Measuring successful problem resolution at PNC Bank

PNC Bank

Measurement to Determine When the Problem is Successfully Solved

There is one general measurement criteria to determine whether a problem in an organization has been successfully solved. That is, when the problem gradually reduces until it no longer causes other problems and until the problem no longer exists. This is the time when we can conclude that the problem is solved. However, we cannot always immediately determine by just one look or instance if a problem has been eliminated. There are several criteria that need to be considered to measure a successful outcome of the solutions taken to solve a problem. As with the case of PNC Bank, following are some criteria that can help them measure success in solving their problem.

Is the financial status of the bank, in terms of revenue, better than before after the implementation of the solution?

The criteria of financial status of PNC Bank is an important factor to determine the solution's success because it is where the bank's problem roots from.

Was the implementation of the solution managed well?

The smooth flow of transitions in an organization caused by a solution to a problem can measure the success of a solution. In implementing a solution, it is important that its management is handled well to allow the achievement of the solution's goal. Having similar view, Willian Duncan indicates the following example in his online article.

Simple yes-or-no answers will not suffice. We should not be asking "was your project a success?" We should be asking "how successful was your project?"

Different stakeholders will use different measures. The health and safety officer wants no injuries. The manufacturing manager wants a product that is easy to build. The ISO 9000 compliance team cries "success" if the documentation is complete. The VP of Marketing will be delighted if you get to market before your competition.

Is the solution an "on-time" solution?

Solutions must be able to solve a problem without delaying any process in an organization. If a solution can solve a problem, but will cause drawbacks or will negatively affect other process in an organization, it is not a good solution. A solution must solve a problem and must meet the target schedule of achieving its goal.