SPALTEN - Revision history

Dresself at 10:39, 21 February 2021

2021-02-21T10:39:03Z

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	This site will be deleted.		''This site will be deleted.''

	For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]]		For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]]

Dresself at 10:38, 21 February 2021

2021-02-21T10:38:44Z

← Older revision		Revision as of 10:38, 21 February 2021
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	For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]]		For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]]

Dresself at 10:38, 21 February 2021

2021-02-21T10:38:36Z

← Older revision	Revision as of 10:38, 21 February 2021
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		This site will be deleted.
		For further reference: [[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]]

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2021-02-21T10:34:20Z

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Dresself at 10:30, 21 February 2021

2021-02-21T10:30:36Z

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	'''''The SPALTEN Problem-Solving Methodology as a Decision Making ~~tool~~ in Project Management'''''		'''''The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management'''''

	''Developed by Felix Dressel''		''Developed by Felix Dressel''

Dresself at 10:30, 21 February 2021

2021-02-21T10:30:30Z

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	'''''Decision Making in Project Management ~~with the SPALTEN Problem-Solving Methodology~~'''''		'''''The SPALTEN Problem-Solving Methodology as a Decision Making tool in Project Management'''''

	''Developed by Felix Dressel''		''Developed by Felix Dressel''

Dresself at 09:14, 21 February 2021

2021-02-21T09:14:45Z

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	The final step is Recapitulate and Learn. Based on the continuous improvement process, the total knowledge (especially the identified problems and developed solution possibilities) is documented and stored for future reference. This gives the team and other members of the organization the chance to keep track of the results. It also provides the possibility to reflect upon the performance throughout the whole problem-solving process.<ref name=Albers2005SPALTEN/>		The final step is Recapitulate and Learn. Based on the continuous improvement process, the total knowledge (especially the identified problems and developed solution possibilities) is documented and stored for future reference. This gives the team and other members of the organization the chance to keep track of the results. It also provides the possibility to reflect upon the performance throughout the whole problem-solving process.<ref name=Albers2005SPALTEN/>

	To ensure a lasting benefit of the whole process, the documentation has to include the results of the different steps, which are: All the identified problems, the core problem, all the developed solution possibilities, the most promising solution and the implementation plan. An additional Feedback Capture Grid can be used to collect the feedback of everyone involved and organize it by the categories of positive feedback, improvement potential, open questions and new / left-over ideas.<ref name=FeedbackGrid> Aerssen, Benno van, and Christian Buchholz. ~~2021a~~. ''"Feedback Capture Grid."'' https://www.ask-flip.com/method/351. Accessed: 20 February 2020. </ref>		To ensure a lasting benefit of the whole process, the documentation has to include the results of the different steps, which are: All the identified problems, the core problem, all the developed solution possibilities, the most promising solution and the implementation plan. An additional Feedback Capture Grid can be used to collect the feedback of everyone involved and organize it by the categories of positive feedback, improvement potential, open questions and new / left-over ideas.<ref name=FeedbackGrid> Aerssen, Benno van, and Christian Buchholz. 2021c. ''"Feedback Capture Grid."'' https://www.ask-flip.com/method/351. Accessed: 20 February 2020. </ref>

	==Decision Making with the SPALTEN Methodology==		==Decision Making with the SPALTEN Methodology==

Dresself at 09:14, 21 February 2021

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 ''Developed by Felix Dressel''
-''This page is under construction''
+Problem solving and decision making is an essential part of project management. With the model of Burke and Barron these two parts are put in context to each other and connections can be visualized. Throughout both processes key actions can be defined which enable the project manager to generate solutions and narrow them down before making a decision.<ref name=BurkeBarron2014Problem/> <ref name=BurkeBarron2014Decision/>
-This article describes the approach of the problem-solving methodology SPALTEN in a Project Management context.
+The SPALTEN problem-solving methodology provides a similar approach. Originally published to improve problem-solving in product development, SPALTEN is universally applicable to any sort of problem also in other areas of expertise.<ref name=Albers2002SPALTEN/> By gathering and analyzing the given situation as well as by creating, rating and selecting possible solutions, the method provides the user a step-by-step approach for problem solving.<ref name=Albers2016SPALTEN/>
 ==Overview==

Dresself: /* The Limitations of Decision Making with SPALTEN */

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The Limitations of Decision Making with SPALTEN

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	==The Limitations of Decision Making with SPALTEN==		==The Limitations of Decision Making with SPALTEN==

	~~What can it do~~, ~~what can it not do? Under what circumstances should it be used~~, and ~~when not? How does it compare~~ to the ~~“status quo”~~ of the ~~standards –~~ is it ~~part~~ of it, ~~or does~~ it extent ~~them? Discuss your article~~ in ~~the context~~ of ~~key readings / resources provided~~ in ~~class~~. ~~Substantiate your claims with literature~~		In summary, the SPALTEN problem-solving methodology is a proven tool. It enables a team to analyze the current situation, to identify and narrow down a range of problems and to develop and narrow down possible solutions. These results then support the decision making and implementation while also taking into account the documentation and feedback. With the possibility to adapt to nearly every situation, the methodology also works when only some of the steps are carried out. For example, an engineering team can conduct the first four steps while the consequences analysis and decision is made on a higher power level.

			Originally, the methodology was developed for product development. In this area it has already been applied successfully multiple times.<ref name=Saak2006SPALTEN> Saak, Marcus. 2006. ''"Development of a concept and of a prototype for a computer-aided tool for the efficient employment of the problem solving methodology "SPALTEN"."'' Karlsruhe </ref> However, it has not yet been used to a sufficient extent in project management. The implementation and success of SPALTEN as a decision support tool in project management still needs to be evaluated in a professional environment.

	== References ==		== References ==

Dresself: /* Situation Analysis */

2021-02-21T08:32:13Z

Situation Analysis

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	The basis of SPALTEN is the ''Situation Analysis''. The process starts with the detailed collection of all information regarding the current situation. This high amount collected information must also be structured and documented in the same step. The goal is to completely assess the situation and decide on a problem-solving approach.<ref name=Albers2016SPALTEN/>		The basis of SPALTEN is the ''Situation Analysis''. The process starts with the detailed collection of all information regarding the current situation. This high amount collected information must also be structured and documented in the same step. The goal is to completely assess the situation and decide on a problem-solving approach.<ref name=Albers2016SPALTEN/>

	To analyze the current situation and collect a high variety of problems, classical techniques such as [http://wiki.doing-projects.org/index.php/Brainstorming_technique Brainstorming] or [http://wiki.doing-projects.org/index.php/Brainstorming_technique#Brainwriting Brainwriting] can be used. The benefit of Brainwriting in the case of SPALTEN is, that all the ideas are written down during the process already. This simplifies the documentation and also takes into account the opinion of others involved. However, in both techniques it is important, that no ideas are judged to get the widest possible range of problems. In that way, an optimal basis for the next step, the problem containment, can be provided.		To analyze the current situation and collect a high variety of problems, classical techniques such as [http://wiki.doing-projects.org/index.php/Brainstorming_technique Brainstorming] or [http://wiki.doing-projects.org/index.php/Brainstorming_technique#Brainwriting Brainwriting] can be used. The benefit of Brainwriting in the case of SPALTEN is, that all the ideas are written down during the process already. This simplifies the documentation and also takes into account the opinion of others involved. However, in both techniques it is important, that no ideas are judged to get the widest possible range of problems. In that way, an optimal basis for the next step, the problem containment, can be provided.

	===Problem Containment===		===Problem Containment===