, which may or may
not prompt action.
”
34
Kinds of
Decision
 Decision Making Barriers
Generate Ideas W
(Options) Narrow Framing
R
Evaluate Ideas Confirmation Bias
A
Decision Making Short-term Emotions
P
Monitor & Control Overconfidence
Narrow
Framing
Companies Fail

70% = 1 Option 52%

30% > 1 Option 32%

(2 or more)

Paul Nutt
The Ohio State
University
Decision
Paralysis
 Confirmation
Bias

is the tendency to search

for, interpret, favor, and recall
information that confirms or
supports one's prior personal
beliefs or values.
 Reality-Test
Your
Assumptions

• Consider
the opposite

• Zoom In / Zoom Out

Short-Term
Emotions
Attain distance
Before Deciding

• 10/10/10 Rule
(10 minutes / 10 Hours /
10 Years)

• Advice yourself
Over-Confi
dence
201
1
 Prepare to be WRONG
1- Set a Tripwire 2- Plan for the future

- Catastrophic failure - Great Success

 WRAP Model

WIDEN YOUR OPTIONS

R EALITY-TEST
A TTAIN DISTANCE
PREPAIR TO BE WRONG 48
 Decision Making
Traps

• Sampling
• Explanation
• Jump to conclusions
• indication
• The position
• The meaningless
difference
 Back off
when making a
wrong decision

• Do not cover up

• Learn from your mistakes

• Analysis of the causes

• Create your new plan

“When your values
are clear to you,
making decisions
becomes easier.”

- Roy E. Disney
THANK
YOU
Any Questions
53
 Mario Ashraf
+20 1270065380

[Link]/[Link].12

[Link]@[Link]

Project Management
& Entrepreneurship Facilitator [Link]/in/mario-ashraf-70835
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