9781292119625

Be a Great Problem Solver Now! The 2-in-1 Manager: Speed Read - Instant Tips; Big Picture - Lasting Results

by
  • ISBN13:

    9781292119625

  • ISBN10:

    1292119624

  • Edition: 1st
  • Format: Paperback
  • Copyright: 7/15/2016
  • Publisher: FT Press

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Summary

Discover how to Be a Great Problem Solver - Now!

 

This 2-in-1 guide is designed to help you solve problems in an instant, whilst giving you the deeper knowledge to ensure long-lasting results.

 

With the unique 2-in-1 approach, you can learn your way. Use the 7 Speed Read tips immediately, then take your time exploring the Big Picture chapters.

 

·    Analyse business problems and opportunities objectively and effectively to generate a range of possible solutions

·    Avoid falling into the trap of selecting the first solution that seems feasible

·    Understand how to work collaboratively with co-workers and stakeholders

·    Use a one-page ‘Problem Canvas’ to scope out and explore a problem

 

As an ambitious manager, you need the right information at the right time to help you advance in your career. ‘The 2-in-1 Manager’ will ensure you improve and succeed in business, right now and in the future.

Author Biography

Adrian Reed has enjoyed a career in business analysis spanning a variety of roles, predominantly in the financial services industry.  He now runs a niche Business Analysis training & consulting firm (Blackmetric Business Solutions) and is President of the International Institute of Business Analysis, UK Chapter.

Adrian is a regular speaker on the business analysis ‘circuit’, having recently delivered presentations at BA Camp (Austria), POEM2013 (Latvia),  ReqLabs (Ukraine), Analyst Days (Belarus), BA Conference Europe 2010-2014  As well as speaking, Adrian is a prolific writer and blogger.  He contributed a chapter to the 2013 book “Business Analysis and Leadership: Influencing Change” (published by Kogan Page), has written several white papers for Orbus (Seattle Software) and over 50 short blog-style articles for IBM’s “Mid Midsize Insider” programme. 

Table of Contents

Introduction
About the Author
Acknowledgements

 

Chapter 1. Avoid the Solution Trap

 

Speed Read 
1.1 What’s wrong with a knee-jerk solution? 
1.2 Think Holistically 
1.3 Structure your problem solving 
1.4 Scour the stakeholder landscape 
1.5 Slow down to speed up 
1.6 Uncover constraints 
1.7 Be concise yet precise: Introducing the one page Problem Canvas

 

Big Picture 
1.1 What’s wrong with a knee-jerk solution? 
1.2 Think Holistically 
1.3 Structure your problem solving approach 
1.4 Scour the stakeholder landscape 
1.5 Slow down to speed up : Be prepared for challenge 
1.6 Uncover Constraints 
1.7 Be concise yet precise: Introducing the one-page Problem Canvas 

 

Chapter 2. Think Problem before Solution 

 

Speed Read 
2.1 The importance of “Why”
2.2 Defining a problem or opportunity statement 
2.3 Encourage Divergent and Convergent Thinking 
2.4 Get to the root of the problem 
2.5 Consider the External Environment
2.6 Consider Multiple Perspectives on the Problem 
2.7 Gain Consensus and Move Forward 

 

Big Picture 
2.1 The importance of “Why” 
2.2. Defining a problem or opportunity statement 
2.3 Encourage Divergent and Convergent Thinking 
2.4 Get to the root of the problem 
2.5 Consider the External Environment 
2.6 Consider Multiple Perspectives on the Problem 
2.7 Gain Consensus and Move Forward 

 

Chapter 3. Defining the Outcomes: What Does Success Look Like? 

 

Speed Read 
3.1 Encourage Outcome Based Thinking 
3.2 Start With the End in Mind: Define Critical Success Factor 
3.3 Make it measurable with Key Performance Indicators 
3.4 Attain Balance with the Balanced Business Scorecards 
3.5 Revisit and Consider Constraints 
3.6 Ensuring Organisational Alignment 
3.7 Assess different perspectives on outcomes 

 

Big Picture
3.1 Encourage outcome-based thinking 
3.2 Start With the End in Mind: Define Critical Success Factors 
3.3 Make it measurable with Key Performance Indicators 
3.4 Attain Balance with the Balanced Business Scorecard 
3.5 Revisit and Consider Constraints 
3.6 Ensuring Organisational Alignment 
3.7 Assess different perspectives on outcomes 

 

Chapter 4. Assessing Scope and Impact 

 

Speed Read
4.1 The danger of “Scope Creep” 
4.2 Know the difference: Impacted, Interested and Involved 
4.3 Understand the problem situation 
4.4 Find the Roles & Goals 
4.5 Make it visual with a Business Use Case Model 
4.6 Set the priorities 
4.7 Set the boundaries of scope 

Big Picture 
4.1 The danger of “Scope Creep” 
4.2 Know the difference: Impacted, Interested and Involved 
4.3 Understand the problem situation 
4.4 Find the Roles & Goals 
4.5 Make it visual with a Business Use Case Model 
4.6 Set the priorities 
4.7 Set the boundaries of scope 

 

Chapter 5. Solutioneering: Generating Solution Options 

 

Speed Read 
5.1 Keep the outcomes clearly in mind 
5.2 Get Together and Imagine Multiple Solutions 
5.3 Start evaluating solutions: Create a “long list” 
5.4 Getting Specific: Short list the best 
5.5 Consider Doing Nothing 
5.6 Compare the short listed options 
5.7 Validate and make a recommendation
 
Big Picture 
5.1 Keep the outcomes clearly in mind 
5.2 Get Together and Imagine Multiple Solutions 
5.3 Start evaluating solutions: Create a “long list” 
5.4 Getting Specific: Short list the best 
5.5 Consider doing nothing 
5.6 Compare the short listed options 
5.7 Validate and make a recommendation 

 

Chapter 6. Bringing It All Together: The 1-page “Problem Canvas"
 
Speed Read 
6.1 Being Concise & Precise: Building the canvas 
6.2 Gaining Consensus 
6.3 The Canvas as an internal Sales Tool 
6.4 Gain Commitment
6.5 Plan the next steps 
6.6 Beware Risks
6.7 A problem canvas is a great place to start (but the hard work is yet to come) 

 

Big Picture 
6.1 Being Concise & Precise: Building the canvas 
6.2 Gaining Consensus 
6.3 The Canvas as an internal Sales Tool 
6.4 Gain Commitment 
6.5 Plan the next steps 
6.6 Beware Risks 
6.7 A problem canvas is a great place to start (but the hard work is yet to come) 

 

Chapter 7. Making Sure Problems Stay Solved: Implementing, Measuring Success and Pivoting 

Speed Read 
7.1 What happens after the problem canvas is written? 
7.2 Compare and prioritise problems 
7.3 Inspire Action: Keeping up the momentum to implement a solution 
7.4 Get ready to measure success
7.5 Stay close to ensure problems don’t recur 
7.6 Seek further opportunities to tweak and pivot 
7.7 Embed the practice of continuous improvement 

 

Big Picture 
7.1 What happens after the problem canvas is written? 
7.2 Compare and prioritise problems 
7.3 Inspire Action: Keeping up the momentum to implement a solution 
7.4 Get ready to measure success 
7.5 Stay close to ensure problems don’t recur 
7.6 Seek further opportunities to tweak and pivot 
7.7 Embed the practice of continuous improvement
 
Conclusions and Next Steps 
References and Further Reading 

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