Army Problem Statement – 1 / 3 Show Legend + Hide Legend: A 155mm Copperhead armor-piercing shell is closing in on its target. Operational problems with the Copperhead left thousands in inventory and unused for years despite two tank wars in Iraq. Problems could be avoided if the critical elements of “why,…” (Photo credit: USA) SEE ORIGINAL
2 / 3 Show Caption + Hide Caption: The Copperhead, shown here hitting its target and developed in the late 1980s, was consistently deadly against its downed target. With some tweaks to the program development process – a better defined goal and clear metrics to measure… (Photo credit: USA) SEE ORIGINAL
Army Problem Statement
3 / 3 Show Title + Hide Title: Wisely construct the “how” statement with neutral solution verbs to encourage divergent thinking that will generate ideas to solve the problem. Unintentional framing can occur if the chosen verb instantly narrows down the possibilities and comes together on a small basis… (Photo credit: U.S.
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There’s an old saying about what the “secure the building” order means for all military services. It goes like this: The Navy would turn off the lights and close the doors. The building would be surrounded by defensive fortifications, tanks and barbed wire. The Marine Corps would attack the building, using overlapping fields of fire from all appropriate points on the perimeter. The Air Force would take out a three-year lease with an option to purchase the building.
While this story is, of course, a joke, it also serves as a cautionary tale about the importance of a loud and clear problem statement in successful acquisitions. “Securing the building” hardly describes “what” to do and leaves out the other two critical aspects, “why” and “how”.
Consider the situation facing a project manager (PM) preparing for a team meeting the next day to begin material solution analysis for the newest guided mortar cartridge. He read the capability development document, received guidance from his program executive director (PEO), spoke with his client counterpart at the US Maneuvering Center of Excellence, and met with his resource manager at HQDA. He has to give his team free rein to generate a wide range of possibilities to meet user needs while balancing cost, schedule, and risk, and he knows that a good problem statement is key to starting the discussion. Framing it too narrowly could miss valuable opportunities to improve capabilities, but making it too vague could lead to months of programming as the integrated product team moves forward with tasks that have nothing to do with the actual problem facing the customer.
How should the PM proceed? The most important thing for them is to reach an adequate level of detail so that there is a clear understanding of the problem without overly limiting the options that may be available.
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In the process, the PM must control the complexity of the problem, allowing him to fully understand the problem in the process of solving it. Today’s weapons systems are some of the most complex man-made entities the world has ever produced, and a PM can quickly get lost in the multitude of variables, options, interdependencies, and priorities, with little better than chance at which resort when the program is. encounters challenges. The PM can control complexity by developing a clear problem statement that focuses on the most important problem.
Carefully crafted problem statements resolve ambiguity, control complexity, and focus creativity. These three factors are critical to a well-structured effort. It is human nature to jump out of the problem definition phase and look for a solution before the problem is fully understood or articulated. A clearly articulated problem statement prevents this.
If the problem statement is not carefully formulated, biases, ambiguity and lack of needs can be generated with disastrous results. In the 1970s, a laser-guided 155mm artillery shell called the Copperhead countered the threat posed by massive Soviet armor in Eastern Europe. Copperhead could detect, guide, and hit an armored target, and the large-shaped warhead was consistently lethal against its fixed target.
Its development and quality were successful, with the industry producing thousands of projections in the late 1980s. Yet more than 20 years later, almost all Copperheads remain in inventory despite US forces fighting two wars. against armored threats in Southwest Asia. Anecdotal comments from field artillery units may explain why, for example:
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Could these problems have been avoided if the initial problem statement, including the critical “why, how, and what” elements, had been generated from the beginning?
A good problem statement is solution neutral and describes how value is created. In procurement terms, this could be developing a material solution to a capability gap, finding the root cause of a test failure, resolving organizational inefficiencies, or a problem facing our professional workforce. (See Figure 1)
A problem statement, as defined by Dr. Edward F. Crawley, Ford Professor of Engineering in the Division of Systems Engineering at the Massachusetts Institute of Technology:
1. To… (the intent of the company or stakeholders, or the “why” you are attacking the problem; what value are you trying to create?).
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It is very important to carefully construct the “how” statement with neutral solution verbs to encourage divergent thinking that will generate ideas to solve the problem. Unintentional framing can occur if the chosen verb immediately narrows down the possibilities and converges on a smaller set of possible actions. For example, if the hospital is looking for ways to improve the speed of care for car accident victims, inserting the word “drive” into the problem statement may close off many other possibilities, such as air, rail, or sea care, or including virtual care. deployed on scene by first responders.
The original problem statement for the Copperhead would have included goals addressing the training of field artillery units in this new capacity, for example, “ensuring a realistic and affordable training system for base units and national training centers (over $1,000 per training mission) completed prior to production, “the fighter could have gotten more value from the large investment in its development and production schedule.
Including “live or die” goals, key metrics that will guide thinking during development, ensures the team understands what matters most to the user. An easy place to start is the key performance parameters (KPPs) of the requirements documents. In Copperhead’s case, if KPP had included a defined goal (with a clear metric to measure goal achievement) for an affordable and realistic training system, this round could have been more widely used in combat. Once these metrics are integrated into the problem statement, each team member will know the tangible goals that guide them and influence their thinking. For example, the phrase “average unit cost of $5,000 (fiscal year 2016 dollars)” is much more powerful than a meaningless term like “low cost.” A clear dollar amount will determine what materials are chosen, manufacturing processes, technology maturity, and design complexity for the remainder of the program.
The following system problem statement is an example of a poor start to the PM material solution development phase. (In this example, assume that an analysis of alternatives has been completed and that a material solution, new mortar shells, is the most effective approach.)
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“Mortar shells give the US cost-effective precision to defeat enemy targets.” This is not a complete statement of the problem: it is too ambiguous, the goals of the system are poorly defined, there is no explanation of “why” or stakeholder intent, and there are no clear metrics.
A much better statement would be: “Provide the United States with a system to rapidly defeat personnel with low collateral damage, by destroying enemy combatants with XX percent fractional casualties in Y rounds or less, achieving the use of a Mortar cartridge with an average program unit cost $ $. ZZ, zz”. This statement includes the key elements to focus the team’s attention and creativity, as it includes: “To…” (intent) + “About…” (solution-neutral process) + “Using… ” (process attribute + object) + “During…” (object attribute).
– Continually question problem statements. Almost without exception, the initial articulation of the problem is insufficient or even incorrect. Asking a series of “why” questions will help you further refine the overall intent and desired functionality of the solution. A good problem statement requires an iterative process with multiple steps to get the correct scope, level of detail, and solution concept.
– Be aware of people’s unspoken assumptions when they frame the problem in specific terms of the solution. For example, the use of operative verbs like “ribbon” that pull the team in one direction can narrowly frame solution sets, especially in the early stages of the effort. A better word for keeping options open is “binding.” Force additional rigor into the process to start with solution-neutral functional statements. This will naturally turn the dialogue into clear statements of what creates value and leave the business space as wide as possible in the early stages.
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– Take extended and reduced versions of the problem statement as options. Sometimes it can be difficult to really understand what stakeholders want,
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