Causal Analysis and Resolution (CAR)

Purpose:

Identify causes of selected outcomes and take action to improve process performance.

Objective:

Establishes organizational expectations for identifying and systematically addressing the causal analysis of selected outcomes.

Description:

Causal Analysis and Resolution improve quality and productivity by preventing defects or problems and identifying and appropriately incorporating the causes of superior process performance.

The Causal Analysis and Resolution process involves the following activities:

- It is identifying and analyzing the causes of selected outcomes. The desired results can represent defects and problems that can be prevented in the future or successes that can be implemented in projects or the organization.

- - Take action to complete the following:
    - Remove causes and prevent the recurrence of those types of defects and problems in the future
    - Proactively analyze data to identify potential issues and prevent them from occurring
    - Incorporate the causes of successes into the process to improve future process performance

Reliance on detecting defects and problems after they have been introduced is not cost-effective. It is more effective to prevent defects and issues by integrating Causal Analysis and Resolution activities into each project phase.

Since similar outcomes may have been previously encountered in other projects or earlier phases or tasks of the current project, Causal Analysis, and Resolution activities are mechanisms for communicating lessons learned among projects.

Types of outcomes encountered are analyzed to identify trends. Based on understanding the defined process and how it is implemented, the root causes of these outcomes and their future implications are determined.

Since it is impractical to perform a causal analysis on all outcomes, targets are selected by tradeoffs on estimated investments and estimated returns of quality, productivity, and cycle time.

Measurement and Analysis processes should already be in place. Existing defined measures can be used, though, in some instances, new measurement definitions, redefinitions, or clarified definitions may be needed to analyze the effects of the process change.

Causal Analysis and Resolution activities provide a mechanism for projects to evaluate their processes at the local level and look for improvements that can be implemented.

When improvements are judged effective, the information is submitted to the organizational level for potential deployment in the organizational processes.

Causal Analysis and Resolution apply to a process that is selected for Quantitative Project Management. The use of the specific practices of this process area can add value in other situations. Still, the results may not provide the same degree of impact on the Organizational Performance Management and process performance objectives.

Entrance Criteria:

Potential areas for improvement (Identify Potential Areas for Improvement)

Exit Criteria:

Data to be used in the initial analysis
Initial analysis results from data
Outcomes selected for further analysis
Root cause analysis results
Action proposal

Process and Procedures:

Tailoring Guidelines:

Using Online-PMO’s Causal Analysis and Resolution process and procedures, organizations can tailor the process to fit their organization or may choose to purchase configuration management practices rather than develop them.

Process Verification Record(s):

Action proposals
- Stored By: [PMO Director]
Number of action plans that are open and for how long
- Stored By: [PMO Director]
Action plan status reports
- Stored By: [PMO Director]

Measure(s):

Number of Outcomes Analyzed
- Maintained By: [the PMO Director]
- Submitted By: [the Project Manager]
- Frequency of Submission: Reported in the Monthly PMO review meeting

Change in Quality or Process Performance Per Instance of the Causal Analysis and Resolution Process
- Maintained By: [the PMO Director]
- Submitted By: [the Project Manager]
- Frequency of Submission: Reported in the Monthly PMO review meeting

Schedule of Activities for Implementing a Selected Action Proposal
- Maintained By: [the PMO Director]
- Submitted By: [the Project Manager]
- Frequency of Submission: Reported in the Monthly PMO review meeting

References:

CMMI^® for Development, Version 1.3, Software Engineering Process Management Program, November 2010
CMMI^® for Acquisition, Version 1.3, Software Engineering Process Management Program, November 2010
CMMI^® for Services, Version 1.3, Software Engineering Process Management Program, November 2010

When your employees have questions, they want immediate answers. And when different needs arise during the workday, employees are motivated to learn at the moment.

In-the-flow learning delivers real-time education when your employees need it most and unleashes opportunities to:

Identify skills that need to be developed
Implement practical approaches to support learning
Discover how to better support skills development

Here are the training modules for Causal Analysis and Resolution:

If you know of any articles, whitepapers, or other information that you feel would be of relevance to this topic please post it in the comments.

What good can we make of this?
Persistent problems require persistent problem-solvers, find quick solutions to persistent problems by encouraging risk, being open-minded and keeping your resolve, writes Dan Rockwell. “If you want your team to solve problems quickly, make failure an option,” he writes.
How to fix Eisenhower Matrix problems, the Eisenhower Matrix helps people sort out what’s truly “urgent and important” in their work, but this can go awry when people refuse to prioritize or give up lower-urgency tasks. This article explores three ways to reimagine the two-by-two matrix, as well as how to address problems with setting priorities.
Consider the downstream effects of your decisions, every business decision potentially has a cascading effect, and smart leaders will examine unexpected second- and third-order effects of strategic or product decisions, writes Wes Kao. “You’ll quickly see how decisions impact other areas, understand the true costs/benefits, then decide whether you want to proceed,” she writes

4 ways leaders can be part of change, leaders have a responsibility to address racial injustice and create lasting change, even when that means feeling uncomfortable and hearing hard truths, writes executive coach Dana Theus. “Ultimately, it is not about what leaders say, but what they do, that matters most,” she writes.
What are you doing to bring about change?, if you’re an executive, are you checking in with black and other minority employees, rectifying under-representation and ensuring those voices are part of decision-making.
How you lead determines the followers you attract
5 tips for managing crises remotely

Causal Analysis and Resolution (Feature)