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. 

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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