At the end of this section, you should be able to describe why you would use the technique and where, use the jobaid and perform the technique, list and describe tips and trick / do's and don'ts when performing the technique, and know where to go for more information, references and resources
- [Voiceover] Brainstorming is a simple structured approach to apply when you need to generate a high volume of ideas around a specific topic in a relatively short period of time. Brainstorming can help increase the speed, diversity and quality of ideas and help buy team buy-in in the process. It's always better when a team thinks of an idea as their baby. Often in problem management, we need to come up with ideas fast, especially when a problem has occurred and it's negatively impacting the business on an ongoing basis. But it's just as useful retrospectively.
For example, in a problem review in coming up with answers for how can we do better next time? Generating a lot of ideas quickly is the key strength of brainstorming. In brainstorming, we pass the baton from person to person in round robin fashion ensuring full participation. The one big rule of brainstorming is no idea is criticized ever. This rule is meant to create an atmosphere free from criticism and judgement, to free people up to be creative, and to come up with ideas that wouldn't have otherwise been surfaced.
A core benefit of using brainstorming is that everyone has the opportunity to contribute ideas and to build on the rest of the team's ideas, and to juxtapose ideas against one another. This helps the team choose the best ideas to move forward with, and also establishes buy-in to those ideas as a natural byproduct of the process. Contributing to ideas helps people see the ideas as their baby.
- Ishikawa diagrams
- Kepner-Tregoe root cause analysis
- Fault tree analysis
- Component failure impact analysis
- Service outage analysis
- Post-implementation and major problem review
ITIL trainer David Pultorak outlines the what, why, where, and how of each technique, and provide examples so you can practice with the goal of placing each technique into "muscle memory." He examines the 4 Ps that can contribute to or help resolve every problem—people, processes, products, and partners—and provides tips on where to go next.
Skill Level Intermediate
Transitioning from Waterfall to Agile Project Managementwith Kelley O'Connell1h 32m Appropriate for all
IT Service Management: ISO20000with Suzanne Van Hove4h 50m Advanced
Putting ITIL® Into Practice: Problem Management Techniques
2. Ishikawa Diagram
3. Kepner-Tregoe Root Cause Analysis
4. Fault Tree Analysis
5. Component Failure Impact Analysis
6. Service Outage Analysis
7. Post-Implementation and Major Problem Review
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