Be a Great Problem Solver – Now!

Adrian Reed is an enthusiastic Business Analyst and Consultant who loves working with others to solve tricky problems. He is Principal Consultant at Blackmetric Business Solutions, a niche business analysis training and consulting firm based in the UK. He speaks internationally on topics related to business analysis and problem solving, and enthusiastically believes in the benefits of good problem definition and business analysis.

• Introduction About the AuthorAcknowledgementsChapter 1. Avoid the Solution TrapSpeed Read 1.1 What’s wrong with a knee-jerk solution? 1.2 Think Holistically 1.3 Structure your problem solving 1.4 Scour the stakeholder landscape 1.5 Slow down to speed up 1.6 Uncover constraints 1.7 Be concise yet precise: Introducing the one page Problem CanvasBig Picture 1.1 What’s wrong with a knee-jerk solution? 1.2 Think Holistically 1.3 Structure your problem solving approach 1.4 Scour the stakeholder landscape 1.5 Slow down to speed up : Be prepared for challenge 1.6 Uncover Constraints 1.7 Be concise yet precise: Introducing the one-page Problem CanvasChapter 2. Think Problem before SolutionSpeed Read 2.1 The importance of “Why”2.2 Defining a problem or opportunity statement 2.3 Encourage Divergent and Convergent Thinking 2.4 Get to the root of the problem 2.5 Consider the External Environment2.6 Consider Multiple Perspectives on the Problem 2.7 Gain Consensus and Move ForwardBig Picture 2.1 The importance of “Why” 2.2. Defining a problem or opportunity statement 2.3 Encourage Divergent and Convergent Thinking 2.4 Get to the root of the problem 2.5 Consider the External Environment 2.6 Consider Multiple Perspectives on the Problem 2.7 Gain Consensus and Move ForwardChapter 3. Defining the Outcomes: What Does Success Look Like?Speed Read 3.1 Encourage Outcome Based Thinking 3.2 Start With the End in Mind: Define Critical Success Factor 3.3 Make it measurable with Key Performance Indicators 3.4 Attain Balance with the Balanced Business Scorecards 3.5 Revisit and Consider Constraints 3.6 Ensuring Organisational Alignment 3.7 Assess different perspectives on outcomesBig Picture3.1 Encourage outcome-based thinking 3.2 Start With the End in Mind: Define Critical Success Factors 3.3 Make it measurable with Key Performance Indicators 3.4 Attain Balance with the Balanced Business Scorecard 3.5 Revisit and Consider Constraints 3.6 Ensuring Organisational Alignment 3.7 Assess different perspectives on outcomesChapter 4. Assessing Scope and ImpactSpeed Read4.1 The danger of “Scope Creep” 4.2 Know the difference: Impacted, Interested and Involved 4.3 Understand the problem situation 4.4 Find the Roles & Goals 4.5 Make it visual with a Business Use Case Model 4.6 Set the priorities 4.7 Set the boundaries of scope Big Picture 4.1 The danger of “Scope Creep” 4.2 Know the difference: Impacted, Interested and Involved 4.3 Understand the problem situation 4.4 Find the Roles & Goals 4.5 Make it visual with a Business Use Case Model 4.6 Set the priorities 4.7 Set the boundaries of scopeChapter 5. Solutioneering: Generating Solution OptionsSpeed Read 5.1 Keep the outcomes clearly in mind 5.2 Get Together and Imagine Multiple Solutions 5.3 Start evaluating solutions: Create a “long list” 5.4 Getting Specific: Short list the best 5.5 Consider Doing Nothing 5.6 Compare the short listed options 5.7 Validate and make a recomme

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