Project Management Tools - Part I - Fishbone Diagram

I am planning to write a series of tool that is used in Project Management. In this article, I will start with the easiest but very powerful tool of project management and quality called Fishbone diagram. Fishbone diagram is also called as “Ishikawa diagram” and “Cause and Effect diagram”

The name Fish Bone is because of the shape in which the diagram is written, the diagram itself
looks like skeleton of a fish, with the main causal categories drawn as "bones" attached to the spine of the fish and effect on the head.

The advantage of Cause & Effect Diagrams is that it helps one think through causes of a problem
thoroughly, thus making us to think of all possible cause for a problem. This might lead to identification of major problems thus helping to identify remedial actions or at the minimum helps in better understanding of the problem. The most obvious advantage is also the fact that is visual and can be easily understood by anyone. This is a powerful tool for discovering all the possible effects for a particular effect.

Causes in a cause & effect diagram are frequently arranged into following major categories. While these categories can be anything, you will often see:

• Manpower, methods, materials, management,measurement and machinery (recommended for manufacturing)
  
• Equipment, policies, procedures, and people (recommended for administration and service).

Steps in CE Diagram

1. Identify the problem
   Note down the problem and identify how and where it occurred. Write the problem
   on in a box on the Right hand side of the paper. Draw a line across the paper
   horizontally from the box.

2. Identify the major factors involved
   Identify the factors that may be reasons for the problem. Draw lines off the
   spine for each factor, and label it. These may be people involved with the
   problem, systems, equipment, materials, external forces, etc. Try to draw out as
   many possible factors as possible. This enables team building activity if the
   team is involved in the process and hence considered as one the good tools for
   team building. Using the 'Fish bone' analogy, the factors you find can be
   though of as the bones of the fish.

3. Identify the possible causes
   For each of the factors considered, brainstorm possible causes of the problem
   that may be related to the factor. Show these as smaller lines coming off the
   'bones' of the fish. Where a cause is large or complex, then it may be best to
   break it down into sub-causes. Show these as lines coming off each cause line.

The above steps would help identify all the causes associated with the problems, further analysis can be done for complex problems and actions taken accordingly.

Conclusion:

1. The key point to note in C&E Diagram is that it helps identify all causes and effects for
   each problem.


2. It helps as a good team building tool


3. C&E Diagram can be drawn for potential problem (Done during initial stages or during quality planning of the project) or during later stages when problems are identified
   (Quality Control )


4. You can create a C&E Metrics assigning numbers to each cause and effect on a scale of 1 to 10 and thus can prioritize the impact.

Note: Attaching a template which can be used as a as a starting point for creating the fish bone diagram.

Project Management & Conflict Resolution

On a day to-day basis all of us are facing conflicts may it be at work or otherwise. Whether we like it or not, we are surrounded by conflicts externally and internally. Conflict is a natural phenomenon in every relationship - inter and intra personal. Conflicts could be due to any reason ranging from interests, needs to values.

On the offset there is no perfect resolution for any conflicts but one can definitely try to find best possible solution to resolve the conflict that both parties find satisfactory.

I am addressing conflict resolution here more in terms of team conflicts and Project Management.

Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes,
beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available.

Most common reasons for conflict –

1. Needs
2. Perceptions
3. Feelings and emotions
4. Power
5. Values

Before one tends to start thinking conflicts are all bad – I would like to emphasize that some conflicts, “constructive conflicts” are good since it aids in developing individuals, innovative and creative thinking, additional management options and in improving the organization.

Conflict resolution is a very important topic under the key knowledge area of Human Resource Management in Project Management.

There are five definitive steps in managing the conflicts –

1. Analyze the conflict
2. Determine the management strategy
3. Pre-negotiation
4. Negotiation
5. Post-Negotiation

There are five modes/approaches of conflict resolution as management strategy. In Project management five modes of conflict resolution is identified and utilized. They are,

Resolution		Concerns For
Mode	Style	Personal Goals	Relationships
Problem Solving / Confronting	Integrative	High	High
Compromising	Compromise	Medium	Medium
Smoothing	Yield - Lose	Low	High
Avoidance/ Withdraw	Lose - Leave	Low	Low
Forcing	Win - Lost	High	Low

The best way to resolve the problem is in the same order as above.

Confronting is also described as problem solving, integrating, collaborating or win-win style. It involves the conflicting parties meeting face-to-face and collaborating to reach an agreement that satifies the concerns of both parties. This style involves open and direct communication which should lead the way to solving the problem. Confronting should be used when:

• Both parties need to win.
• You want to decrease cost.
• You want create a common power base.
• Skills are complementary.
• Time is sufficent.
• Trust is present.
• Learning is the ultimate goal.

Compromising is also described as a "give and take" style. Conflicting parties bargain to reach a mutually acceptable solution. Both parties give up something in order to reach a decision and leave with some degree of satisfaction. Compromising should be used when:

• Both parties need to win.
• You are in a deadlock.
• Time is not sufficient.
• You want to maintain the relationship among the involved parties.
• You will get nothing if you do not compromise.
• Stakes are moderate.

Avoiding or withdrawing is also described as withdrawal style. This approach is viewed as postponing an issue for later or withdrawing from the situation altogether. This approach involves giving up, pulling or retreating as the person refuses to deal with the conflict. It is regarded as a temporary solution because the problem and conflict continue to reoccur over and over again. Avoiding should be used when:

• You can not win.
• Stakes are low.
• Stakes are high, but you are not prepared.
• You want to gain time.
• You want to maintain neutrality or reputation.
• You think problem will go away.
• You win by delaying.

Smoothing is also referred to as accommodating or obliging style. In this approach, the areas of
agreement are emphasized and the areas of disagreement are downplayed. This approach attempts to keep harmony and avoid outwardly conflictive situations. Conflicts are not always resolved in the smoothing mode. A party may sacrifice it's own concerns or goals in order to satisfy the concerns or goals of the other party. Smoothing should be used when:

• Goal to be reached is overarching.
• You want to create obligation for a trade-off at a later time.
• Stakes are low.
• Liability is limited.
• Any solution is adequate.
• You want to be harmonious and create good will.
• You would lose anyway.
• You want to gain time.

Forcing is also known as competing, controlling, or dominating style. Forcing occurs when one
party goes all out to win it's position while ignoring the needs and concerns of the other party. Forcing implies the use of position power to resolve the conflict. The person imposes one viewpoint at the expense of another. This is a win-lose situation.As the intesity of a conflict increases, the tendency for a forced conflict is more likely. This results in a win-lose situation where one party wins at the expense of the other party. Forcing should be used when:

• A "do or die" situation is present.
• Stakes are high.
• Important principles are at stake.
• Relationship among parties is not important.
• A quick decision must be made.

The best approach for conflict resolution is “Confronting” or “Problem Solving”. It is seen that
confronting style can create an environment with lower levels of task conflict as it addresses the problem at the root level. This helps in reducing relationship conflict and stress.

Forcing is considered to be last resort for solving a conflict next to avoidance or withdrawal. Forcing increases further stress on relationships.

Conflicts may arise because of the type of conflict resolution type used itself and the manners in
which problems are addressed.

An awareness of the potential approaches to conflict resolution and the understanding of their consequences can provide project managers with a invaluable set of tools to create an optimal work environment.

A pointer to keep in mind for all the project managers is, whenever any conflict arises don't blame anyone for the existing problem. This is one of the common things all of us tend to do – “To find a scape goat”. But avoid blaming it on anyone. Use negations and find out the root cause of the problem. Use of humor is another good way to release the prevailing stress.

Happy time resolving the conflict J