Shape the problem
Hold a problem-shaping workshop to frame the problem and desired outcome.
Shape and frame the problem to be solved
This step involves inviting core team contributors to a 2-4 hour* workshop, running the workshop, and synthesising insights. Read on to learn about each activity.
*Duration will vary with project complexity and resource availability.
Before shaping and framing the problem to be solved, the facilitator should have a minimum foundational level of ICT scoping experience and skill. These skills are usually possessed by roles such as ICT Business Analyst, UX Designer, or Service Designer.
If you don’t have the foundational skills, yet intend to undertake this activity yourself, please contact the innovation procurement advisory team at InnovationProcurement@customerservice.nsw.gov.au for advice, support and guidance.
If you have the foundational skills, you may access the resources supporting this step. Note that these resources are undergoing testing and are available for guided use in conjunction with the innovation procurement advisory team, who will tailor the guides to project needs and incorporate any improvements
To access expert resourcing to lead this activity, please contact the innovation procurement advisory team at InnovationProcurement@customerservice.nsw.gov.au.
Hold a problem shaping workshop
After mobilising, the core team and relevant SMEs should hold a collaboration session to share findings from the discovery step and shape one or more problem statements. This includes capturing and shaping:
- the current problems and opportunities
- who benefits, why and how
- what success looks like for end-users and stakeholders
- measures of success
- one or more ‘how might we’ statements.
Wider engagement
If discovery has not been undertaken, more complex or multiple problem shaping workshops may be necessary. These workshops may involve external and/or multiple groups of stakeholders to help shape the problem.
Synthesise outputs
After the workshop, buyers should ensure someone synthesises the insights, and frames the problems in concise language so they can be used for the challenge statement.
Wider engagement
If additional workshops involving external and/or multiple groups of stakeholders have been conducted, buyers should factor in more time, effort, or resources to synthesise findings.
Who to involve in the workshop
Buyers should involve all subject matter experts (SMEs) who can contribute to an understanding of the problem space and stakeholders who might be affected by, or interested in, the outcome. Relevant SME roles include ICT, digital, innovation, product and business users.
Learn more about the contribution these SMEs can make in a procurement.
Service designers, or roles with similar skills may be engaged to lead the problem shaping workshops, insights synthesis and problem framing activities.
Workshop tips
Expand the headings below to learn how to design and facilitate an effective workshop. Alternatively, you might consider engaging a Service Designer or someone with a similar skillset to do this.
Avoid proposing solutions
- Many people are used to thinking about features and functional specifications - it is easy to default to these when they are so tangible.
- Specifications are not solution-agnostic and will only distract from understanding the fundamental problem.
Adopt an empathetic mindset
- Workshop participants all bring different mindsets and perspectives, and a facilitator should display empathy towards all of them to get the best contribution from each team member.
- Facilitators also have an important role in building empathy among participants for customers, users or stakeholders that might be part of a problem space.
Use prompting questions
- You might prepare some prompting questions in advance if you are familiar with the problem space.
- Sometimes just asking a simple ‘why’ can help uncover important information or see a situation from a different angle.
Reflect
- Make time to step back and look for connections and patterns.
- This is where insights lie that can make solutions more relevant and meaningful to the people who will use them.
Keep it universal
- Avoid using jargon, acronyms or any unnecessary complexities.
- The problem should be simple enough for anyone to understand, and ideally, to retell.
- Equip all buying team members to talk about the problem and objectives to build confidence and passion within the project.
Make it accessible
- Ask stakeholders in advance if they have any special needs and ensure any technology or documents used in the workshop are accessible to all participants.
- Reach out to the innovation procurement advisory team if you need help making your workshop more accessible or consult the NSW Accessibility and Inclusivity Toolkit.
Certain questions might be best answered before starting workshops, or discussed early on the workshop agenda.
Who stands to benefit, how and why
Answering this question helps a team identify stakeholders and users and consider how life will improve for them. At this stage, you understand whether you are solving a problem for citizens or an internal team. For example, the definition of success for these groups may vary.
If the problem you want to solve is industry or government wide, it’s crucial to understand why the market has failed to address it. Use evidence to justify why your agency should attempt to solve the problem.
Is the effort aligned with strategy
Consider whether solving the problem serves the agency’s strategic goals or fits with agency priorities. It is not unusual for teams to be working on problems that are no longer in sync with the agency strategy or mission. Or where other teams are already working on solving the same problem, or where the problem is being tackled at an All of Government strategic level. In these cases, stakeholders should reconsider the effort required (or the whole initiative).
Use the questions below as lenses to explore the problem space in a structured discussion. Use prompting questions to obtain concise meaningful insights that avoid generalisation and help accelerate Challenge Statement definition.
Who is affected?
Who is experiencing the problem? Can this user be further specified (by demographic, persona, motivation, reason for being in the situation)? Who are all the stakeholders who might be core, indirect or directly impacted by the problem?
What is the problem?
What are the struggles? What task needs to be accomplished? What pain point needs to be relieved? What are the barriers to success, and how might these be overcome? What does success look like? Who says?
Where does it happen?
What is the context in which the user experiences the problem? Is it in a physical, a digital space or both? Who else is involved?
Why does it matter?
Why is this problem worth solving? What value does it bring to the user? What value does it bring to the business? What value does it bring to the citizens of NSW?
Resources
This rest of this page refers to workshop templates, guidance and samples.
As these resources are undergoing testing, they are available on request for guided use in conjunction with the Innovation Procurement advisory team. This ensures that the guides can tailor to project needs and incorporate any improvements.
If you wish to access the problem shaping and framing workshop guide and templates, need help making your workshop accessible, or engaging resources to lead this activity, please contact the innovation procurement advisory team directly at InnovationProcurement@customerservice.nsw.gov.au. If you have any trouble accessing a file or document on this page, you can request an accessible version from the same email address.
For a workshop, there are 4 templates to support you. You can navigate to individual templates at each step below, or view all templates and other resources here.
Uncover the current state and opportunity templates 1 and 2
Uncover current situation - problems, opportunities, who stands to benefit, how and why. 1 hr (duration will vary with project complexity and resource availability).
Resources
Workshop template and guide to uncover the current state and opportunity - template 1 and 2.
Insights captured from this activity are used to frame user stories and/or use cases in the challenge statement.
Define outcome and success criteria template 3
Define the desired future outcome in simple terms with success criteria. 1 hr (duration will vary with project complexity and resource availability).
What is the desired outcome and success criteria?
- Answering this question requires understanding the perspectives of stakeholders and users.
- Avoid the temptation to favour a particular solution or approach.
- This question should be addressed qualitatively and quantitatively whenever possible.
Resources
Workshop template and guide to define outcome and success criteria – template 3.
Shape ‘How might we’ statements template 4
'How might we' problem statements should be narrow enough to give stakeholders direction and focus. Ensure they are broad enough to allow for creative freedom and the possibility of multiple innovative solutions. 30 mins (duration will vary with project complexity and resource availability).
Resources
Workshop template and guide to shape ‘How might we’ statements.
Synthesis and problem framing
Once you’ve completed the workshop activity, you’re ready to:
- Synthesise insights if there are many contributors
- Frame the problem in concise language.
Resources