The Apollo 13 team is famous for bringing back the astronauts stranded in space by solving difficult and complex problems. The teams solving the problems using the Kepner-Tregoe (KT) methodology and some pointers and resources are displayed on this blog. KT is one of the recommended ITSM/ITIL problem solving techniques.
Here is a presentation about problem solving in IT which includes Kepner-Tregoe and here is a presentation to the ITSMF.
Sun Global Resolution Troubleshooting (SGRT) blog is here and uses a modified Kepner-Tregoe.
The Fallacy of People Problems, and How to Solve Them is an article which points out that there are a number of causes to be investigated, usually human related.
The KT template is available here.
This paper talks about using KT in project management.
The New Rational Manager is a book published about the KT technique. Read this article of making rational decesions.
Here is a summary of the rational process:
- Identify concerns by listing them
- Separate the level of concern
- Set the priority level to measure seriousness, urgency and growth potential
- Decide what action to take next
- Plan for who is involved, what they will be doing, where they will be involved and the extent of involvement
- Identify what is being decided
- Establish and classify objectives
- Separate the objectives into must and want categories
- Generate the alternatives
- Evaluate the alternatives by scoring the wants against the main objective
- Review adverse consequences
- Make the best possible choice
See the Upcoming Potential Opportunity
- State the action
- List the potential opportunities
- Consider the possible solutions
- Take the action to address the likely cause/solution
- Prepare actions to enhance likely effects
- Set triggers for capitalizing actions
Uncover and Handle Problems
- State the problem
- Specify the problem by asking what is and what is not
- Develop possible causes
- Test possible causes
- Determine the most probable cause
- Verify any assumptions
- Try the best possible solution and monitor
Foresee Future Problems
- State the action
- List the potential problems
- Consider the potential problem causes
- Take the action to address the likely causes
- Prepare actions to reduce likely effects
- Set triggers for contingent actions