Activity

Problem statements

45m
Hard
Include: Design Team & Stakeholders
Use this: During kick-off or project meeting
Creating a problem statement is an effective way of identifying what you’re solving, who you’re solving it for, and the impact it’ll have on the business. If you’re tired of vague briefs, or stakeholders starting every request with “We need to train everyone on...” then this exercise is for you.

Problem statements define the specific problem you’re solving in measurable terms. It gives you a constant to refer back to as you move through various stages of the project.

A good problem statement is a hypothesis that allows you to test and explore the reasons that sit behind it.

Be cautious of starting projects that lack data to support the project brief or if the statement is too broad. Trying to solve lots of things with one solution is a recipe for a messy project.  
Download our PPT Template: Problem statements
  • 01
    Create the structure

    A good problem statement is co-created, so set up a shared space to work on this with your stakeholders. This could be as simple as a slide in a deck (like our template), or tools like Mural or Miro to gather ideas and collaborate.

  • 02
    the problem is...

    Along with your stakeholders, draft a couple of lines that articulate the problem you’re trying to solve. Keep it simple, and make sure it sums up the brief succinctly. Where possible, focus on behaviours.

    Example: HR advisors are experiencing a higher-than-usual level of grievances, regularly raised against inexperienced managers. We believe that many of these grievances can be solved well before they reach HR escalation. Managers frequently do not follow policy and refer to HR for conflicts they should be able to solve.

  • 03
    Our Target is...

    Your target defines what success looks like. Ask yourself, “What will happen in the business for me to be able to say we’ve solved the problem?" Think about if and how it’s currently measured.

    Example: Our target is to help managers proactively reduce the number of grievances raised and also to save time for HR advisors, who will be freed up for other tasks. This is measured currently by quarterly grievance reporting figures and resourcing figures for our HR advisors.

  • 04
    By doing this we will...

    Next, we sum up why this is important, what will happen in the business, and the benefits of doing the project.

    Example: By doing this, we’ll help managers have better conversations with their staff, increase morale, reduce grievances, and ensure HR staff and managers spend less time in grievance meetings and arbitration.

  • 05
    Finalise and communicate your problem statement

    Everyone who’s involved in the project needs to know the problem you’re solving and the metrics for success. Tidy up the wording as needed and share it with your stakeholder group. You’ll need a broad agreement on the problem statement before you can move on to the discovery phase.

    If there are disagreements over strategy or tactics, return to the problem statement and use it to decide on the best course.

SPEAKING FROM EXPERIENCE…

Creating problem statements is tricky. It requires multiple parties to agree and needs to be ambitious yet achievable. Remember to refer back to the problem statement as the project progresses. The purpose is to create something that keeps you on track as the project’s complexities unfold.

If you’re going around in circles, Solvd can facilitate stakeholder workshops and help you draft your problem statements.