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27 Cards in this Set
- Front
- Back
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Problem Definition (Programing) |
FIrst step in Design, Sets the direction for the rest of the job. Documentation of problem at onset allows for review at subsequent steps to evalute success of design approaches. |
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Explicit vs Implicit |
Explicit -> Clear sense of problem (Precise, observable) Implicit -> Not directly expressed, need help from consultant to define |
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Problem Definition |
Client and Consultant must come to common definition of the problem. Best to do so in an explicit, documented way. |
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5 Stages of Problem Definition |
1. Understand Client Organization 2. Identify the Problem 3. Determine the Cause 4. Outline a Strategy 5. Client Sign-off |
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Client Organization |
Must first understand the organization before understanding problems a client organization is having. Describe -> function, components, resources, interconnectedness, culture Goals and Objectives -> ideal solutions, performance measured, constraints to meeting objective Setting/ Environment -> Users, competing interests, external influences |
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Identify the Problems |
Outcomes fall below expected desires. -Problem Recognition Process: -clearly identify desires and expectations -take into account all viewpoints -provide means by which stakeholders can communicate -strive to define the problem that can be agreed upon by all stakeholders How can objectives be pursued / met? Agreed problem is explicit in goals / definition |
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Determine the Causes of Problems |
Identify and explicitly describe the symptoms of problem -How do you know? How do you measure success? Identify and explicitly describe many possible causes -Find as many causes as possible / 1or2 may be missing something Develop explanations for causes -explanations verifiable (measured/tested) Investigate causes and explanations to find problem -multiple causes for problem/ no explanation missing something Challenge problem definition cause or symptoms if they seem invalid |
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Outline a Strategy for Solving Problem |
-Identify objectives that will solve by addressing causes and explanations indentified -Objectives explicit and measurable. (Avoid specific solution-- too early to be accurate) -Identify explicitly how meeting objectives will address causes and explanations -List symptoms of problem explicitly in detail -List goals and objectives -Estimate scope of project and resources required to complete -Larger projects require feasibility study to determine marketability / need for project
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Client Signoff |
-Present results of project definition and investigations to client -Client must understand problem statement -Client must gain understanding of problems, objectives and resources required to solve |
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Elicit Client Needs can be Affected by: |
-Schedule -Budget -Scope -Market -Maintenance -Revenues desired or required -Politics -Funding (source may place restrictions on project) |
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Considerations for Defining Problem Statement |
-Clients Criteria -Resources Available -Limits Imposed -Type of Solution expected -Does problem need to be re-defined base on information discovered during design process |
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Elicit User Values, Intentions and Needs |
For each step in Decision making process -what needs to be learned from users? -what do users need to know to participate efficiently? |
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Special Circumstances that may guide public participation technique selection: |
-Cultural / ethnic sensitivities -interest of National Stakeholders -Distance between stakeholders -Issues connected politically -Level of interest -Political Sensitivities |
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Public Participation Techniques 3 way |
Techniques for getting information TO the public (One way) FROM the public (One way) EXCHANGING information (interaction between public and agency) |
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Public Participation Techniques
Information Providing Techniques (TO) |
Briefings, Exhibits/ Displays, Feature stories, information repositories, mailings with technical reports, news conferences, newsletters, newspaper inserts, press kits, public service announcements, speakers, bureau, websites
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Information Gathering Techniques (FROM) |
Focus groups, mail-in responses, plebiscite, Pools, surveys, questionaires |
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Interaction / Information Exchange Techniques (EXCHANGE) |
Advisory groups, task force, hotlines, interviews, open houses, cable tv, public hearings, paid advertisements, retreats, workshops |
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NOTE: To run a public workshop it may integrate many techniques |
-Briefing of elected officials before -newsletter to participate -paid meeting announcements -workshop summary |
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Inside every good public participation program is a good public information program |
Good public information is a necessary precondition if public is to participate effectively |
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Develop Project Parameters to: |
-Reflect client / user intentions, needs and values -Articulating ensures client/user and consultant are in agreement at start of the design process |
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Project Parameters can be in the form of: |
-Problem Statement -> issue to be solved -Goals and Objectives -> general outcomes and specific means -Purpose Statement -> purpose of the plan or project -Needs Statement -> needs of community and client -Expected Outcome Statement -> (Same as goals)
*Not strictly defined and interchangable |
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Differences between GOALS and OBJECTIVES |
GOALS: General, states values and describes outcomes, BIG PICTURE
OBJECTIVES: Specific, means and actions to achieve goal, TIGHTLY DEFINED
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Examples of Goals and Objectives |
G: Scenic Entrance O: Enhance views of river O: Add physical improvements
G: Enhanced vehicular safety O: Traffic calming measures O: Improve sight distances O: Improve Left turns |
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Work Plan |
-Planning and Management tool that provides framework for planning work -guide to carry out work over specific period of time -document that justifies the release of funds for a project
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Work Plan is different from Proposal |
-Based on a project already approved and identifies specific time segment within a project -Identifies GOALS as problems to be solved -Lists definable and verifiable objectives -Resources needed and available, constraints to overcome, outlines strategic approach to problem solving, and identifies actions to be taken to reach objective.
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Once approved -- Work Plan serves as guide to actions to reach objectives. |
Objectives should be written to transparently describe to anyone and should justify actions taken to meet objectives. |
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Parts of a Work Plan |
-Executive Summary -> Brief statement of plan -Introduction and Background -> problems to be solved, history -Goals and Objectives (Outputs) -> ideal general outcomes (goals) and specific means of reaching the goal (objectives) *Objective should be specific, verifiable and have completion dates -Resources and Constraints (Inputs) -> resources available for obtaining objectives, Constraints, How to overcome constraints -Strategy and Actions (Converting Inputs to Outputs) -> process to convert - How... -Appendices (Budget, Schedule, etc) |
