Advanced Root Cause Analysis (UT-Adv-RCA)

Course Description

Problem determination skills cannot be acquired by reading a book. They mostly come from experience. After this course, you will have a general understanding of a structured problem determination approach, which you can then apply in your daily work.

Course Objectives

At the completion of this course, you should be able to:

  • Identify the different types of tools and techniques available
  • Apply change management successfully
  • Review what to look for when applying business case thinking to Root Cause Analysis
  • Develop a process to systematically approach problems

Course Outline


  • Section Learning Objectives
  • Discuss Definitions – IT Perspective
  • Discuss What is a problem and why do they exist?
  • Exercise 1a: Why is RCA important
  • What is Root Cause?
  • RCA Benefits and Approaches
  • Exercise 1b: Why are multiple approaches important?
  • Event and Casual Analysis
  • Exercise 1c: Apply Event and Causal Analysis
  • Event and Causal Analysis: Exercise 1c Worksheet
  • RCA Tools for each approach
  • Exercise 1D: Prepare for Case Study
  • Section Summary and Conclusions


  • Why use a Particular Method
  • Tool: Change Analysis
  • Change Analysis Examples
  • Exercise 2a: Apply Change Analysis
  • Exercise 2b: Change Analysis Worksheet
  • Tool: How to Resolve Conflict
  • Tool: 5 Why’s
  • Example Learning Management Problem
  • Exercise 2b: Apply 5 Why’s Sequence-of-Events
  • Exercise 2b: Worksheet
  • Tool: Cause and Effect
  • Exercise 2c: Apply Cause and Effect
  • Exercise 2c: Cause and Effect Worksheet
  • Tool: Fault Tree Analysis
  • Why do we use Fault Tree Analysis?
  • How does it work?
  • Fault Tree Diagram Symbols
  • Example #1 of FTA: Car Hits Object
  • Exercise 2D: Apply Fault Tree Analysis
  • Tool: Failure Modes and Effects Analysis (FMEA)
  • Example: Failure Modes and Effects Analysis
  • Exercise 2E: Apply FMEA
  • Tool: Design / Application Review
  • Exercise 2d: Apply Design/Application Review
  • Section summary & conclusions


  • Section Objectives
  • The Secret of Solving Problems
  • A Note about Statistical Control
  • A Note about Fire Fighting
  • Technique: Business Process Mapping
  • Example: IGOE
  • Exercise 3A: Problem as IGOE
  • Exercise 3A: IGOE Template
  • Technique: Lean Six Sigma and DMAIC
  • Lean Six Sigma Benefits
  • Exercise 3B: Apply Lean Six Sigma
  • Importance of Understanding the Business Process
  • The Business Process Mandate
  • Technique: Process Modeling
  • Graphical Notation Standard (BPMN)
  • What is Business Process Modeling Notation (BPMN)?
  • Benefits of BPMN
  • Basic Components of BPMN
  • Exercise 3C: Use BPMN to Document a Current State
  • Technique: Business Process Maturity Model
  • Five Levels of Maturity
  • Exercise 3D: Appraise Business Process Maturity Level
  • Section Summary and Conclusions


  • Section Learning Objectives
  • Steps in Disciplined Problem Solving
  • RCA as a RCA Process
  • Key RCA Role Considerations
  • Exercise 4A: Apply RCA to RCA Process
  • Sustainable RCA Improvement
  • Organizational Units
  • Process Area Goals, Practices
  • Specific and General Practices
  • Specific Practice Examples
  • Software Maturity Survey
  • Exercise 4B: Apply Strengths, Weakness, Opportunities and Threats (SWOT) to RCA
  • SWOT Analysis Worksheet
  • Recognize the importance of the Change Management component in your RCA implementation
  • Using the ADKAR Model to Communicate Change
  • Review ADKAR® Model –
  • Awareness of the need for change
  • Desire to participate and support the change
  • Knowledge on how to change
  • Ability to implement required skills and behaviors
  • Reinforcement to sustain the change
  • Exercise 4C: Create an Ability Checklist
  • The ADKAR Model: Reinforcement
  • Exercise 4D: Find two examples of how ADKAR will be different
  • Section Summary and Conclusions


  • Plan the Proposal and Business Case
  • Example: 1 Page Business Case
  • Exercise 5A: Creating Action Plans
  • Resource Guide
  • Questions


There are no prerequisites for this course.

Course Information

Length: 2 day

Format: Lecture and Lab

Delivery Method: n/a

Max. Capacity: 16


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Who Should Attend

Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, corrective action coordinators or managers; supervisors, team leaders, and process operators; anyone who wants to improve their ability to solve recurring problems.