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Problem-solving workshop: Step-by-Step
A problem-solving workshop is held by the Agile Release Train and its purpose is to address systematic problems. The workshop that concentrates on identifying the problems, not just addressing the symptoms, is facilitated by the Release Train Engineer and time-boxed to maximum of two hours. What are the six steps of the workshop?
In SAFe® (Scaled Agile Framework for Enterprises®), problem-solving workshop is done during the Inspect & Adapt (I & A) event. I & A is held at the end of each Program Increment, and it forms the basis for relentless improvement, one of the four pillars of the SAFe House of Lean , and a dimension of the Continuous Learning Culture core competency.
During the three parts of I & A event (PI System Demo, Quantitative and Qualitative measurement, and Retrospective and problem-solving workshop), the ART demonstrates and evaluates the current state of the solution and teams reflect and identify improvement backlog items. In this article we are going to concentrate on the last part of the event, problem-solving workshop, during which teams systematically address the larger impediments that are limiting velocity.
Problem-solving workshop consists of 6 steps
Step 1: agree on the problem to solve.
Clearly stating the problem is key to problem identification and correction. It enables more focused investigation, time-saving, and avoids ‘ready, fire, aim’ approach. On the other hand, a problem that is not well defined, may result in failure to reach the proper countermeasure. To identify and agree on the problem to solve, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can.
Step 2: Apply root-cause analysis and 5 whys
The Root-cause analysis and the ‘5 Whys’ technique is used to explore the cause-and-effect relationships underlying a particular problem. It helps to avoid assumptions and logic traps, trace the chain of causality in direct increments from the effect to a root cause.
The root cause analysis (fishbone or Ishikawa) diagram features 5 main ‘bones’ that represent typical sources of problems in development (tools, people, program, process, environment). Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause (© Scaled Agile, Inc.).
Step 3: Identify the biggest root-cause using Pareto analysis
Team uses Pareto analysis (or 80/20 rule) to narrow down the number of actions that produce the most significant overall effect. It is based on the principle that 20% of root causes can cause 80% of problems and it has proved useful where many possible sources and actions are competing. Once the team writes down all the causes-of-causes, they identify the biggest root-cause using dot-voting – every team member has five dots on its disposal, and he can allocate them to one or more items he thinks are most problematic. Then they summarize votes in Pareto chart that shows collective consensus on the most significant root-cause.
Step 4: Restate the new problem for the biggest root-cause
Team picks the most voted item from Pareto chart. They restate it clearly as a problem and add economic impact of the problem to the description.
Step 5: Brainstorm solutions
During the brainstorming activity that lasts about 15 – 30 minutes, team brainstorms as many possible corrective actions as possible. The goal of activity is to generate as many ideas as possible, without criticism or debate. Team members should let their imagination soar and explore and combine all the ideas that arise and in the end dot-vote to identify top contenders.
Step 6: Identify improvement backlog items (NRFs)
In the end of the problem-solving workshop, up to three most voted solutions are identified. Solutions are then rephrased as improvement stories and features to be fed directly into the PI Planning event that follows the I & A event. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken, and that people and resources are dedicated as necessary to improve the current state. In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement (© Scaled Agile, Inc. ).
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How to run a problem-solving workshop.
What is a problem-solving workshop?
A problem-solving workshop is a rapid session that helps you:
- Understand the root cause of a problem
- Quickly generate ideas to solve it
- Evaluate the ideas to ensure they’re robust
- Make a plan to test or implement the solution
This workshop critically assesses what’s going wrong and helps you find out what your options are to solve it, before you decide on the perfect solution.
Who should run a problem-solving workshop?
Product team leads, such as designers, product managers or engineers can run this type of workshop. There’s no one right person to lead something as important as this.
In fact, the core of your product development should start with the problem rather than the solution itself. It can be tempting to jump straight into features, but until you understand the problem well, you can’t begin to solve it.
When to run a problem-solving workshop
This workshop can be used in various circumstances:
- A show-stopping problem that grinds everything to a halt
- An intermittent problem that you want to get to the bottom of
- A customer or user problem, such as a pain point when using a service or product
- A high-level business problem, for example “too many customer complaints”, “conversion rate is too low”, or “operating costs are too high”
1. Get the right people together
2. identify the right problem.
- 3. Come up with ideas to solve the problem
4. Evaluate the ideas to ensure they’re robust
5. make a plan to test or implement the solution.
Read on to find out how to do all that, and more.
Invite all affected parties to a session. These are people that the problem has a direct impact on. Including those that aren’t impacted may offer a more objective view, but ultimately; more people equals more time. We want to solve problems with haste, so we can find out if it’s the right solution sooner rather than later!
What may appear like the problem, could be one of many observable results of a deeper underlying problem. To identify the ‘right’ or ‘true’ problem, we need to delve into it. This method is often called “Root Cause Analysis”.
There are many ways to conduct a Root Cause Analysis, but the easiest and most pragmatic way is to use the Five Whys Analysis tactic .
Simply put, asking “why?” at least five times will lead you to the real problem. Solving this root problem subsequently solves all of the surface problems associated with it.
Learn how to run the Five Whys Analysis tactic
3. Come up with ideas to solve your problem
What normally follows identifying the right problem is a flurry of ideas. This usually takes the form of blurting them out at each other – but there are better, more structured ways to capture ideas. Generating ideas in a structured way gives you time and space to think, as well as building on others’ ideas. The result means more thorough and refined ideas, over a back of the napkin sketch that the loudest person in the room decides is the best thing to do.
Idea-generation tactics for problem solving:
- Mind Map – Get your brain on to paper, so you can start to form ideas for the methods below.
- Crazy Eights – Eight ideas in eight minutes
- Reverse Brainstorm – Come up with ways to make the problem worse, then reverse it to get the solution
- Round Robin – Generate an idea, then have the person next to you build on it
- Storyboard – Turn your idea into a sequence of events to understand how it might actually work in reality
Once you have a suite of ideas, you’ll want to review them and try some evaluative tactics .
If you have a lot of ideas, you might want to prioritise the most promising ones to take forward with a decision tactic such as Priority Map or Blind Vote .
Once you have a shortlist of ideas it can be tempting to go with the one that appears most promising. If time is of the essence, and it’s low risk – it might be the right call to just try it out.
However, it’s vital to evaluate ideas for solutions that may be more costly or complicated. Kick the tyres, so to speak.
Evaluating ideas gives you the confidence that your promising idea truly is promising, and is worthy of taking forward to the next stage: prototyping and implementation.
Evaluation tactics for ideas:
- Idea Beetle – a set of questions that help you assess if your idea is robust before you progress with it
- Rose, Thorn, Bud – a way to review the good, the bad and the potential of an idea
- SWOT Analysis – articulate an idea’s strengths, weaknesses, opportunities or threats
If you still have a lot of ideas, you might want to prioritise the most promising ones to take forward with a decision tactic such as Priority Map or Blind Vote .
Now you should have one or two (or more!) evaluated, robust and promising ideas that you want to try out to solve the problem.
Whether you need to work out how to prototype and test the idea, or go ahead and implement the solution right away – you need a plan.
To work out a plan, use the Sticky Steps tactic , which mentally starts you off at having the solution implemented or prototype tested, then works backwards to today in order to see what steps you need to take.
Once you have a solid plan, create accountability by creating a list of tasks to do, and assigning them to people with a deadline. You can do this with the Who, What, When tactic .
2 thoughts on “How to run a problem-solving workshop”
Hi I’d love to know approx about how long it should take to run one of these workshops. If you could include that in your very helpful summaries – I think that would be very helpful to plan and market these types of servies.
Appreciate all you do! R
All activities are very helpful.
Appreciate you Nazia Psychologist
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Navigating the Inspect & Adapt Workshop: The Key to Continuous Improvement in SAFe
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In the dynamic world of Agile, the Inspect & Adapt Workshop stands as a cornerstone in the Scaled Agile Framework (SAFe). It’s a pivotal moment where Agile teams converge to reflect, learn, and plan for the future. But what exactly are the outcomes of this workshop? Today, let’s delve into the heart of this process and understand why “Identifying and prioritizing process improvements” is not just an option, but the primary outcome of the Inspect & Adapt Workshop.
The Essence of the Inspect & Adapt Workshop
At its core, the Inspect & Adapt (I&A) Workshop is a structured problem-solving session. It marks the end of the Program Increment (PI) and serves as a critical reflection point. Teams gather to inspect their achievements and adapt their processes, learning from their experiences. It’s not just about what we did, but how we did it and how we can do it better.
Why Process Improvement is Key
Among the options provided – creation of user stories, release of the product to customers, and setting the agenda for the next PI – identifying and prioritizing process improvements stands out. Why? Because continuous improvement is the lifeblood of Agile. While releasing products and creating user stories are essential, they are part of the ongoing Agile process. The I&A Workshop’s unique contribution is its focus on elevating the process itself.
Real-Life Application
Imagine a team working on a software development project. They’ve had a successful PI, with several user stories completed and features shipped. However, during the I&A Workshop, they realize that certain bottlenecks in communication slowed them down. By identifying and addressing these issues, the team sets the stage for more efficient sprints in the future, ultimately leading to better products and happier customers.
The Inspect & Adapt Workshop is more than a routine meeting; it’s an opportunity for genuine growth. By focusing on process improvements, SAFe practitioners ensure that their Agile journey is not static but a path of continuous evolution and enhancement
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Mastering Problem-Solving Workshops: A Comprehensive Guide
5 minutes read
Part 1. What Is a Problem-solving Workshop?
A problem-solving workshop is a meticulously structured gathering, designed to bring team members together in a collaborative environment. In this setting, participants work collectively to identify prevailing issues, brainstorm innovative solutions, and formulate a strategic action plan. This process not only encourages open communication but also fosters an atmosphere of creativity and critical thinking. It provides an opportunity for each participant to contribute their unique perspectives and ideas, thereby promoting diversity of thought and comprehensive problem-solving. Ultimately, these workshops serve as a catalyst for team synergy and effective resolution of challenges.
Part 2. How Can Problem-solving Workshop Help?
Problem-solving workshops are a powerful tool that can dramatically elevate team performance. By fostering an environment of collaboration, these workshops encourage team members to work together towards common goals. They enhance decision-making skills by providing a platform for open discussion and critical analysis of various solutions. Moreover, they stimulate creative thinking by encouraging participants to think outside the box and propose innovative solutions. The structured approach provided by these workshops ensures that challenges are tackled systematically and effectively, reducing the likelihood of oversight or missteps. Furthermore, problem-solving workshops contribute to creating a culture of continuous learning and improvement within the organization. They provide opportunities for individuals and teams to learn from their experiences, adapt their strategies, and continually strive for better results. This ongoing process of learning and development is crucial in today's fast-paced business environment where adaptability and resilience are key to success.
Part 3. What Are the Six Steps of Problem-Solving Workshop?
- Identifying the Problem: This is the initial stage where team members collectively recognize and articulate the issue at hand. It's crucial to define the problem accurately to set a clear direction for the workshop.
- Analyzing the Problem: Once identified, the problem is dissected and examined in detail. The goal here is to understand its root cause, its impact, and any underlying factors that may be contributing to it.
- Generating Possible Solutions: In this creative phase, participants brainstorm a variety of potential solutions without judgment or evaluation. The aim is to encourage innovative thinking and generate as many ideas as possible.
- Evaluating Solutions: Here, each proposed solution is critically assessed based on its feasibility, potential impact, resources required, and alignment with organizational goals. This step ensures that only viable solutions are considered for implementation.
- Implementing the Best Solution: After careful evaluation, the most effective solution is selected and put into action. A detailed plan outlining tasks, responsibilities, timelines, and resources is developed for smooth execution.
- Reviewing the Process: Finally, once the solution has been implemented, it's important to review and reflect on its effectiveness and learn from the experience. This step helps in continuous improvement and prepares teams better for future problem-solving endeavors.
Each step is crucial in ensuring that problems are thoroughly addressed and resolved effectively.
Part 4: How Boardmix Can Help Prepare a Problem-solving Workshop?
Boardmix is a cutting-edge online whiteboard tool, designed with innovation at its core. It offers a diverse range of templates tailored for different types of workshops, including those focused on problem-solving . This makes Boardmix an invaluable resource for teams seeking to streamline their collaborative efforts and enhance their problem-solving capabilities.
Here’s how you can use Boardmix for your next problem-solving workshop:
FAQs on Problem-Solving Workshop
1. what are the 4 styles of problem solvers.
The four styles of problem solvers are: a) Analytical Problem Solvers: These individuals approach problems with a logical, fact-based mindset. They rely on data and detailed analysis to arrive at solutions. b) Intuitive Problem Solvers: These people rely on their gut feelings and instincts when solving problems. They often come up with creative and out-of-the-box solutions. c) Practical Problem Solvers: These problem solvers prefer straightforward, practical solutions that can be implemented easily. They focus on what works in the real world. d) Emotional Problem Solvers: These individuals consider the emotional aspects and human elements of a problem. They tend to prioritize harmony and consensus in their solutions.
2. What are the 7 problem-solving strategies?
The seven problem-solving strategies include: a) Trial and Error b) Brainstorming c) Root Cause Analysis d) SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) e) The Five Whys Technique f) Cost-Benefit Analysis g) Decision Matrix
3. What are the 5 principles of problem solving?
The five principles of problem-solving are: a) Understand the Problem: Clearly define and understand the issue at hand. b) Devise a Plan: Develop a strategy or method to tackle the problem. c) Carry Out the Plan: Implement your strategy while being open to adjustments along the way. d) Review Your Solution: Once you've found a solution, review it to ensure it effectively solves the original problem. e) Learn from Experience: Reflect on what worked well and what didn't during your problem-solving process for future reference.
Problem-solving workshops provide a potent platform to confront challenges directly, while simultaneously nurturing teamwork and innovation within your organization. These workshops serve as a catalyst for creative thinking and collaborative problem-solving, fostering an environment conducive to growth and progress. With the advent of tools like Boardmix , preparing for such interactive sessions has become more streamlined than ever before. Boardmix's intuitive design and diverse range of templates make it an indispensable tool for all your collaborative needs. Embark on your journey towards enhanced team productivity and effective problem resolution by incorporating Boardmix into your workflow today!
Join Boardmix to collaborate with your team.
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What is Inspect and Adapt in SAFe Framework and How does it Work?
Agile teams believe in continuous feedback system. In every iteration, feedback comes in multiple ways
- Product Feedback is received through iteration review at the end of every iteration
- Iteration retrospective to look back and improve in terms of people and process
This helps the team to continuously improve and become a much better product and product team. However, in a Scaled Agile environment, there are multiple teams working on a single product. Its equally important for the program (or Agile Release Train) to get into a feedback system.
There are many methods, events, and principles that are incorporated with SAFe, and most of them are being used in the product development on a large scale. One thing that is still needed to get a spot is the concept of Inspect and Adapt (I&A).
In Scaled Agile, Inspect & Adapt is the way to look back and take feedback on product, process, people etc. Like how Iteration Review and Retrospective happens at the end of the iteration, Inspect & Adapt happens at the end of the Program Increment, is also called as PI.
Not only you are going to learn all about this concept, but we are going to let you know about SAFe Agile certification that will help you open various doors for your bright career. So let us begin by diving deep and getting to know I&A more.
What is Inspect and Adapt in SAFe?
It is known as one of the significant events that will happen at the end of each Program Increment (PI). The PI mentioned here generally consists of 8-12 weeks. During this period, the Agile Release Train delivers incremental value to the customer which is the fully working systems built in the last 1 PI.
The current state of the product along with the process which was used to get to that position is being discussed during the I&A event which happens at the end of every Program Increment (PI).
With this event, it can be made sure that the upcoming PI is going to be better and more efficient. Inspecting and putting efforts into improving the product as well as the process will help in getting there. The event is attended by the stakeholders as well and they help in providing the inputs that are added to the backlog of the next PI planning.
In the SAFe Agilist training , you will be able to learn more about PI and how to calculate the metrics as well.
How does this Work?
Inspect & Adapt consists of 3 parts
- The PI system Demo
- Quantitative & Qualitative Measurement
- Retrospective and problem solving workshop
The PI System Demo
The first part of I&A is the PI System Demo. As the name suggests, the ART would showcase the current system that was built in the last 1 PI. This will cover a larger set of people in the event so that this information is available to all. This includes all the key stakeholders from Portfolio, Customers to attend the demo.
This is to demonstrate the solution that was built the entire ART during this PI. This event is time-boxed to 1 hour. The focus of this event is all about product demo.
At the end of the PI system demo, Business Owners connect with each team and rate their team’s PI objectives by providing actual business value.
Quantitative & Qualitative Measurements
This is another 60-minute session where quantitative, as well as qualitative measures, are being taken to evaluate the products and processes that are part of ART. In this event,
Program / ART level metrics are displayed to the entire audience. One of the primary measures displayed is “Program Predictability Measure”. Each team’s predictability based on business value delivery is measured and then the overall program predictability is consolidated, like it is depicted in the below picture.
ART can also measure few qualitative measures like agile assessments, product delivery assessments, role specific assessments etc.
Retrospective
The teams come together and addresses the issues that need to be put on the table during the problem-solving workshop. From the issues that they have identified in different teams, they will choose the top few issues for the problem-solving workshop.
Teams can use any of the retrospective techniques to conduct this retrospective to identify their issues.
Problem-Solving Workshop
ART comes together and conducts this workshop to identify 1-2 key problems, find root causes and find solutions for the root causes. This is a six-step process .
The whole process takes approximately 4 hours for the entire ART . Let’s quickly look at each step.
- Agree on the problem to solve
A well stated problem is half-problem solved. Hence, it is critical to identify and state the problem clearly. A well-stated problem addresses “What?”, “Where?”, “When?” and “Impact”.
- Apply root-cause analysis
Once the problem is well-stated, team gets into identifying the root causes for the problem, in – process, people, tools, program and environment.
- Identify the biggest root cause
There can be multiple root causes for a specific problem identified. Its not humanly possible to fix all the root causes, hence its important to identify the biggest root cause. This is done using Pareto analysis tool.
- Restate the new problem
This step is to restate the problem with the biggest root cause identified.
- Brainstorm solutions
Identifying some potential solutions is the objective in this step. Here are few rules for applying brainstorming
- Come up with as many ideas as possible
- All ideas are welcome
- Combine / merge ideas
- Create Improvement backlog items
The last step is to identify 1-2 solutions that can be implemented in the next PI itself. RTE facilitates the entire I&A event.
Why is Inspect &Adapt an Important Event?
I&A should be done in every PI, because this is a great opportunity to get the feedback on the product, people and process. It helps the entire ART to continuously improve in every PI.
Adopting lean-agile thinking and practices takes time and will involve a lot of best approaches to achieve. To incorporate lean-agile thinking to make decisions, the use of SAFe Inspect and Adapt becomes very crucial. This allows the business to make sure that the products, as well as processes, are going on the right track.
This will strengthen that Agile Release Train and make sure that proper guidelines of a SAFe framework are being practiced. This will push the teams to give their best in the product development. With the best SAFe Certification training from LeanWisdom , you can ensure that you are getting trained by the best professionals in the industry.
Not only it will open a plethora of doors of opportunities for you, but prepare you for the challenges that you need to face while climbing up the ladder of success in this field. So choose the right platform for your bright career and get started.
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Five Things You May Not Know About the SAFe Inspect and Adapt (I&A) Event
The Scaled Agile Framework (SAFe … the “e” means nothing…) is the industry leading framework for scaling agile in a business or business unit. It’s used by some pretty big names like CVS, American Express, and FedEx.
Emma Ropski
The Scaled Agile Frame work (SAFe) incorporates methods, events, principles, and roles that agilists are already familiar with from Scrum, Lean, and XP. But SAFe is also novel, with its own unique concepts, roles, and events like the Inspect and Adapt (I&A) , a reflective all hands event that happens every quarter featuring a problem solving workshop.
The thing about SAFe events is, even if you know a bit about them, they can still be super mysterious. It’s like a nursing student who’s only read their textbook or a rock and roll fan who’s never been to a Grateful Dead concert. You really have to be there to get it.
Lucky for you, I have been there! Over ten times as both a participant and a facilitator! Here are a few misconceptions.
The I&A is more than just the problem solving workshop
People often use the term I&A to mean just the problem solving workshop. Though that is the main attraction of the 4-hour event, you’re missing some of the context setting that happens earlier in the agenda.
First, there’s a demo of the current state of the product, highlighting work done in the past quarter. Next, the group reviews select success and predictability metrics focusing on areas to improve. Then, some do a retrospective during the event time-box to brainstorm and form problem statements. And finally, we get to the problem solving workshop!
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You don’t need to use an Ishikawa diagram!
An Ishikawa diagram, also known as a fishbone diagram, is recommended for small groups to use to visualize potential contributing causes of the problem to be solved. The group then explores the causes of the causes using the five whys technique to get to a root cause. (Say causes of the causes five times fast). Though it may seem excessive to some, going deeper helps ensure that we're tackling the disease and not just a symptom of it. The group then diverges and converges on a solution set.
This fishbone visualization combined with the described technique is recommended because it is effective and theoretically sound. But fishbone quarter after quarter can leave teammates uninspired and asking, “… is there anything besides fish on the menu?”
I’ve seen a few other approaches to keep things fresh and keep morale up. My first I&A problem solving workshop was unlike any other. They gave all randomly assigned groups this prompt: “ You have all the money and resources you desire… How do you take our company down?" Let’s just say the room was buzzing! Though not traditional by any means, this alternative method still met the purpose of the event: to reflect and identify ways to improve.
Problems don’t actually get solved in the workshop
With a name like “problem-solving workshop,” you’d think you solve problems. A more accurate name would be “problem exploring and solution proposal workshop,” but that really doesn’t have the same ring to it.
Let me explain. In the problem-solving workshop, the problems proposed should be experienced cross-team and are usually systemic. Their root causes often lie in culture, process, or environment. They’re big problems! Realistically, some could take years to properly solve.
The vast majority of the time-box in the workshop is allotted to identifying these root causes. Even with less time, groups tend to brainstorm multiple possible solutions and present their top ideas to the whole group. Since problems are big, often the first step in the solution is to explore the problem more.
So, what’s the point? In my opinion, the problem-solving workshop raises problems to the surface and gets the conversation started. The “solving” often takes some more time, coordination, and prioritization.
Some people can’t participate
…. because they facilitate! Scrum masters, coaches, and other volunteers are usually necessary to guide small groups through a typical problem solving workshop. Why? To avoid the chaos that can often occur in group discussions:
• dominating the conversation and others not feeling safe to share
• Groups getting off topic due to confusion or boredom
• Skipping “less exciting” steps like problem exploration to get to “more exciting” steps like solutioning
Still, knowing some teammates aren’t engaged in problem solving can feel like a disservice to the whole group. Everyone has experiences, knowledge, and context to add to the collective pool of knowledge which would contribute to a more holistic and, therefore, successful solution. My advice? Rotate facilitators every quarter when possible, especially if they aren’t in a dedicated coaching role.
It takes a lot of behind the scenes work to make the I&A happen.
Though many will just show up, listen, and problem solve with their teammates at the end of the quarter, the I&A event requires several people several hours to prepare for.
Product management is usually accountable for the demo though may get some support from scrum masters. They usually connect with teams, team leads, and feature-owners to coordinate a demo (ideally live and not death by PowerPoint) of the holistic product, highlighting new features delivered this quarter.
Good data doesn’t just happen; it’s quite intentional. Success and predictability metrics should be agreed upon and defined before the quarter, ideally as a constant to compare quarter to quarter. Once collected and visualized, it needs to be presented in a way that is concise and motivating regardless of the results. Not an easy task.
Retrospective
Running a 30-minute retrospective with 100 people on identifying and defining systemic problems experienced across several teams in the last 3 months is a tall task. With the teams I’ve been on, usually we’ve taken the extra step ahead of the I&A to gather problem statements. As the scrum master, I’d design and facilitate a retro of the past three months and coach teams through what’s an appropriate problem to bring and the information it needs. It’s still a tall task, but a little less tall. We could make the task even shorter by using ScatterSpoke’s Team Pulse 👀
Designing the format, forming the small groups, training the facilitators, collecting improvement items, voting on them, and finding a way to squeeze them into an already tight backlog is all in a day’s work for the coach leading this event. Just reading it all makes me sweat!
Even if you haven’t been there, with the inside scoop from me, the I&A in practice should be a bit demystified. It’s not just a problem-solving workshop. And the problem-solving workshop isn’t really a problem solving workshop. You can vary the protein served beyond fish, and not everyone gets to eat (but definitely next time!). Last but not least, preparing for the I&A takes time, energy, and passion. Systemic problems aren’t easy, but this unique SAFe event is an inclusive and brave first step toward solving them.
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Kaizen is about changing the way things are. If you assume that things are all right the way they are, you can’t do kaizen. So change something! —Taiichi Ohno
Inspect and Adapt
Inspect & adapt: overview.
The Agile Manifesto emphasizes the importance of continuous improvement through the following principle: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
In addition, SAFe includes ‘relentless improvement’ as one of the four pillars of the SAFe House of Lean as well as a dimension of the Continuous Learning Culture core competency. While opportunities to improve can and should occur continuously throughout the Program Increment (PI) (e.g., Iteration Retrospectives ), applying some structure, cadence, and synchronization helps ensure that there is also time set aside to identify improvements across multiple teams and Agile Release Trains.
All ART stakeholders participate along with the Agile Teams in the I&A event. The result is a set of improvement backlog items that go into the Program Backlog for the next PI Planning event. In this way, every Agile Release Train (ART) improves every PI. For large solutions , a similar I&A event is held by the Solution Train .
The I&A event consists of three parts:
PI System Demo
- Quantitative and qualitative measurement
- Retrospective and problem-solving workshop
Participants in the I&A should be, wherever possible, all the people involved in building the solution. These include for an ART:
- The Agile teams
- Release Train Engineer (RTE)
- System and Solution Architects/Engineering
- Product Management , Business Owners , and others on the train
Additionally, Solution Train stakeholders may attend this event.
The PI System Demo is the first part of the I&A, and it’s a little different from the regular system demos that happen after every iteration, in that it is intended to show all the Features that the ART has developed over the course of the PI. Typically the audience is broader, for example, customers or Portfolio representatives are more likely to attend this demo. Therefore, the PI system demo tends to be a little more formal, and some extra preparation and staging are usually required. But like any other system demo, it should be timeboxed to an hour or less, with the level of abstraction high enough to keep stakeholders actively engaged and providing feedback.
Prior to, or as part of the PI system demo, Business Owners collaborate with each Agile team to score the actual business value achieved for each of their Team PI Objectives .
Quantitative and Qualitative Measurement
In the second part of the I&A event, teams collectively review any quantitative and qualitative metrics they have agreed to collect, then discuss the data and trends. In preparation for this, the RTE and the Solution Train Engineer are often responsible for gathering the information, analyzing it to identify potential issues, and facilitating the presentation of the findings to the ART.
One primary metric is the program predictability measure. Each team’s planned vs. actual business value is rolled up to create the program predictability measure, as shown in Figure 2.
Reliable trains should operate in the 80–100 percent range; this allows the business and its external stakeholders to plan effectively. (Note: Uncommitted objectives don’t count toward the commitment but do count toward the actual business value achievement, as can also be seen in Figure 1.)
Retrospective
The teams then run a brief (30 minutes or less) retrospective, the goal of which is to identify a few significant issues they would like to address during the problem-solving workshop . There is no one way to do this; several different Agile retrospective formats can be used [3].
Based on the retrospective, and the nature of the problems identified, the facilitator helps the group decide which issues they want to tackle. Each team may work on a problem, or, more typically, new groups are formed from individuals across different teams who wish to work on the same issue. This self-selection helps provide cross-functional and differing views of the problem, and it brings together those who are impacted and those who are best motivated to address the issue.
Key ART stakeholders—including Business Owners, customers, and management—join the teams in the retrospective and problem-solving workshop. Often it is the Business Owners alone who can unblock the impediments that exist outside the team’s control.
Problem-Solving Workshop
For addressing systemic problems, a structured, root-cause problem-solving workshop is held by the ART. Root cause analysis provides a set of problem-solving tools used to identify the actual causes of a problem, rather than just addressing the symptoms. The session is typically facilitated by the RTE, in a timebox of two hours or less.
Figure 3 illustrates the steps in the problem-solving workshop.
The following sections describe each step of the process.
Agree on the Problem(s) to Solve
American inventor Charles Kettering is credited with the statement that “a problem well stated is a problem half solved.” At this point, the teams have self-selected the problem they want to address. But, do they agree on the details of the problem, or is it more likely that they have differing perspectives? To this end, the teams should spend a few minutes clearly stating the problem, highlighting the ‘what’, ‘where’, ‘when’, and ‘impact’ as succinctly as they can. Figure 4 illustrates a well-written problem statement.
Perform Root Cause Analysis
Effective problem-solving tools include the fishbone diagram and the ‘5 Whys.’ Also known as an Ishikawa Diagram , a fishbone diagram is a visual tool used to explore the causes of specific events or sources of variation in a process. Figure 5 illustrates the fishbone diagram with a summary of the previous problem statement written at the head of the ‘fish.’
For our problem-solving workshop, we preload the main bones with the categories people, process, tools, program, and environment. However, these may be adapted as appropriate.
Team members then brainstorm causes that they think contribute to the problem to be solved and group them into these categories. Once a cause is identified, its root cause is explored with the 5 Whys technique. By simply asking ‘why’ multiple times, the cause of the previous cause is uncovered, and added to the diagram. The process stops once a suitable root cause has been identified and the same process is then applied to the next cause.
Identify the Biggest Root Cause
Pareto Analysis , also known as the 80/20 rule, is a technique used to narrow down the number of actions that produce the most significant overall effect. It uses the principle that 20 percent of the causes are responsible for 80 percent of the problem. It’s especially useful when many possible courses of action are competing for attention, which is almost always the case with complex, systemic issues.
Once all the possible causes-of-causes have been identified, team members then cumulatively vote on the item they think is the most significant factor contributing to the original problem. They can do this by dot voting (five votes are allocated to each person, which can be spread among one or more items as they see fit) on the causes they think are most problematic. The team then summarizes the votes in a Pareto chart, such as the example in Figure 6, which illustrates their collective consensus on the most significant root cause.
Restate the New Problem
The next step is to pick the cause with the most votes and restate it clearly as a problem. This should take only a few minutes or so, as the teams have a good understanding of this root cause by now.
Brainstorm Solutions
At this point, the restated problem will start to imply some potential solutions. The team brainstorms as many possible corrective actions as they can think of within a fixed timebox (about 15–30 minutes). The rules of brainstorming apply here:
- Generate as many ideas as possible
- Do not allow criticism or debate
- Let the imagination soar
- Explore and combine ideas
Create Improvement Backlog Items
The team then cumulatively votes on up to three most likely solutions. These are rephrased as improvement stories and features to be fed directly into the PI Planning event that follows. During that event, the RTE helps ensure that the relevant work needed to deliver the identified improvements is planned. This closes the loop, thus ensuring that action will be taken and that people and resources are dedicated as necessary to improve the current state.
In this way, problem-solving becomes routine and systematic, and team members and ART stakeholders can be assured that the train is solidly on its journey of relentless improvement.
Inspect and Adapt at the Large Solution Level
The above describes a rigorous approach to problem-solving in the context of a single ART. If the ART is part of a Solution Train the I&A event will often include key stakeholders from the Large Solution level. In larger value streams, however, an additional large solution level I&A event may be required, following the same format.
Due to the number of people in a Solution Train, attendees at the large solution I&A event cannot include everyone, so stakeholders are selected that are best suited to address the problems faced. This includes the primary stakeholders of the Solution Train, as well as representatives from the various ARTs and Suppliers .
Last update: 10 February 2021
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COMMENTS
The Inspect and Adapt (I&A) is a significant event held at the end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop.
A problem-solving workshop is done during the I&A event to address the systematic problems. What are the six steps of the workshop?
The Problem Solving Workshop is an Inspect and Adapt (I&A) event that provides a structured approach to identifying the root cause and actions to address systemic problems.
This workshop critically assesses what's going wrong and helps you find out what your options are to solve it, before you decide on the perfect solution. Who should run a problem-solving workshop? Product team leads, such as designers, product managers or engineers can run this type of workshop.
The Essence of the Inspect & Adapt Workshop At its core, the Inspect & Adapt (I&A) Workshop is a structured problem-solving session. It marks the end of the Program Increment (PI) and serves as a critical reflection point. Teams gather to inspect their achievements and adapt their processes, learning from their experiences.
At Scaled Agile, we often hear from our SAFe community, "Why is 'program' still in the fishbone diagram for the problem-solving workshop? I thought that term was removed in SAFe 6.0?" The workshop they are referring to is an activity that is part of the Inspect and Adapt event ARTs conduct at the end of each PI.
The SAFe® Problem Solving Board is a single template that guides agile teams and ARTs through each step of the Problem Solving Workshop. Instructions: 1. Original problem. Teams should state the problem, with the 'what', 'where', 'when', and 'impact' as succinctly as possible. Review all statements and move the problem that should be analyzed into step 2. 2. Root cause ...
SAFe Problem-Solving Workshop The SAFE© Problem-Solving Workshop is an event from Scaled Agile Framework© that occurs within the Inspect and Adapt (I&A) event, which is held at the end of each Program Increment (PI). A PI is timebox during which an ART (a team of teams) delivers incremental value in the form of working, tested solution. PIs are typically 8 - 12 weeks long (4 to 6 iterations).
In the preparation phase of a problem-solving workshop, there are six commonly recognized steps that one should meticulously follow: Identifying the Problem: This is the initial stage where team members collectively recognize and articulate the issue at hand.
The teams come together and addresses the issues that need to be put on the table during the problem-solving workshop. From the issues that they have identified in different teams, they will choose the top few issues for the problem-solving workshop.
Three main elements of the Inspect and Adapt workshop In this hands-on workshop, your ART teams will be guided through a rigorous approach to problem-solving that will result in improvement actions for the next PI.
The Scaled Agile Frame work (SAFe) incorporates methods, events, principles, and roles that agilists are already familiar with from Scrum, Lean, and XP. But SAFe is also novel, with its own unique concepts, roles, and events like the Inspect and Adapt (I&A), a reflective all hands event that happens every quarter featuring a problem solving workshop.
Inspect & Adapt: Overview The Inspect and Adapt (I&A) is a significant event, held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train. Teams then reflect and identify improvement backlog items via a structured, problem-solving workshop.
During this Problem Solving Workshop, we aim to understand how we can systematically improve and mitigate those impediments better going forward. Download this webinarto learn more about how to break through the barrier of virtual impediments and successfully run a virtual Problem Solving Workshop.
What is the Six Step Problem-Solving Model? It is a collaborative and systematic approach to addressing problems. Instead of tackling issues haphazardly, this model encourages a sequential process ...
AN AGENDA FOR A GLOBAL WORKSHOP. SAFe outlines a six-step agenda for the two-hour problem-solving workshop: Agree on the problem to solve. Apply root cause analysis (5 Whys) Identify the biggest root cause using Pareto analysis. Restate the problem for the biggest root-cause. Brainstorm solutions.
DevOps , Value Stream Mapping, and the Problem Solving Workshop are the coach's primary tools for enhancing these capabilities. The SAFe DevOps course can be used as a foundation for these practices during the first Innovation & Planning iteration or for continuing education during subsequent PIs as the need and opportunity dictate to ...
This problem-solving workshop will provide participants with the tools and strategies to identify and solve problems in their everyday lives. Through interactive activities and discussions, participants will learn how to break down complex problems into manageable steps and develop creative solutions.
Problem solving and conflict resolution activities for your next workshop, meeting or training session. Step-by-step process how to successfully run each technique - FREE access to all activities.
What is one of the six steps in the Problem Solving Workshop? A) Brainstorm possible failures. B) Identify the biggest root cause using the Pareto Analysis. C) Apply root solution analysis. D) Choose a problem to solve - agreement not required.
Facilitate the problem-solving workshop - SM/TCs coach teams in root cause analysis, the 'five whys,' [5] and Pareto analysis [6]. They ensure that the relevant work needed to deliver the identified improvements is planned and added to the Team Backlog.
Problem-solving workshops. These workshops are dedicated to addressing and resolving issues. The team is encouraged to identify a persistent problem and break it down to find workable solutions. Problem-solving workshops help participants develop critical thinking skills and collaborate effectively to overcome obstacles. Team-building workshops
Tools and techniques like the Problem-Solving Workshop in SAFe can help determine the fact-based root cause of inefficiencies and lead to effective countermeasures that can be applied rapidly.
Solution Trains often hold an additional management review and problem-solving workshop after the first day of planning to address cross-ART issues. Alternatively, the RTEs of the involved trains may talk with each other to discuss the problems for the ART's specific management review and problem-solving meeting.