Fishbone Diagram - Revision history

S16389: /* Limitations */

2021-02-24T08:09:49Z

Limitations

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	== Limitations ==		== Limitations ==
	While the Fishbone Diagram is a tool with many possible applications, it is important to know when to use and when not to use it in order to avoid cognitive bias such as the Law of the Instrument (also known as Law of the Hammer), where an over-reliance on a familiar tool will make the user treat every problem the same (“I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail”) <ref name=LawofInstrument>The Decision Lab. (2021, January 22). Law of the instrument - Biases & Heuristics. https://thedecisionlab.com/biases/law-of-the-instrument/</ref>. The Fishbone Diagram’s primary function is to identify structure potential root causes to a problem. Thus, the tool itself is not meant to develop solutions to the specific root causes. It is therefore solely used to structure and contextualize root causes and it is then up to the project team to develop solutions based on the highlighted issues. Also, the tool cannot help the project team find the best way of executing the necessary actions, and while the tool is an important part of the risk identification process, it does not substitute the need for other tools and methods within this process. If the project team only uses the Fishbone Diagram, they might be attentive of certain risks, but they will perhaps miss others and it will bring them no closer to developing a risk management solution.		While the Fishbone Diagram is a tool with many possible applications, it is important to know when to use and when not to use it in order to avoid cognitive bias such as the Law of the Instrument (also known as Law of the Hammer), where an over-reliance on a familiar tool will make the user treat every problem the same (''“I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail”'') <ref name=LawofInstrument>The Decision Lab. (2021, January 22). Law of the instrument - Biases & Heuristics. https://thedecisionlab.com/biases/law-of-the-instrument/</ref>. The Fishbone Diagram’s primary function is to identify structure potential root causes to a problem. Thus, the tool itself is not meant to develop solutions to the specific root causes. It is therefore solely used to structure and contextualize root causes and it is then up to the project team to develop solutions based on the highlighted issues. Also, the tool cannot help the project team find the best way of executing the necessary actions, and while the tool is an important part of the risk identification process, it does not substitute the need for other tools and methods within this process. If the project team only uses the Fishbone Diagram, they might be attentive of certain risks, but they will perhaps miss others and it will bring them no closer to developing a risk management solution.

	Another important limitation with the Fishbone Diagram is that, as with any other tool, it is only as good as the people, who use it. Often a single person or a project team consisting of very like-minded people will miss causes or miss assess the importance of a cause. It is due to this reason, that the above-mentioned industry standards for Fishbone Diagrams exists, as it ensures that the project team at least will consider the most important aspects of a problem. To avoid these errors, it is important to consider individual expertise when constructing projects teams. A diverse team can be an advantage in any brainstorming activity, and this is certainly also the case when using the Fishbone Diagram. The main purpose for being a diverse project team is to avoid brainstorming rut, gaps of knowledge and cognitive bias. It is recommended that the projects team consists of experts within each cause-area as well as people with a more holistic perspective of the problem. However, it is also important to note, that a too diverse team can cause conflicts and challenges in the internal discussion and through valuing the important of root causes. It is therefore important to have common ground on how to grade the likelihood and impact of each root cause. Otherwise, this can potentially lead to some root causes being underestimated while others are overestimated, so that some root causes will not get the required attention and risk management, which potentially could have critical impact on the final outcome of the project.		Another important limitation with the Fishbone Diagram is that, as with any other tool, it is only as good as the people, who use it. Often a single person or a project team consisting of very like-minded people will miss causes or miss assess the importance of a cause. It is due to this reason, that the above-mentioned industry standards for Fishbone Diagrams exists, as it ensures that the project team at least will consider the most important aspects of a problem. To avoid these errors, it is important to consider individual expertise when constructing projects teams. A diverse team can be an advantage in any brainstorming activity, and this is certainly also the case when using the Fishbone Diagram. The main purpose for being a diverse project team is to avoid brainstorming rut, gaps of knowledge and cognitive bias. It is recommended that the projects team consists of experts within each cause-area as well as people with a more holistic perspective of the problem. However, it is also important to note, that a too diverse team can cause conflicts and challenges in the internal discussion and through valuing the important of root causes. It is therefore important to have common ground on how to grade the likelihood and impact of each root cause. Otherwise, this can potentially lead to some root causes being underestimated while others are overestimated, so that some root causes will not get the required attention and risk management, which potentially could have critical impact on the final outcome of the project.

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	== Annotated bibliography ==		== Annotated bibliography ==
	[PMI Standard for Risk Management]		'''PMI Standard for Risk Management:''' The PMI standard for Risk Management is the most current standard for Risk Management in project, program and portfolio management and provides comprehensive guidance and information regarding risk management in all aspects of project/program/portfolio management.
	The PMI standard for Risk Management is the most current standard for Risk Management in project, program and portfolio management and provides comprehensive guidance and information regarding risk management in all aspects of project/program/portfolio management.

	[Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)]		'''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide):''' Provides an insight into the status quo of project management and will further explain the need for risk management and risk identification in projects.
	Provides an insight into the status quo of project management and will further explain the need for risk management and risk identification in projects.

	~~http~~:~~//www.cityprocessmanagement.com/Downloads/CPM_5Ys.pdf~~		'''Cause and Effect Analysis using the Ishikawa Fishbone & 5 Whys:''' Provides an interesting insight into the use of the Fishbone Diagram in combination with the 5 Why’s including a thorough step-by-step guide.
	Provides an interesting insight into the use of the Fishbone Diagram in combination with the 5 Why’s including a thorough step-by-step guide.

	~~https~~:~~//www.mindtools.com/pages/article/newTMC_03.htm~~		'''Cause and Effect Analysis: Identifying the Likely Causes of Problems:''' Provides an easy hands-on guide to cause and effect analysis through the Fishbone Diagram and includes both video and written guidance.
	Provides an easy hands-on guide to cause and effect analysis through the Fishbone Diagram and includes both video and written guidance.

	~~3. MIHAELA LOREDANA, E. CO BI CI. “THE~~ ANALYSIS OF CAUSES AND EFFECTS OF A PHENOMENON BY MEANS OF THE ‘FISHBONE’ DIAGRAM~~.” Analele Universităţii Constantin Brâncuşi Din Târgu Jiu~~ : ~~Seria Economie, Academica Brâncuşi, 2017.~~		'''THE ANALYSIS OF CAUSES AND EFFECTS OF A PHENOMENON BY MEANS OF THE ‘FISHBONE’ DIAGRAM:'''
	Provides a thorough analysis of the application of Fishbone Diagrams and how to discover root causes.		Provides a thorough analysis of the application of Fishbone Diagrams and how to discover root causes.

	== References ==		== References ==
	<references />		<references />

S16389: /* Risk Management */

2021-02-20T16:02:50Z

Risk Management

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	[[File:Cascading Risk ManagementGHW.png\|300px\|thumb\|Figure 1: Cascading Risk Management]]		[[File:Cascading Risk ManagementGHW.png\|300px\|thumb\|Figure 1: Cascading Risk Management]]


	In order to fully understand the purpose and application of the Fishbone Diagram it is important to know the importance of risk management for the success of a project/program/portfolio. Risk management is a branch within the uncertainty perspective of project management and an individual risk is an uncertain event that potentially can have a positive or negative effect on one or more objectives <ref name=PMbook>Geraldi, Joana, et al. Doing Projects. A Nordic Flavour to Managing Projects: DS-Handbook 185:2017. Dansk Standard, 2017</ref>, <ref name=PMIrisk>Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects. Project Management Institute, Inc. (PMI). Retrieved from		In order to fully understand the purpose and application of the Fishbone Diagram it is important to know the importance of risk management for the success of a project/program/portfolio. Risk management is a branch within the uncertainty perspective of project management and an individual risk is an uncertain event that potentially can have a positive or negative effect on one or more objectives <ref name=PMbook>Geraldi, Joana, et al. Doing Projects. A Nordic Flavour to Managing Projects: DS-Handbook 185:2017. Dansk Standard, 2017</ref>, <ref name=PMIrisk>Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects. Project Management Institute, Inc. (PMI). Retrieved from

S16389 at 16:02, 20 February 2021

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 The Fishbone Diagram can be used in combination with many different tools used within project, program and portfolio management. It is naturally used in conjunction with Brainstorming as this tool is used when coming up with new causes and sub-causes. A Mind Map is also naturally occurring when using the Fishbone Diagram as it helps structure and link the causes and sub-causes from the Brainstorming into groups, which can then be inserted into the Fishbone Diagram as the “bones”. Another popular tool to use in combination with the Fishbone Diagram, is the 5 Why’s; a tool that forces the user into thinking of five causes, give or take one, to a given problem until the root causes have been found. However, knowing when to stop is important, or else the project team risks “analysis by paralysis” and frustration. Use common sense. A useful indicator of when to stop generating new causes, is when the cause is more than one level of management removed from the group<ref name=Diagram5W/>.
-The Probability/Impact Matrix is often used together with the Fishbone Diagram, and while the other tools presented in this chapter are related to generating ideas for new causes, the Probability/Impact Matrix is a tool that helps structuring which causes should be treated and thus identifying the causes with the greatest impact <ref name=PMbook />. When used, the project team should focus on causes within the red and orange areas of the Probability/Impact Matrix illustrated in figure XXX.
+The Probability/Impact Matrix is often used together with the Fishbone Diagram, and while the other tools presented in this chapter are related to generating ideas for new causes, the Probability/Impact Matrix is a tool that helps structuring which causes should be treated and thus identifying the causes with the greatest impact <ref name=PMbook />. When used, the project team should focus on causes within the red and orange areas of the Probability/Impact Matrix illustrated in figure 13.
 [[File:ProbImpMatrixGHW.png|600px]]
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 == References ==
 <references />

S16389 at 16:01, 20 February 2021

2021-02-20T16:01:19Z

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S16389: /* Area of application */

2021-02-20T15:50:13Z

Area of application

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	===Area of application===		===Area of application===
			[[File:FishboneDubbeGHW.png\|300px\|thumb\|Figure XXX: Fishbone application]]
	While this article has already covered the use of the Fishbone Diagram to identify root causes in great depth, it will now identify some of the most common application sectors and how the tool is modified and standardized in order to best accommodate the specific area of application. Figure XXX provides an overview of common uses and the possibilities of the Fishbone Diagram<ref name=Loredana2017>MIHAELA LOREDANA, E. CO BI CI. “THE ANALYSIS OF CAUSES AND EFFECTS OF A PHENOMENON BY MEANS OF THE ‘FISHBONE’ DIAGRAM.” Analele Universităţii Constantin Brâncuşi Din Târgu Jiu : Seria Economie, Academica Brâncuşi, 2017.</ref>.		While this article has already covered the use of the Fishbone Diagram to identify root causes in great depth, it will now identify some of the most common application sectors and how the tool is modified and standardized in order to best accommodate the specific area of application. Figure XXX provides an overview of common uses and the possibilities of the Fishbone Diagram<ref name=Loredana2017>MIHAELA LOREDANA, E. CO BI CI. “THE ANALYSIS OF CAUSES AND EFFECTS OF A PHENOMENON BY MEANS OF THE ‘FISHBONE’ DIAGRAM.” Analele Universităţii Constantin Brâncuşi Din Târgu Jiu : Seria Economie, Academica Brâncuşi, 2017.</ref>.

	~~[[File:FishboneDubbeGHW.png\|300px]]~~		The three most common areas the Fishbone Diagram is used is manufacturing, services and product marketing, all three of which has adapted and modified the Fishbone Diagram in order to better suit their specific problem area and find common causes.

	The three most common areas the Fishbone Diagram is used is manufacturing, services and product marketing, all three of which has adapted and modified the Fishbone Diagram in order to better suit their specific problem area and find common causes.

	===Manufacturing===		===Manufacturing===

S16389: /* Risk Identification */

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Risk Identification

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	===Risk Identification===		===Risk Identification===
	In the risk identification section this article will mainly focus on risk identification in project management, however many of the tools and thoughts discussed in this section can be applied to both program and portfolio management. Risk identification is process of uncovering individual project uncertainty as well as sources of overall project risk while documenting the characteristics. The main benefit of identifying the risks of a project is that the process maps out potential dangers to the project while also providing information so that the project team can develop the appropriate response to the identified risk. This process is performed iteratively throughout the project. Popular inputs, tools and techniques, and outputs of the process are illustrated in the figure ~~XXX~~<ref name=ProjMan>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from
			[[File:Risk identificationGHW.png\|500px\|thumb\|Figure 2: Risk identification]]

			[[File:FishboneGHW.png\|600px\|thumb\|Figure 3: Fishbone Diagram]]

			In the risk identification section this article will mainly focus on risk identification in project management, however many of the tools and thoughts discussed in this section can be applied to both program and portfolio management. Risk identification is process of uncovering individual project uncertainty as well as sources of overall project risk while documenting the characteristics. The main benefit of identifying the risks of a project is that the process maps out potential dangers to the project while also providing information so that the project team can develop the appropriate response to the identified risk. This process is performed iteratively throughout the project. Popular inputs, tools and techniques, and outputs of the process are illustrated in the figure 2<ref name=ProjMan>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from
	https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.</ref>.		https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.</ref>.

	~~[[File:Risk identificationGHW.png\|500px]]~~

	In risk identification Fishbone Diagrams are typically used for root cause analysis. Root cause analysis is typically used to discover the root of the causes that lead to a problem/challenge with the main objective of developing preventive actions. It can be used to map potential project risks by investigating a problem statement and then explore which threats might stimulate the investigated problem. However, root cause analysis can also be used to find potential opportunities within a project by starting with a beneficial problem statement and explore which events may trigger that benefit<ref name=ProjMan/>.		In risk identification Fishbone Diagrams are typically used for root cause analysis. Root cause analysis is typically used to discover the root of the causes that lead to a problem/challenge with the main objective of developing preventive actions. It can be used to map potential project risks by investigating a problem statement and then explore which threats might stimulate the investigated problem. However, root cause analysis can also be used to find potential opportunities within a project by starting with a beneficial problem statement and explore which events may trigger that benefit<ref name=ProjMan/>.

	Figure ~~XXX~~ depicts the structure of the Fishbone Diagram, where the problem statement or effect is located in the “fish head”. This could be “customers complain of poor service”. From here multiple “fish bones” represent different causes to the problem statement, which could be “staff” or “long waiting time”. The causes are then split into sub-causes or “ribs”, which help further analyze and identify the causes that have the greatest impact, which will then lead to the root of the problem. The process of making new "ribs" on the fish continues until the team agrees that the root cause has been reached. By dissipating the problem into smaller more manageable issues, which have a large impact on the problem, it makes the problem-solving process easier and more effective<ref name=Diagram5W>City Process Management. (2008). Cause and Effect Analysis using the Ishikawa Fishbone & 5 Whys. Http://Www.Cityprocessmanagement.Com/Downloads/CPM_5Ys.Pdf. http://www.cityprocessmanagement.com/Downloads/CPM_5Ys.pdf</ref>.		Figure 3 depicts the structure of the Fishbone Diagram, where the problem statement or effect is located in the “fish head”. This could be “customers complain of poor service”. From here multiple “fish bones” represent different causes to the problem statement, which could be “staff” or “long waiting time”. The causes are then split into sub-causes or “ribs”, which help further analyze and identify the causes that have the greatest impact, which will then lead to the root of the problem. The process of making new "ribs" on the fish continues until the team agrees that the root cause has been reached. By dissipating the problem into smaller more manageable issues, which have a large impact on the problem, it makes the problem-solving process easier and more effective<ref name=Diagram5W>City Process Management. (2008). Cause and Effect Analysis using the Ishikawa Fishbone & 5 Whys. Http://Www.Cityprocessmanagement.Com/Downloads/CPM_5Ys.Pdf. http://www.cityprocessmanagement.com/Downloads/CPM_5Ys.pdf</ref>.

	~~[[File:FishboneGHW.png\|600px]]~~

	In order to effectively solve the root causes identified through the Fishbone Diagram and develop preventive actions, it is important to evaluate the probability and investment required in order to solve the problem. For this process the project team should focus on causes that are “Very High” or “High” in probability and “Very High” or “High” in impact” in the Probability/Impact, which will be discussed in the Application chapter <ref name=PMbook />. This exercise is carried out to avoid wasting time and effort developing preventive actions for a cause that is either unlikely to happen or expensive/impossible to treat.		In order to effectively solve the root causes identified through the Fishbone Diagram and develop preventive actions, it is important to evaluate the probability and investment required in order to solve the problem. For this process the project team should focus on causes that are “Very High” or “High” in probability and “Very High” or “High” in impact” in the Probability/Impact, which will be discussed in the Application chapter <ref name=PMbook />. This exercise is carried out to avoid wasting time and effort developing preventive actions for a cause that is either unlikely to happen or expensive/impossible to treat.

S16389: /* Risk Management */

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Risk Management

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	===Risk Management===		===Risk Management===

			[[File:Cascading Risk ManagementGHW.png\|300px\|thumb\|Figure 1: Cascading Risk Management]]


	In order to fully understand the purpose and application of the Fishbone Diagram it is important to know the importance of risk management for the success of a project/program/portfolio. Risk management is a branch within the uncertainty perspective of project management and an individual risk is an uncertain event that potentially can have a positive or negative effect on one or more objectives <ref name=PMbook>Geraldi, Joana, et al. Doing Projects. A Nordic Flavour to Managing Projects: DS-Handbook 185:2017. Dansk Standard, 2017</ref>, <ref name=PMIrisk>Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects. Project Management Institute, Inc. (PMI). Retrieved from		In order to fully understand the purpose and application of the Fishbone Diagram it is important to know the importance of risk management for the success of a project/program/portfolio. Risk management is a branch within the uncertainty perspective of project management and an individual risk is an uncertain event that potentially can have a positive or negative effect on one or more objectives <ref name=PMbook>Geraldi, Joana, et al. Doing Projects. A Nordic Flavour to Managing Projects: DS-Handbook 185:2017. Dansk Standard, 2017</ref>, <ref name=PMIrisk>Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects. Project Management Institute, Inc. (PMI). Retrieved from
	[https://app.knovel.com/hotlink/toc/id:kpSRMPPP01/standard-risk-management/standard-risk-management]</ref>. Uncertainty is inherent in the nature of portfolios, programs, and projects. Risk arises out of uncertainty and generates uncertainty. The more risks one can identify, the more uncertainty is indicated<ref name=PMIrisk/>. These risks represent the exposure of the organization and its stakeholders to the consequences of uncertainty and can potentially define the success or failure of a project depending on how it is managed. Uncertainty is inherent in the nature of portfolios, programs, and projects. Risk arises out of uncertainty and generates uncertainty. The more risks one can identify, the more uncertainty is indicated<ref name=PMIrisk/>.		[https://app.knovel.com/hotlink/toc/id:kpSRMPPP01/standard-risk-management/standard-risk-management]</ref>. Uncertainty is inherent in the nature of portfolios, programs, and projects. Risk arises out of uncertainty and generates uncertainty. The more risks one can identify, the more uncertainty is indicated<ref name=PMIrisk/>. These risks represent the exposure of the organization and its stakeholders to the consequences of uncertainty and can potentially define the success or failure of a project depending on how it is managed. Uncertainty is inherent in the nature of portfolios, programs, and projects. Risk arises out of uncertainty and generates uncertainty. The more risks one can identify, the more uncertainty is indicated<ref name=PMIrisk/>.
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	The multiple different approaches and perceptions regarding risk management in each portfolio, program, and project management domain feed into one another in an iterative, interactive, and dynamic manner. Risks may be interconnected, have dependencies, and interact via feedback loops as shown in figure XXX<ref name=PMIrisk/>.		The multiple different approaches and perceptions regarding risk management in each portfolio, program, and project management domain feed into one another in an iterative, interactive, and dynamic manner. Risks may be interconnected, have dependencies, and interact via feedback loops as shown in figure XXX<ref name=PMIrisk/>.

	~~[[File:Cascading Risk ManagementGHW.png\|300px]]~~

	===Risk Identification===		===Risk Identification===

S16389 at 15:42, 20 February 2021

2021-02-20T15:42:09Z

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S16389 at 15:24, 20 February 2021

2021-02-20T15:24:40Z

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	== Big idea ==		== Big idea ==
	While the Fishbone Diagram was originally invented in order to analyze quality control, the tool has today found more common use in risk management and more specifically; risk identification [https://www.mindtools.com/pages/article/newTMC_03.htm]. Risk identification tools are used throughout project, program and portfolio management domains; however, the large scale of programs and portfolios leads to less specific answers, which is why the word “cause” is often used instead of “root cause” as within complex environments, there is usually not a single cause that impacts the program/portfolio (Within the project management domain the term “root cause” is still applicable though). In general, there are multiple causes that can impact the program/portfolio system through various sections and should be dealt with from a holistic approach [The Standard for Portfolio Management — Fourth Edition].		While the Fishbone Diagram was originally invented in order to analyze quality control, the tool has today found more common use in risk management and more specifically; risk identification [https://www.mindtools.com/pages/article/newTMC_03.htm]. Risk identification tools are used throughout project, program and portfolio management domains; however, the large scale of programs and portfolios leads to less specific answers, which is why the word “cause” is often used instead of “root cause” as within complex environments, there is usually not a single cause that impacts the program/portfolio (Within the project management domain the term “root cause” is still applicable though). In general, there are multiple causes that can impact the program/portfolio system through various sections and should be dealt with from a holistic approach<ref name=PortMan>The Standard for Portfolio Management — Fourth Edition, Project Management Institute, 2017. ProQuest Ebook Central, https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/DTUDK/detail.action?docID=5180852.</ref>.

	===Risk Management===		===Risk Management===
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	===Risk Identification===		===Risk Identification===
	In the risk identification section this article will mainly focus on risk identification in project management, however many of the tools and thoughts discussed in this section can be applied to both program and portfolio management. Risk identification is process of uncovering individual project uncertainty as well as sources of overall project risk while documenting the characteristics. The main benefit of identifying the risks of a project is that the process maps out potential dangers to the project while also providing information so that the project team can develop the appropriate response to the identified risk. This process is performed iteratively throughout the project. Popular inputs, tools and techniques, and outputs of the process are illustrated in the figure XXX~~. [~~Project Management~~: A guide~~ to the Project Management Body of Knowledge (~~PMBOK~~ guide)].		In the risk identification section this article will mainly focus on risk identification in project management, however many of the tools and thoughts discussed in this section can be applied to both program and portfolio management. Risk identification is process of uncovering individual project uncertainty as well as sources of overall project risk while documenting the characteristics. The main benefit of identifying the risks of a project is that the process maps out potential dangers to the project while also providing information so that the project team can develop the appropriate response to the identified risk. This process is performed iteratively throughout the project. Popular inputs, tools and techniques, and outputs of the process are illustrated in the figure XXX<ref name=ProjMan>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from
			https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.</ref>.

	[[File:Risk identificationGHW.png\|500px]]		[[File:Risk identificationGHW.png\|500px]]

	In risk identification Fishbone Diagrams are typically used for root cause analysis. Root cause analysis is typically used to discover the root of the causes that lead to a problem/challenge with the main objective of developing preventive actions. It can be used to map potential project risks by investigating a problem statement and then explore which threats might stimulate the investigated problem. However, root cause analysis can also be used to find potential opportunities within a project by starting with a beneficial problem statement and explore which events may trigger that benefit. ~~[Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)]~~		In risk identification Fishbone Diagrams are typically used for root cause analysis. Root cause analysis is typically used to discover the root of the causes that lead to a problem/challenge with the main objective of developing preventive actions. It can be used to map potential project risks by investigating a problem statement and then explore which threats might stimulate the investigated problem. However, root cause analysis can also be used to find potential opportunities within a project by starting with a beneficial problem statement and explore which events may trigger that benefit<ref name=ProjMan/>.

	Figure XXX depicts the structure of the Fishbone Diagram, where the problem statement or effect is located in the “fish head”. This could be “customers complain of poor service”. From here multiple “fish bones” represent different causes to the problem statement, which could be “staff” or “long waiting time”. The causes are then split into sub-causes or “ribs”, which help further analyze and identify the causes that have the greatest impact, which will then lead to the root of the problem. The process of making new "ribs" on the fish continues until the team agrees that the root cause has been reached. By dissipating the problem into smaller more manageable issues, which have a large impact on the problem, it makes the problem-solving process easier and more effective. [http://www.cityprocessmanagement.com/Downloads/CPM_5Ys.pdf]		Figure XXX depicts the structure of the Fishbone Diagram, where the problem statement or effect is located in the “fish head”. This could be “customers complain of poor service”. From here multiple “fish bones” represent different causes to the problem statement, which could be “staff” or “long waiting time”. The causes are then split into sub-causes or “ribs”, which help further analyze and identify the causes that have the greatest impact, which will then lead to the root of the problem. The process of making new "ribs" on the fish continues until the team agrees that the root cause has been reached. By dissipating the problem into smaller more manageable issues, which have a large impact on the problem, it makes the problem-solving process easier and more effective. [http://www.cityprocessmanagement.com/Downloads/CPM_5Ys.pdf]