As we dig deeper we will be able to narrow down to the heart of the problem. Within each cause we have identified a number of sub-causes. The original problem is on the right hand side and we have identified 4 main causes. It looks like a tree structure where we are looking to identify or locate the root of the problem. In our case from a risk management perspective, we will be looking at all the contributing factors to a risk. The diagram shows how various factors may be connected to a potential problem or effect. Kaoru IshikawaĬ.ğishbone Diagram – This name is because it looks like a fish bone. Ishikawa Diagram – This name is in honor of the gentleman who created this diagram Mr. Like:Ī.Ĝause & Effect diagram – As we are attempting to get to the cause of the issue we call it soī.
Frankly speaking they all refer to the same thing but for different reasons. If you see the first line of this chapter, I have used 3 different names for this diagram. You can Click Here to visit that chapter. We had covered that process in the chapter on Controlling Quality in our PMP exam prep series. This and other techniques commonly referred to as the “7 basic tools of quality” are all covered in the “Perform Quality Control” chapter of the PMBOK. As I said just a few lines ago, if you are a PMP or have been a Project Manager for a while, you would’ve most probably seen this. The purpose may be similar to the root cause analysis technique but it is slightly different. If you can identify the cause you can not only arrive at a better solution, but also identify other related risks that may go undetected if you did not investigate thoroughly. So, what are these Cause & Effect diagrams? These are diagrams that we can use to identify the causes of risks. So, if you have decent project management experience/exposure you would’ve seen or used this diagram invariably. Cause and Effect diagrams, also known as Ishikawa diagrams or fish-bone diagrams are one of the most commonly used diagramming methods in project management, quality management and risk management.
0 kommentar(er)
