Faced with a question on how one would analyze a problematic situation on the spot without going to any existing analytic templates and guidelines, the PIRCAD approach was born. The acronym is odd sounding but easy to remember.
It simply translates to Problems, Issues, and Risks must be Categorized and Analyzed to come up with a Decision. Regardless of what method used, and as far back as one would probably remember; this is exactly what you will gravitate to in the course of your problem solving exercises, PIRCAD. There are no distinct lines dividing each process. They overlap and repeat themselves in a seemingly continuous iteration reflective of the cycle until the desired result becomes acceptable, as the way to go.
The approach is a simplified one that touches on the basics. It is about making a useful analysis and coming up with a report that the recipient can better appreciate and understand. It is useful in helping the responsible leader make the right decision. It is also applicable to assessment exercises done periodically or on a fixed cycle. The methodology prevents a report from being too customized and insignificant.
The attributes of good analysis is in the heart of PIRCAD. All the PROBLEMS and ISSUES imbedded in the situation considered must come from high quality data. Less assumptions, more facts, and reliable references makes up a better analysis to come up with subsequent good decision. An analyst has to feel the beat of the business and being able to note the point of concerns (Figure 1).
An analysis makes sense only when it answers or addresses the goals, the questions on the table. What is the use of providing all the answers to questions not asked? That might be a waste of time and effort. Few leaders will appreciate such a report. This is why one pertinent quality of a good analysis is meeting purpose and objectives.
Organizations faced with problems and issues should not jump blindly into its midst trying to solve them at face value. As long as it is not life threatening, organizations have to observe a time gap to think, to do a PIRCAD. Prudence will save these organizations valuable resources and unnecessary commitments.
We will look at PIRCAD closer in Part 2 of this article. Follow the link below:
Rufran C. Frago – Author (090815)
Other articles authored by Rufran Frago:
- Risks Surrounding Canada’s TFW Part 1
- Risks as a Function of Time
- Project Schedule: P50, Anyone?
- Changing the Culture of Your Organization
- A Person Perceives Others Based on His Own Interest
- How Can Management Motivate and Empower?
- How Can Managers Increase Leadership Effectiveness
- Risks Surrounding Canada’s TFW Part 2
- Scaffolding Hours: What are they? Directs or Indirects? Part 2
- Oil Price, Recession: Causes, Issues and Risks
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