Be a Great Problem Solver Now!: The 2-in-1 Manager VitalSource eText: Speed Read - Instant Tips; Big Picture - Lasting Results : 9781292119649

Be a Great Problem Solver Now!: The 2-in-1 Manager VitalSource eText: Speed Read - Instant Tips; Big Picture - Lasting Results

 
Edition
 
1
ISBN
 
9781292119649
ISBN 10
 
1292119640
Published
 
22/06/2016
Published by
 
Pearson United Kingdom
Pages
 
Format
 
 
Title type
eBook
$23.49
 
 
 
Description

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About the book

Discover how to Be a Great Problem Solver - Now!

This 2-in-1 guide is designed to help you solve problems in an instant, whilst giving you the deeper knowledge to ensure long-lasting results.

With the unique 2-in-1 approach, you can learn your way. Use the seven Speed Read tips immediately, then take your time exploring the Big Picture chapters.

  • Analyse business problems and opportunities objectively and effectively to generate a range of possible solutions
  • Avoid falling into the trap of selecting the first, easy solution
  • Understand how to work collaboratively with co-workers and stakeholders
  • Use a one-page ‘Problem Canvas’ to scope out and explore a problem

As an ambitious manager, you need the right information at the right time to help you advance in your career. The 2-in-1 Manager will ensure you improve and succeed in business, right now and in the future.

Table of contents
Introduction
About the Author
Acknowledgements



Chapter 1. Avoid the Solution Trap



Speed 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 Canvas



Big 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 Canvas



Chapter 2. Think Problem before Solution



Speed 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 Environment
2.6 Consider Multiple Perspectives on the Problem
2.7 Gain Consensus and Move Forward



Big 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 Forward



Chapter 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 outcomes



Big Picture
3.1 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 outcomes



Chapter 4. Assessing Scope and Impact



Speed Read
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 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 scope



Chapter 5. Solutioneering: Generating Solution Options



Speed 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 recommendation

Big Picture
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 recommendation



Chapter 6. Bringing It All Together: The 1-page “Problem Canvas"

Speed Read
6.1 Being Concise & Precise: Building the canvas
6.2 Gaining Consensus
6.3 The Canvas as an internal Sales Tool
6.4 Gain Commitment
6.5 Plan the next steps
6.6 Beware Risks
6.7 A problem canvas is a great place to start (but the hard work is yet to come)



Big Picture
6.1 Being Concise & Precise: Building the canvas
6.2 Gaining Consensus
6.3 The Canvas as an internal Sales Tool
6.4 Gain Commitment
6.5 Plan the next steps
6.6 Beware Risks
6.7 A problem canvas is a great place to start (but the hard work is yet to come)



Chapter 7. Making Sure Problems Stay Solved: Implementing, Measuring Success and Pivoting

Speed Read
7.1 What happens after the problem canvas is written?
7.2 Compare and prioritise problems
7.3 Inspire Action: Keeping up the momentum to implement a solution
7.4 Get ready to measure success
7.5 Stay close to ensure problems don’t recur
7.6 Seek further opportunities to tweak and pivot
7.7 Embed the practice of continuous improvement



Big Picture
7.1 What happens after the problem canvas is written?
7.2 Compare and prioritise problems
7.3 Inspire Action: Keeping up the momentum to implement a solution
7.4 Get ready to measure success
7.5 Stay close to ensure problems don’t recur
7.6 Seek further opportunities to tweak and pivot
7.7 Embed the practice of continuous improvement

Conclusions and Next Steps
References and Further Reading
Author biography
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.
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