{"id":238345,"date":"2025-07-16T10:54:28","date_gmt":"2025-07-16T08:54:28","guid":{"rendered":"https:\/\/parm.com\/?p=238345"},"modified":"2026-06-01T15:46:55","modified_gmt":"2026-06-01T13:46:55","slug":"root-cause-analysis","status":"publish","type":"post","link":"https:\/\/parm.com\/en\/root-cause-analysis\/","title":{"rendered":"Root Cause Analysis"},"content":{"rendered":"<p><div class=\"et_d4_element et_pb_section et_pb_section_0  et_pb_css_mix_blend_mode et_section_regular et_block_section\" >\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_d4_element et_pb_row et_pb_row_0  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_0  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_0  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><p>Project management ABC: R for Root Cause Analysis<\/p>\n<h1>Getting to the root of problems in projects<\/h1><\/div>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_1  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_1  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_code et_pb_code_0\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_code_inner\">[shariff]<\/div>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_2  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_2  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_image et_pb_image_0\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<span class=\"et_pb_image_wrap \"><img loading=\"lazy\" decoding=\"async\" width=\"1200\" height=\"630\" src=\"https:\/\/parm.com\/wp-content\/uploads\/2025\/07\/Post_PM-ABC_RCA_EN.jpg\" alt=\"Project management ABC: R for Root Cause Analysis\" title=\"Post_PM-ABC_RCA\" srcset=\"https:\/\/parm.com\/wp-content\/uploads\/2025\/07\/Post_PM-ABC_RCA_EN.jpg 1200w, https:\/\/parm.com\/wp-content\/uploads\/2025\/07\/Post_PM-ABC_RCA_EN-980x515.jpg 980w, https:\/\/parm.com\/wp-content\/uploads\/2025\/07\/Post_PM-ABC_RCA_EN-480x252.jpg 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1200px, 100vw\" class=\"wp-image-238356\" \/><\/span>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_3 et_pb_equal_columns  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_3  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_1  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><p>Problems in project management are like weeds. You can cut off the leaves and treat the symptoms, or you can pull them out by the root. This is exactly where Root Cause Analysis (RCA) comes into play. We explain what's behind it, why it's worth the effort and how project managers can apply RCA in practice.   <\/p><\/div>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_4  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_4  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_2  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_84 counter-hierarchy ez-toc-counter ez-toc-custom ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<span class=\"ez-toc-title-toggle\"><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#What_is_root_cause_analysis_anyway\" >What is root cause analysis anyway?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#Why_is_the_RCA_so_important_in_project_management\" >Why is the RCA so important in project management?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#Typical_methods_of_root_cause_analysis\" >Typical methods of root cause analysis<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#Tips_for_selecting_methods\" >Tips for selecting methods<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#Best_Practices\" >Best Practices<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#Typical_errors_with_the_RCA\" >Typical errors with the RCA<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/parm.com\/en\/root-cause-analysis\/#Conclusion\" >Conclusion<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"What_is_root_cause_analysis_anyway\"><\/span>What is root cause analysis anyway?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Root cause analysis is a structured approach to identifying the root cause of a problem and not just its visible impact.<\/p>\n<p>Let's take a classic example:<br \/>Your project is repeatedly behind schedule. The superficial cause appears to be a late delivery of components. However, an RCA would dig deeper and ask, for example:  <\/p>\n<ul>\n<li>Why were the components delivered too late?<\/li>\n<li>Why has the supplier planned too little capacity?<\/li>\n<li>Why was no risk assessment carried out before the order was placed?<\/li>\n<\/ul>\n<p>This will take you from symptoms to causes. And only when you know these can you implement sustainable solutions to avoid similar problems in the future. <\/p>\n<p>Root Cause Analysis in practice: A well-known example<br \/>The explosion of the Challenger space shuttle in 1986 is often used as a tragic example of RCA in engineering. Originally, the fault was blamed on \"material failure\" of the O-rings in the cold. However, the root cause analysis showed that management decisions and disregard of warnings from engineers were the actual cause.  <\/p>\n<p>An RCA therefore often uncovers not only technical, but also organizational and communicative causes.<\/p><\/div>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_5  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_5  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_3  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Why_is_the_RCA_so_important_in_project_management\"><\/span>Why is the RCA so important in project management?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ol>\n<li>Prevents recurring problems and thus saves time, money and nerves. Mastering RCA means you stop playing \"firefighter\" and become a strategic designer. <\/li>\n<li>Increases quality sustainably, as an RCA aims for systematic improvement instead of hectic ad hoc repairs.<\/li>\n<li>Strengthens team thinking, because the RCA should not be used to find someone to blame, but is a neutral method for learning together.<\/li>\n<li>Supports lessons learned.<\/li>\n<\/ol><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_4  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Typical_methods_of_root_cause_analysis\"><\/span>Typical methods of root cause analysis<span class=\"ez-toc-section-end\"><\/span><\/h2><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_5  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h3>1. the 5 Why method<\/h3>\n<p>The 5 Why method is the classic RCA tool. It was invented by Sakichi Toyoda as part of the well-known Toyota Production System. The core of the method is to ask \"Why?\" five times in order to reveal the causal chain of a problem step by step and thus get from the surface of the problem to the actual cause. The number five is not a law, sometimes three \"whys\" are enough, but sometimes seven are needed.<br \/>The method is very easy to implement and is therefore often used in workshops. First, the problem is precisely defined. Then the question \"Why?\" is asked about the immediately preceding event. In other words, the first question is why the problem occurred. Then the question is asked about the previous answer.       <\/p>\n<p><strong>Example from everyday project work:<\/strong><br \/><strong>Problem:<\/strong> Project progress delayed<br \/>Why? Task A was not completed as planned<br \/>Why? Employee X did not have enough time to complete the tasks<br \/>Why? Employee X's vacation was not taken into account in resource planning<br \/>Why? There was no comparison with the vacation plan<br \/>Why? Vacation plans are not entered into the PM tool     <br \/><strong>Cause:<\/strong> Lack of integration of HR data into project planning.<\/p>\n<p><em>Our tip:<\/em> Even if the method is very easy to implement, you should carry it out as a team and not alone at your desk. This way, the problem is viewed from different angles and you can identify the actual cause. Together, it is also easier to check whether an answer is really the cause or whether it only provides a partial explanation.  <\/p><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_6  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h3>2. ishikawa diagram (fishbone or cause-effect diagram)<\/h3>\n<p>The Isikawa diagram is ideal for complex problems with several influencing factors. It visualizes relationships and causes in categories such as: <\/p>\n<ul>\n<li>People (e.g. lack of skills)<\/li>\n<li>Machine (e.g. software error)<\/li>\n<li>Method (e.g. inefficient processes)<\/li>\n<li>Material (e.g. supply bottlenecks)<\/li>\n<li>Environment (e.g. company policy)<\/li>\n<li>Measurement (e.g. incorrect KPIs)<\/li>\n<\/ul>\n<p>You can find a detailed explanation of the Ishikawa diagram in <a href=\"https:\/\/parm.com\/en\/the-ishikawa-diagram\/\" target=\"_blank\" rel=\"noopener\" title=\"Project management ABC: I for Ishikawa diagram\">this article<\/a>.<\/p><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_7  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h3>3. fault tree analysis (FTA)<\/h3>\n<p>Fault tree analysis is an analytical technique that originally comes from safety and risk engineering, but also provides valuable services in project management. FTA shows its strengths particularly in the case of technical or systemic problems. It works with logical gate visualizations (\"AND\", \"OR\") to identify which combinations of causes lead to a problem.  <\/p>\n<p>This is how the method works:<\/p>\n<ol>\n<li>Start with the top event. This is the unwanted event that is to be analyzed (e.g. \"The system has failed\"). <\/li>\n<li>Then identify all immediate causes.<\/li>\n<li>Represent the causes with logical links. There are two options for the links:\n<ul>\n<li>AND means that all causes must occur simultaneously for the top event to happen.<\/li>\n<li>OR means that one of the causes can already trigger the top event.<\/li>\n<\/ul>\n<\/li>\n<li>Dissect each cause further until you cannot analyze it any deeper or further analysis becomes uneconomical.<\/li>\n<\/ol>\n<p><strong>Example from a software project:<\/strong><br \/><strong>Top event:<\/strong> Web server has failed<br \/>Causes (OR link): Hardware defect OR system overload OR faulty update. The top event can therefore be triggered independently of each other by any of the three identified causes.   <br \/>However, further analysis of the cause \"system overload\" reveals that the causes \"suddenly high traffic\" and \"no load balancing activated\" trigger the top event when they occur simultaneously (AND link). The FTA therefore shows that it is not just the high traffic that is the problem, but that the lack of scaling architecture is the actual weak point. <\/p>\n<p><em>Our tip: <\/em>The FTA is more complex to create. You should therefore use it primarily for critical risks or problems with security and compliance relevance. <\/p><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_8  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Tips_for_selecting_methods\"><\/span>Tips for selecting methods<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<table>\n<tbody>\n<tr>\n<td width=\"201\">\n<p><strong>Method<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p><strong>Field of application<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p><strong>Advantage<\/strong><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td width=\"201\">\n<p><strong>5-Why<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p>Quick root cause identification for clearly defined problems<\/p>\n<\/td>\n<td width=\"201\">\n<p>Simple, no tools required<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td width=\"201\">\n<p><strong>Ishikawa<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p>Complex problems with multiple influencing factors<\/p>\n<\/td>\n<td width=\"201\">\n<p>Clear visualization<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td width=\"201\">\n<p><strong>FTA<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p>Technical, systemic problems, risk assessments<\/p>\n<\/td>\n<td width=\"201\">\n<p>Detailed logic structures, precise cause linking<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_9  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Best_Practices\"><\/span>Best Practices<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li>Define the problem clearly and measurably. \"Project delay\" is too unspecific. \"Delivery A exceeds deadline by 3 days\" would be better. To do this, substantiate the problem with facts, e.g. how long it has existed, who it affects, what consequences or symptoms the problem causes. This will give you a comprehensive picture of the problem and allow you to analyze the causes in more detail later.    <\/li>\n<li>Involve the team. The best insights often come from operational employees, not from the project manager alone. Involving your team also speeds up the process of finding a solution and helps you to see the causes for which you may have been responsible.  <\/li>\n<li>Separate cause and responsibility. An RCA is not an assignment of blame, but a tool for continuous improvement. If you use it to assign blame, the team may be reluctant to participate in the future.  <\/li>\n<li>Document the results. Lessons learned are only useful if they can be found later and the right measures are taken based on them. Ideally, you should therefore document the results of the RCA in your project management system and immediately create the necessary measures.  <\/li>\n<li>Derive corrective measures from the RCA and make sure you implement them. This sounds banal, but is often forgotten in everyday life. However, an analysis without measures is a waste of time.  <\/li>\n<li>Also use root cause analyses for successes, not just problems. Such analyses can contribute to the successful implementation of future projects. <\/li>\n<\/ul><\/div>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_10  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Typical_errors_with_the_RCA\"><\/span>Typical errors with the RCA<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li><strong>Stop too soon:<\/strong> The first cause is rarely the root, so it makes sense to keep asking questions or use an additional method to get to the bottom of the actual causes.<\/li>\n<li><strong>No prioritization:<\/strong> Not every cause is equally critical. Analyze the risk and impact of the various causes. <\/li>\n<li><strong>No sustainability:<\/strong> Documentation, lessons learned sessions and knowledge management are part of this.<\/li>\n<\/ul><\/div>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_6  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_4_4 et_pb_column et_pb_column_6  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_11  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Conclusion\"><\/span>Conclusion<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Root Cause Analysis is a methodical approach to getting to the root of problems instead of just curing symptoms. Project managers who apply RCA consistently prevent recurring problems, improve their processes sustainably and strengthen their team through joint learning. <\/p><\/div>\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_d4_element et_pb_row et_pb_row_7  et_pb_css_mix_blend_mode et_block_row\">\n\t\t\t\t<div class=\"et_d4_element et_pb_column_1_2 et_pb_column et_pb_column_7  et_pb_css_mix_blend_mode et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_12  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><p>With the myPARM ProjectManagement project management software, you can document your RCA results in a structured manner directly in the system. Tasks, root cause analyses, corrective measures and responsibilities can be linked with each other and can therefore be accessed at any time. This means that your lessons learned can really be put into practice instead of gathering dust in folders.  <\/p><\/div>\n\t\t\t<\/div>\n\t\t\t<\/div><div class=\"et_d4_element et_pb_column_1_2 et_pb_column et_pb_column_8  et_pb_css_mix_blend_mode et-last-child et_block_column\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_13  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><p>Learn more about the project and portfolio management software myPARM:<\/p><\/div>\n\t\t\t<\/div><div class=\"et_pb_button_module_wrapper et_pb_button_0_wrapper et_pb_button_alignment_left et_pb_module \">\n\t\t\t\t<a class=\"et_pb_button et_d4_element et_pb_button_0 et_hover_enabled et_pb_bg_layout_light et_block_module\" href=\"https:\/\/parm.com\/en\/myparm\/\">More information on myPARM<\/a>\n\t\t\t<\/div><div class=\"et_pb_module et_d4_element et_pb_text et_pb_text_14  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t<div class=\"et_pb_text_inner\"><p>Would you like to get to know myPARM in a demo presentation? 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Read our blog post to find out how Root Cause Analysis (RCA) helps you get to the root of problems.  <\/p>\n","protected":false},"author":1,"featured_media":238356,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[49],"tags":[479,1200],"class_list":["post-238345","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-project-management","tag-projektmanagement-en","tag-projektmanagement-abc-en"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Root Cause Analysis<\/title>\n<meta name=\"description\" content=\"Root cause analysis in project management: finding causes instead of just fighting symptoms. 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Read our blog post to find out how Root Cause Analysis (RCA) helps you get to the root of problems.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/parm.com\/en\/root-cause-analysis\/\" \/>\n<meta property=\"og:site_name\" content=\"Parm AG\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/myparm\" \/>\n<meta property=\"article:published_time\" content=\"2025-07-16T08:54:28+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-06-01T13:46:55+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/parm.com\/wp-content\/uploads\/2025\/07\/Post_PM-ABC_RCA_EN.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"630\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Natascha Schleutker\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:title\" content=\"Getting to the root of problems in projects\" \/>\n<meta name=\"twitter:description\" content=\"Are problems in project management constantly recurring? 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