I’ve seen the same thing start to propagate through a very “inside out” organization. In some of the meetings, after starting to focus on the problem statements, when people asked “do we need to worry about…” with a very solution-centric perspective, I was able to say “if we decide to solve problem X” and have people nod their heads.

The PITA factor can be a very real one with people who are focused on controlling “what do I have to do?” instead of “what needs to be done?” I’ve had some success with embedding a cause and effect diagram directly into the problem-statement section of the BRD. That gives those solution-focused people the opportunity to absorb the eureka! perspective offline, save face, and bring a changed perspective back into the team dynamics.

Just by introducing overarching problem statements to the initiation phase has been a quick win and is making stakeholders, product managers and sponsors think “requirements” rather than “solutions”.

It’s a challenge getting them to that right level of abstraction as you said and I often feel like I’m being a real pain in the @ss constantly asking “so what?” and “why is that a problem” but it’s worth it to get to that “eureeka” moment.

Keep up the good work, loving the articles.

The Demon – Sunny Scotland