How to Write a Problem Statement

By: Desiree Underwood-Williams, MBA, PMP, CLSSBB , Director, PMO (Innovation & Integration) at WCG Clinical

The problem statement is an indispensable tool in project management. It can be a critical element of a project charter when launching a new initiative, a deciding factor in a project’s progress, or the basis for realigning an existing project to meet its intended goals.

Before, during, or after a project, a problem statement focuses team members and stakeholders on a particular area of concern, pinpoints opportunities for improvement, and raises probing questions that demand a thorough understanding and investigative action. It is the foundation upon which project justification is built.

What’s more, a problem statement should not only articulate the problem but also align and inspire your team and stakeholders.

“If there were a single skill that I could extract from problem solving and get into the hands of people all over the world, it would be the ability to craft a good problem statement. This is one of — if not the — most valuable skills,” says Jamie Flinchbaugh, author of “People Solve Problems: The Power of Every Person, Every Day, Every Problem.”

So, what makes a problem statement truly effective? How do we distill the essence of a project's challenge into a concise, clear, and actionable statement?

Understanding the problem is the first step in crafting a statement that resonates. Begin with a solid foundation of data, which will inform the baseline of your problem statement. A robust problem statement should succinctly outline three key components: Current State, Future State, and Target Date.

> Current State?describes the present situation with measurable indicators, such as quality, cost, time, safety, customer satisfaction, or employee engagement.

> Future State?contrasts the current state with the envisioned future, defined by measurable targets derived from customer needs, industry standards, or strategic objectives.

> Target Date?sets a specific date for when the future state will be achieved, creating a sense of urgency and a timeline for accountability.

Here is an example of how to structure the problem statement:

Currently, [describe the issue in measurable terms], compared to our target of [describe the ideal state in measurable terms], which we aim to achieve by [state the target date].

Problem Statement Do’s and Don’ts

Crafting a precise problem statement can be challenging. Below are some common pitfalls to avoid:

Do consider:

• The specific problem needing resolution.
• The pain-points the problem causes.
• The locations or products affected.
• The stakeholders impacted.
• The initial observation date of the problem.
• The symptoms and frequency of the problem.

Don’t:

• Tackle multiple problems at once.
• Presuppose a cause.
• Place blame.
• Suggest solutions prematurely.
• Get mired in complexities.
• Be vague or non-specific.

Your problem statement will only be as good as the information that goes into it.

To deepen your understanding of the problem and enhance your information gathering, consider a diverse array of data collection methods, including:

• Stakeholder Interviews
• Data Analysis and Review
• Market Research
• Job Shadowing
• Surveys and Questionnaires
• Focus Groups
• Process Mapping
• Historical Data Examination
• Standard Operating Procedures, Regulations, Guidelines, and Best Practices

The Takeaway

Well-framed problem statements are essential to define project goals and objectives, design metrics, and develop strategies. So, make sure you’re using them — and keep developing your ability to get the most from them. It will help you keep your teams focused, your stakeholders informed, and your projects on the road to success.?

This article was originally published on The PMI Blog.