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Cause and Effect Diagrams (Fishbone/Ishikawa Diagrams)

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Cause and Effect Diagrams, also known as Fishbone or Ishikawa Diagrams, are visual tools used in risk identification to systematically explore and display the possible causes of a specific problem or effect. Developed by Dr. Kaoru Ishikawa in the 1960s, these diagrams resemble the skeleton of a fish, with the problem statement at the "head" and various causes branching off the "bones". In the context of risk management, the Cause and Effect Diagram helps project teams brainstorm the potential sources of risk by categorizing them into major cause categories such as People, Processes, Equipment, Materials, Environment, and Management. Each category can further branch out to more detailed sub-causes, allowing for a comprehensive examination of all factors that could contribute to risks within a project. By organizing causes in this structured format, teams can more easily identify underlying issues that might not be immediately apparent. It encourages a thorough exploration of the factors affecting the project, promoting collaborative thinking and facilitating communication among team members. The visual nature of the diagram makes it easier to convey complex cause-and-effect relationships, aiding in the identification of root causes of potential risks. Using the Fishbone Diagram in risk identification enables project managers to anticipate problems before they occur, allowing for proactive planning and mitigation strategies. It is particularly useful in complex projects where multiple variables interact in intricate ways. Moreover, it can be used in conjunction with other risk identification techniques, such as brainstorming sessions or expert interviews, to enhance the depth and breadth of risk analysis. In summary, Cause and Effect Diagrams provide a systematic and visual approach to identifying risks by mapping out all possible causes leading to a particular effect. This tool enhances understanding of the project environment, supports effective communication, and aids in developing robust risk mitigation plans.

Cause and Effect Diagrams (Fishbone/Ishikawa Diagrams) in Risk Management

Why Cause and Effect Diagrams Are Important in Risk Management

Cause and Effect Diagrams, also known as Fishbone or Ishikawa Diagrams, are crucial tools in the risk identification process because they help project teams:

• Systematically identify the root causes of risks
• Visualize the relationship between potential effects and their various causes
• Organize large amounts of risk information in a structured format
• Enable teams to focus on the causes rather than just symptoms
• Promote collaborative problem-solving among stakeholders

What Are Cause and Effect Diagrams?

A Cause and Effect Diagram is a visual tool that resembles a fish skeleton (hence the name "Fishbone"). It was developed by Kaoru Ishikawa in the 1960s and serves to identify all potential causes of a problem or risk event.

The diagram consists of:

• The head: The problem statement or risk event
• The backbone: The central line leading to the problem
• The major bones: Primary categories of causes
• The minor bones: Specific causes within each category

Common categories (the "6Ms") used in manufacturing settings include:
• Man/People
• Methods
• Machines
• Materials
• Measurements
• Mother Nature/Environment

In project management, categories might include:
• People
• Process
• Technology
• Environment
• Organization
• Resources

How Cause and Effect Diagrams Work

Step 1: Define the problem or risk event and place it at the "head" of the fish
Step 2: Identify the major categories of causes and draw them as "bones" from the backbone
Step 3: Brainstorm specific causes within each category
Step 4: For each specific cause, ask "why does this happen?" to identify root causes (the "5 Whys" technique)
Step 5: Analyze the completed diagram to identify the most significant causes
Step 6: Develop risk responses based on the identified causes

Application in PMI-RMP Context

In the PMI Risk Management Professional (PMI-RMP) framework, Cause and Effect Diagrams are particularly valuable during:

• Risk identification processes
• Root cause analysis of identified risks
• Development of comprehensive risk responses
• Communication of complex risk relationships to stakeholders

The diagrams help project risk managers move beyond superficial risk identification to understand the underlying factors that create or contribute to risks.

Exam Tips: Answering Questions on Cause and Effect Diagrams

Key concepts to remember:

1. Purpose: Questions may ask about the primary function of these diagrams. Remember they are used to identify root causes, not to prioritize risks or develop solutions.

2. Structure: Know the basic components (head, backbone, major bones, minor bones) and what each represents.

3. Categories: Be familiar with common categories used in different contexts (6Ms for manufacturing, project-specific categories).

4. Process: Understand the steps in creating and using the diagram.

5. Limitations: Be aware that these diagrams focus on causes, not solutions, and require subject matter expertise to be effective.

Question types you might encounter:

• Scenario-based questions: "A project manager is trying to understand why a particular risk event keeps occurring. Which tool would be most appropriate to use?"
• Application questions: "Which of the following would NOT be an appropriate category in a Cause and Effect Diagram for a software development project?"
• Process questions: "What is the correct sequence of steps when creating a Cause and Effect Diagram?"
• Comparison questions: "How does a Cause and Effect Diagram differ from a Probability and Impact Matrix?"
Tips for answering:

• Pay attention to what the question is asking about - creation, purpose, or application of the diagram
• Look for key words like "root cause," "categories," or "relationship between causes"• Consider the context of the question - is it about risk identification, analysis, or response planning?
• For scenario questions, assess whether the situation calls for identifying causes (appropriate for these diagrams) or other risk management activities
• Remember that these diagrams are primarily qualitative tools, not quantitative

Common Mistakes to Avoid:

• Confusing Cause and Effect Diagrams with other visual tools like decision trees or influence diagrams
• Thinking these diagrams prioritize risks (they don't - they only identify causes)
• Assuming the diagram by itself solves problems (it only helps identify causes)
• Overlooking the need for subject matter expertise when creating these diagrams

By understanding both the purpose and limitations of Cause and Effect Diagrams, you'll be well-prepared to answer exam questions about this important risk identification technique.

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PMI-RMP - Risk Identification Techniques Example Questions

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Question 1

Which statement best describes the primary benefit of using major branches in a Cause and Effect Diagram during risk identification?

Correct Answer: They provide a structured framework for categorizing root causes into distinct areas like people, process, and equipment

In a Cause and Effect Diagram (also known as Ishikawa or Fishbone Diagram), major branches serve as a structured framework for organizing potential root causes of risks into distinct categories. This categorization approach helps teams systematically identify and analyze risks by breaking them down into manageable areas such as people, processes, equipment, materials, and environment. The correct answer reflects this fundamental purpose, as it emphasizes the organizational and categorization benefits of major branches in risk identification. The other options are incorrect because: - Ranking risks based on probability and impact is typically done using different tools, such as the Probability and Impact Matrix, not a Cause and Effect Diagram - Automated tracking of risk trends is not a function of a Cause and Effect Diagram, but rather a feature of risk monitoring tools and software - Real-time collaboration and standardized visualization, while potentially beneficial, are not the primary benefits of using major branches in a Cause and Effect Diagram

Question 2

When using a Cause and Effect Diagram in a software project post-mortem analysis, what represents the most effective way to determine the inclusion of a new branch?

Correct Answer: When multiple related causes share a common theme or category that affects the outcome

The most effective way to determine the inclusion of a new branch in a Cause and Effect Diagram is when multiple related causes share a common theme or category that affects the outcome. This is correct because: - It follows the fundamental principle of categorization in Cause and Effect Diagrams - It ensures logical grouping of related causes - It maintains the diagram's structural integrity and purpose - It helps in identifying patterns and relationships between causes The other options are incorrect because: Basing branches on stakeholder suggestions alone is subjective and may not reflect actual cause-effect relationships. Branch capacity is not a valid criterion for creating new branches - the focus should be on logical categorization rather than quantity. Project manager's sole determination lacks the systematic approach needed for effective root cause analysis - decisions should be based on observable patterns and relationships among causes.

Question 3

When analyzing a Cause and Effect Diagram for a construction project with frequent budget overruns, which component represents the most strategic starting point for investigation?

Correct Answer: The primary branches that show systematic patterns of cost variation

When analyzing a Cause and Effect Diagram for budget overruns, primary branches represent the major categories of causes (like Materials, Methods, People, Equipment) and show systematic patterns. This is the most strategic starting point because: Primary branches: - Provide a structured framework for investigation - Show systemic patterns rather than isolated incidents - Help identify recurring issues affecting budget performance - Enable strategic prioritization of improvement efforts Why other options are less effective: Detailed sub-causes are too granular for initial analysis and may lead to focusing on specific instances rather than patterns. Secondary branches that show temporary deviations are tactical rather than strategic, and may miss underlying systemic issues. The root effect node shows the final impact but does not help identify the causes that need investigation. Starting with primary branches allows for systematic problem-solving and helps identify the most impactful areas for improvement in budget management.

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