Laying the Foundation for Solving Recurring Project Issues
If you’re tired of recurring headaches – like missed deadlines, budget overruns, or frustrated stakeholders – this Root Cause Analysis (RCA) Masterclass is for you.
Designed for beginners and seasoned pros alike, this three-part series will transform you into a problem-solving powerhouse, tackling issues in engineering projects and management workflows with confidence.
Here is a quick reminder that Root Cause Analysis is normally carried out as part of a process or system improvement project:
In Part 1, we’ll lay the foundation for RCA by covering the first three steps: defining the problem, gathering data, and brainstorming potential causes. You’ll learn what each step involves, why it’s critical, how to execute it, and when to apply it, with practical examples from my experience.
Here is an overview of the three RCA steps from our Lean Six Sigma Masterclass:
By mastering these steps, you’ll set the stage to uncover the true sources of recurring issues, saving your organization time and money, boosting team morale, and delighting customers (internal or external) with reliable results.
Let’s dive into this beginner-friendly guide to make you the go-to leader in your workplace!
Why Root Cause Analysis Matters for All Managers
Before we jump into the steps, let’s clarify what RCA is and why it’s a game-changer.
Root Cause Analysis is a structured process to identify the underlying reasons a problem occurs, rather than patching its symptoms. Think of a leaking pipe: Mopping the floor helps temporarily, but RCA finds the crack and fixes it for good.
In project management, recurring issues – like defective prototypes or slow approvals, can inflate costs by 25-30% (industry data), stress your team, and erode trust with customers. RCA stops this cycle, delivering:
For You: A reputation as a strategic leader who solves problems permanently, boosting your career.
For Your Team: Less frustration from repetitive fixes, freeing time for meaningful work.
For Your Organization: Cost savings (e.g., $50K on a $200K project) and streamlined processes.
For Customers: On-time, high-quality deliverables, strengthening partnerships.
Use RCA when problems repeat, impact key metrics (time, cost, quality), or upset stakeholders. Ready to start? Let’s build the foundation.
RCA Step 1: Define the Problem with Precision
What Is It?
Craft a clear, specific problem statement that details what’s wrong, who’s affected, and the measurable impact. Vague complaints like “Our projects are late” lead to scattered efforts. A sharp definition focuses your team and sets RCA on the right path.
Why It Matters
A precise problem statement aligns everyone—team, managers, stakeholders—on what you’re solving. It prevents wasted effort on symptoms, saves your organization from costly missteps, and ensures customers see their concerns addressed directly.
For you, it builds credibility as a thorough leader.
How to Do It
Write a one-sentence summary that includes:
The issue: What’s happening (e.g., delayed deliverables)?
Frequency: How often (e.g., weekly)?
Impact: Quantifiable effects (e.g., $20K in overtime, client delays). Gather initial data from project tools (e.g., Jira for sprint logs, MS Project for timelines) or stakeholder feedback.
Involve your team to capture diverse perspectives and confirm accuracy.
When to Do It
Start here, before guessing causes. Spend 1-2 hours refining the statement in a team meeting or via email feedback.
Example
In a software engineering project I led, we faced: “In Q3, 60% of sprints missed deadlines by 3-5 days, costing $35,000 in overtime and delaying client beta releases by one week.” This clarity focused our RCA, saving costs and restoring client confidence.
Practical Tips
Create a problem canvas: A one-page template with sections for symptoms, impacts, and data (e.g., “Symptom: Missed deadlines; Impact: $35K overtime; Data: Jira logs”).
Quantify impacts (e.g., hours lost, customer complaints) to show urgency.
Share the statement with stakeholders (e.g., via email or Slack) to confirm agreement.
Avoid blame (e.g., “Team is slow”)—focus on the process or outcome.
Benefits
A clear definition saves hours chasing wrong leads, rallies your team around a shared goal, and shows customers their issues are prioritized, boosting trust and your leadership profile.
RCA Step 2: Gather Data to Understand the Problem Fully
What Is It?
Collect factual evidence—metrics, documents, and stakeholder insights—to map the problem’s scope, patterns, and effects. This builds a solid foundation for RCA.
Why It Matters
Data separates guesses from reality, ensuring you target the right issues. This builds team confidence (they see you’re thorough), saves your organization from misdirected fixes, and delivers reliable solutions to customers. Without data, you’re shooting in the dark.
How to Do It
Quantitative Data: Pull metrics from tools like:
- Jira or Trello for engineering defect rates or sprint delays.
- Excel or ERP systems for budget overruns or workflow cycle times.
- Time logs for process bottlenecks.
- Qualitative Data: Interview team members or stakeholders (e.g., “What slows this process?”) to capture context.
- Organize data in spreadsheets or dashboards to spot trends (e.g., delays spike on Mondays).
When to Do It
Right after defining the problem, before brainstorming causes. Spend 1-3 days collecting data, depending on project complexity. For simple issues, a few hours may suffice.
Example
In a bridge construction project, weld failures caused $50,000 in rework. We gathered:
Weld logs (failure frequency).
Material certifications (quality checks).
Weather data (environmental factors).
Worker schedules (shift patterns). Interviews revealed failures spiked after rainy night shifts, suggesting moisture issues in prep work. This data saved rework costs and ensured safer bridges for public customers.
Practical Tips
- Use free tools like Google Sheets for timelines or Pareto charts (plotting issue frequency).
- Ask open-ended interview questions: “What’s the biggest hurdle in this step?”
- Cross-check data sources (e.g., logs vs. team reports) to avoid bias.
- Store data in a shared folder (e.g., Google Drive) for team access.
Benefits
Data-driven RCA cuts guesswork, speeds up solutions, and positions you as a meticulous leader. Your team trusts the process, and customers benefit from accurate, lasting fixes.
RCA Step 3: Brainstorm Potential Causes Collaboratively
What Is It?
Engage your team to list all possible reasons for the problem, from obvious to obscure, without judgment. This generates a wide net of ideas to explore.
Why It Matters
Collaboration uncovers hidden issues (e.g., a junior engineer might flag a tool glitch managers miss). It boosts team morale (they feel valued), aligns your organization on solutions, and ensures customers get comprehensive fixes that address all angles.
How to Do It
Hold a 30-45 minute session using a whiteboard or online tool like Miro or MURAL.
Write the problem statement in the center and branch out ideas.
Group causes into categories:
- People: Skills, roles, training.
- Process: Workflows, approvals.
- Tools: Software, equipment.
- Environment: External factors (e.g., weather, market).
Encourage wild ideas to spark creativity and avoid groupthink.
When to Do It
After data collection, when you have enough context to spark ideas but before using RCA tools to narrow causes.
Example
In a logistics firm I advised, late reports frustrated internal customers (executives). Our problem statement was: “Reports are delayed by 4-6 days monthly, delaying executive decisions.”
Brainstorming revealed causes:
Process: Unclear data sources, manual compilation.
Tools: Outdated shared drives.
People: Staff untrained on reporting tools. Grouping showed “Tools” (clunky drives) was a major driver, leading to a cloud-based solution that saved hours.
Practical Tips
- Time-box the session (e.g., 30 minutes) to keep focus.
- Rotate facilitators to include diverse voices (e.g., let a junior team member lead).
- Use sticky notes (physical or digital) to organize ideas into categories.
- Ban criticism during brainstorming to encourage open sharing.
Benefits
Inclusive brainstorming builds team buy-in, uncovers root causes faster, and delivers reliable outcomes for customers. You’ll shine as a collaborative leader, driving engagement and results.
What’s Next?
You’ve laid the RCA foundation: a clear problem statement, solid data, and a list of potential causes.
In Part 2, we’ll dive into using RCA tools like the 5 Whys and Fishbone Diagram to pinpoint the root cause, plus how to verify and prioritize them.
These steps will sharpen your analysis, ensuring you tackle the right issues.