Visualize and track cross-team dependencies via card linksĬreate probabilistic plans for future project deliveryĪutomate your process to trigger actions when certain events occurĪnalyze your workflow’s performance through a variety of Lean/Agile charts ![]() Visualize your past, current, and future initiatives or projectsĭistribute and track work across the entire organizationĭisplay critical business metrics and gather reports in one placeĬustomize your work items as needed and enhance communication Keep your teams' work in a single place with multi-layered Kanban boards Keep track of tasks and get accurate status reports in real-timeĬreate a network of interlinked Kanban boards on a team and management level But it’s not the only way we’re helping boards make better decisions.Implement OKRs and align your strategy with day-to-day execution We hope our guide to fishbone diagrams gives your board of directors a new way to make more effective decisions. This can be done with a vote or other similar consensus method such as the Multivoting Technique or Nominal Group Technique. If more than one root cause exists, the board may need to prioritize the order in which the causes are addressed. Once the fishbone diagram has been examined, board members will need to form a consensus on which causes are considered to be the “root causes” of a problem. Is it possible to identify a single root cause?.Regardless of whether or not it’s considered a “root cause”. Is the cause damaging enough to be addressed immediately.Would the problem still exist if the cause was addressed?.Does the cause contribute to the problem or is it simply a byproduct of it?.The group should consider asking a few probing questions: One of the biggest indicators of a root cause is that it appears multiple times throughout the diagram. There are a few strategies for analyzing the diagram to identify root causes. Note: The branches can be staggered (lines) or mirrored (arrows) on either side of the backbone. Once all categories, causes, and sub-causes have been identified, the facilitator leads the group in analyzing the results.Some causes may have further “sub-causes” which may require further branching (see image below). Identify possible causes which may contribute to the problem (the “effect”) and write them branching off of their respective categories.recommends starting with at least four categories. Identify the major factors or cause categories which likely contribute to the problem and write them on branching off of the backbone (refer to the image on the right).Draw a long horizontal line pointing outward from the problem statement.The facilitator leads the group in creating a problem statement, which is then written on the board and becomes the diagram’s starting point.While not required, diagrams are often drawn from right to left using the following procedure: Having a large writing space on which to draw the diagram is recommended. (Example: If you start a grease fire, put it out before rethinking your deep-frying techniques.)īrainstorming through a fishbone diagram is more effective when a facilitator is chosen to lead the discussion. ![]()
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