Common Creativity Tools and Techniques • 131
Force Field Analysis
is technique assumes that for every action, one or more counter-actions
exist. Using this technique, an idea can be evaluated by the forces that will
enhance, as opposed to resist, its implementation. e value of force eld
analysis is that it helps determine which creative idea has a likelihood of
acceptance and what potential constraining or restraining forces need to
be dealt with when implementing in the real world.
Keep in mind the following when apply force eld analysis:
1. For each idea brainstorm, either alone or with a group, be mindful of
the forces or pressures that drive the idea and the counter forces that
make implementation a challenge or impossible.
2. If an idea is selected, determine the strategy to make it a reality.
Essentially, three strategies exist: (1) enhance the forces to implement
an idea, (2) decrease or weaken the counter forces, or (3) combine
strategies 1 and 2.
3. Diagram the analysis. Various options are available. e two most
common approaches are to develop a T-Table, similar to tables used
by accountants, or build a systems diagram showing the relation-
ships between the forces and counter forces.
11
Some ways to use force eld analysis on a project include identifying the
forces for and against:
• Adopting a certain risk strategy
• Changing a cost or schedule baseline
• Hiring a consultant
• Implementing a solution to address a specic issue
• Making a process change
Pareto Chart
is chart is used to identify the major causes of problems. e notion is
that you can distinguish between what is and is not signicant. With that
information, identifying the cause of a signicant number of problems
becomes easier. From a creativity standpoint, the benet of the technique
is that it identies major problems and then enables developing one or
more creative ideas to solve it.
132 • Creative, Ecient, and Eective Project Management
Keep in mind the following when using a Pareto chart:
1. Take an objective approach when collecting data. Avoid the ten-
dency to throw away data that does not meet expectations; to do
so will only skew the results. is situation can easily happen
inadvertently when scrubbing the data that is used in a Pareto
chart.
2. Develop a histogram showing the results. It is easier to see where
most of the problems occur. en, focus on determining the cause of
a selected problem and develop creative ideas to solve it.
12
3. Test the creative idea to see if the problem disappears. e best way
to do that is to collect more data aer implementing the idea.
Some ways to use a Pareto chart on a project include:
• Determining the major contributors to poor quality, such as defects
• Identifying causes of a change in the specications
• Identifying roadblocks that impede the progress of a project
• Identifying the root cause of a process bottleneck
Benchmarking
is technique can enhance creativity by comparing the performance of a
process to another one to determine its eectiveness and eciency relative
to dierent organizations. It determines how well your process works in
comparison with what is considered best in class. e basis for that com-
parison is a standard or measure. From a creativity standpoint, it helps
identify whether a change is necessary, and if so, what can be learned from
other processes that can be adopted.
Keep in mind the following when benchmarking:
1. Determine a population against which to compare data. Oen, these
are cohorts similar to your organization. Data for similar organiza-
tions can be obtained from sources such as the Mayower Group.
While no grouping will be exactly alike, selecting one that is similar
to one’s own makes the comparison much easier.
2. Determine the standard or measure to conduct the evaluation. Strive
to have a quantiable standard. If qualitative only, then consider
using a denitive criterion that everyone can support.
Common Creativity Tools and Techniques • 133
3. Conduct the comparison, looking for opportunities to generate
creative ideas. Gaps indicate opportunities to apply creativity that
will result in a meaningful change.
4. Apply creativity to improve performance by acting on the identi-
ed opportunities to develop creative ideas to improve products or
processes, for example.
5. Develop an implementation plan for new ideas. Be sure to include
monitoring to determine how well the creative solutions improve
performance according to the acceptable standard and adjust
accordingly.
13
Some ways to use benchmarking on a project include:
• Compiling lessons learned and other insights from other projects
• Establishing a baseline or standard to evaluate the performance of
the project relative to others
• Identifying better ways to improve processes, such as collecting data
and reporting
• Identifying opportunities to reuse part or all of the project manage-
ment deliverables developed on other projects
Nominal Group Technique
Also referred to as NGT, this technique is a variant of brainstorming. e
principal dierence is the approach taken. NGT is more structured and is
methodical when evaluating ideas. e technique allows a group to gen-
erate ideas. en, the group develops criteria for evaluation and votes for
and against ideas based on the criteria.
Keep in mind the following when applying NGT:
1. Make every eort to facilitate the free ow of concepts when con-
ducting NGT. Try to prevent biases, preconceived notions, and other
prejudices from inuencing the generation of ideas.
2. Determine the agreed-upon criteria to determine which ideas
to combine, revise, or remove. e criteria should strive for
objectivity. A common method is to have the group determine the
criteria. en the group applies the criteria to the list of ideas via
priority voting.e results are then tabulated; only the highest-
scoring ideas are chosen.
134 • Creative, Ecient, and Eective Project Management
3. As in brainstorming, select a facilitator and a scribe. ey should
have the same qualities as outlined in the brainstorming section.
14
Some ways to use the nominal group technique on a project include:
• Developing and selecting potential solutions to a problem
• Generating and choosing an activity listing
• Identifying and selecting opportunities
• Identifying and selecting threats and strategies for responding
tothem
Modeling
is technique is used to capture an idea in physical (e.g., prototype) or
graphical (e.g., diagram) form. A typical model consists of components,
relationships, states (or conditions), signals, and roles that make the idea
much more understandable and tangible to the person creating it, and
to others. In addition, a model helps identify aws in an idea, as well as
leverage or expand on good ideas.
Keep in mind the following when building models:
1. Consider using other techniques, such as mind mapping, to generate
the content of a model. A model takes information from other tech-
niques and creates a more organized view of the idea.
2. Remember that a model is rarely complete. It is a construct that tries
to mimic what people know at the time, including what they think
are facts and assumptions. By its very nature, a model will never be
complete, whether representing something in the real world or a
vision. As a model is built, make adjustments, if necessary, as content
is conrmed via reviews and evaluations.
3. Try to determine the rules and symbols for the model in advance;
however, it is also okay to determine some rules and symbols as
the model is being built. Adding other variables to the model may
require rening or updating it.
4. Models can take many forms. ey can be graphical, such as
systems diagrams; prototypes, such as miniversion of a new plane;
or mathematical, such as a ratio of radioactive elements in a nuclear
explosion. Regardless of form, remember that the model should
further understanding and communication.
Common Creativity Tools and Techniques • 135
5. Models can be logical, physical, or both. A logical model is an ideal
abstraction of something and mainly represents how the compo-
nents, relationships, and so on work together. A physical model oen
reects the real-world equivalent and eventual implementation of
the logical model. Oen, only one logical model exists, but multiple
physical models can exist to represent dierent options. e physical
model that is eventually chosen is then implemented along with any
additional renements to reect reality.
15
Some ways to use modeling on a project include:
• Analyzing bottlenecks in a process
• Building a network diagram
• Conducting what-if analyses
• Documenting processes and procedures
• Performing a quantitative risk analysis
• Visualizing as-is and to-be processes
Mind Mapping
Advocated by Tony Buzan, mind mapping is a technique to iden-
tify relationships among concepts. It uses the associative capabilities
of the human brain to determine the details of a specic idea. e
brain isa neural network of cells; mind mapping capitalizes on that
structuretodetermine linkages among the components that make up
an idea.
Keep the following in mind when mind mapping:
1. Select a place that is free of all distractions and is equipped with an
easel pad, blackboard, or white board. Also, make sure that multiple
color markers are available to draw the mind map.
2. Try to visualize in the mind’s eye the subject to address. Be specic
enough to be tangible, but not so much so that it restricts the free
ow of ideas.
3. Start by drawing a circle in the center of the board or paper. Inside
the circle, record the idea with a very short description. Let the mind
freely record concepts based upon the central idea, and then link
these concepts. Using markers of dierent colors, identify related
concepts and connect them to show relationships. Add descriptions
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