{"id":255258,"date":"2025-07-16T10:53:32","date_gmt":"2025-07-16T08:53:32","guid":{"rendered":"https:\/\/parm.com\/root-cause-analysis\/"},"modified":"2026-09-28T08:48:54","modified_gmt":"2026-09-28T06:48:54","slug":"root-cause-analysis","status":"publish","type":"post","link":"https:\/\/parm.com\/pl\/root-cause-analysis\/","title":{"rendered":"Root Cause Analysis"},"content":{"rendered":"\n<div class=\"et_pb_section_0 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_0 et_pb_row et_block_row\"><div class=\"et_pb_column_0 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_0 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>Project Management ABC: R for Root Cause Analysis<\/p>\n<h1>Tackling Project Problems at Their Root<\/h1>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_1 et_pb_row et_block_row\"><div class=\"et_pb_column_1 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_code_0 et_pb_code et_pb_module\"><div class=\"et_pb_code_inner\"><div class=\"shariff shariff-align-left shariff-widget-align-left\" style=\"display:none\"><ul class=\"shariff-buttons theme-round orientation-horizontal buttonsize-medium\"><li class=\"shariff-button facebook shariff-nocustomcolor\" style=\"background-color:#4273c8\"><a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https%3A%2F%2Fparm.com%2Fpl%2Froot-cause-analysis%2F\" title=\"Bei Facebook teilen\" aria-label=\"Bei Facebook teilen\" role=\"button\" rel=\"nofollow\" class=\"shariff-link\" style=\"; 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background-color:#126567; color:#fff\" target=\"_blank\"><span class=\"shariff-icon\" style=\"\"><svg width=\"32px\" height=\"20px\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewBox=\"0 0 25 32\"><path fill=\"#126567\" d=\"M10.7 11.9q-0.2 0.3-4.6 8.2-0.5 0.8-1.2 0.8h-4.3q-0.4 0-0.5-0.3t0-0.6l4.5-8q0 0 0 0l-2.9-5q-0.2-0.4 0-0.7 0.2-0.3 0.5-0.3h4.3q0.7 0 1.2 0.8zM25.1 0.4q0.2 0.3 0 0.7l-9.4 16.7 6 11q0.2 0.4 0 0.6-0.2 0.3-0.6 0.3h-4.3q-0.7 0-1.2-0.8l-6-11.1q0.3-0.6 9.5-16.8 0.4-0.8 1.2-0.8h4.3q0.4 0 0.5 0.3z\"\/><\/svg><\/span><\/a><\/li><li class=\"shariff-button mailto shariff-nocustomcolor\" style=\"background-color:#a8a8a8\"><a href=\"mailto:?body=https%3A%2F%2Fparm.com%2Fpl%2Froot-cause-analysis%2F&subject=Root%20Cause%20Analysis\" title=\"Per E-Mail versenden\" aria-label=\"Per E-Mail versenden\" role=\"button\" rel=\"noopener nofollow\" class=\"shariff-link\" style=\"; background-color:#999; color:#fff\"><span class=\"shariff-icon\" style=\"\"><svg width=\"32px\" height=\"20px\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewBox=\"0 0 32 32\"><path fill=\"#999\" d=\"M32 12.7v14.2q0 1.2-0.8 2t-2 0.9h-26.3q-1.2 0-2-0.9t-0.8-2v-14.2q0.8 0.9 1.8 1.6 6.5 4.4 8.9 6.1 1 0.8 1.6 1.2t1.7 0.9 2 0.4h0.1q0.9 0 2-0.4t1.7-0.9 1.6-1.2q3-2.2 8.9-6.1 1-0.7 1.8-1.6zM32 7.4q0 1.4-0.9 2.7t-2.2 2.2q-6.7 4.7-8.4 5.8-0.2 0.1-0.7 0.5t-1 0.7-0.9 0.6-1.1 0.5-0.9 0.2h-0.1q-0.4 0-0.9-0.2t-1.1-0.5-0.9-0.6-1-0.7-0.7-0.5q-1.6-1.1-4.7-3.2t-3.6-2.6q-1.1-0.7-2.1-2t-1-2.5q0-1.4 0.7-2.3t2.1-0.9h26.3q1.2 0 2 0.8t0.9 2z\"\/><\/svg><\/span><\/a><\/li><\/ul><\/div><\/div><\/div><\/div><\/div><div class=\"et_pb_row_2 et_pb_row et_block_row\"><div class=\"et_pb_column_2 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_image_0 et_pb_image et_pb_module et_block_module\"><span class=\"et_pb_image_wrap\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/parm.com\/wp-content\/uploads\/2025\/07\/Post_PM-ABC_RCA_EN.jpg\" width=\"1200\" height=\"630\" 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\" alt=\"Project Management ABC: R for Root Cause Analysis\" title=\"Post_PM-ABC_RCA\" \/><\/span><\/div><\/div><\/div><div class=\"et_pb_row_3 et_pb_row et_pb_equal_columns et_block_row\"><div class=\"et_pb_column_3 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_1 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>Problems in project management are like weeds. You can cut off the leaves to treat the symptoms, or you can pull them out by the roots. This is exactly where Root Cause Analysis (RCA) comes into play. We\u2019ll explain what it entails, why it\u2019s worth the effort, and how project managers can apply RCA in practice.<\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_4 et_pb_row et_block_row\"><div class=\"et_pb_column_4 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_2 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_88 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\/pl\/root-cause-analysis\/#What_exactly_is_root_cause_analysis\" >What exactly is root cause analysis?<\/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\/pl\/root-cause-analysis\/#Why_is_RCA_so_important_in_project_management\" >Why is 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\/pl\/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\/pl\/root-cause-analysis\/#Tips_for_Choosing_a_Method\" >Tips for Choosing a Method<\/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\/pl\/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\/pl\/root-cause-analysis\/#Common_Mistakes_in_RCA\" >Common Mistakes in 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\/pl\/root-cause-analysis\/#Conclusion\" >Conclusion<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"What_exactly_is_root_cause_analysis\"><\/span>What exactly is root cause analysis?<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, rather than just its visible effects.<\/p>\n<p>Let's take a classic example:<br \/>Your project has repeatedly fallen behind schedule. The apparent cause seems to be a delayed delivery of components. An RCA, however, would dig deeper and ask, for example:<\/p>\n<ul>\n<li>Why were the components delivered late?<\/li>\n<li>Why did the supplier plan for insufficient capacity?<\/li>\n<li>Why wasn't a risk assessment conducted before the order was placed?<\/li>\n<\/ul>\n<p>This is how you move from symptoms to causes. And only once you understand the causes can you implement lasting solutions to prevent similar problems in the future.<\/p>\n<p>Root Cause Analysis in Practice: A Well-Known Example<br \/>The 1986 explosion of the space shuttle Challenger is often cited in engineering as a tragic example of RCA. Initially, the fault was attributed to \u201cmaterial failure\u201d of the O-rings in cold temperatures. However, the root cause analysis revealed that management decisions and a disregard for warnings from engineers were the actual causes.<\/p>\n<p>An RCA therefore often uncovers not only technical causes, but also organizational and communication-related ones.<\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_5 et_pb_row et_block_row\"><div class=\"et_pb_column_5 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_3 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Why_is_RCA_so_important_in_project_management\"><\/span>Why is RCA so important in project management?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ol>\n<li>It prevents recurring problems, thereby saving time, money, and stress. Those who master RCA stop playing \u201cfirefighter\u201d and become strategic planners.<\/li>\n<li>It sustainably improves quality, as RCA focuses on systematic improvement rather than frantic ad-hoc fixes.<\/li>\n<li>Strengthens teamwork, because an 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>\n<\/div><\/div><div class=\"et_pb_text_4 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><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>\n<\/div><\/div><div class=\"et_pb_text_5 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h3>1. The 5 Whys Method<\/h3>\n<p>The 5 Whys method is the classic among RCA tools. It was developed by Sakichi Toyoda as part of the well-known Toyota Production System. The core of the method is to ask \u201cWhy?\u201d five times in order to gradually uncover the causal chain of a problem and thus move from the surface of the problem to its root cause. The number five is not a rule; sometimes three \u201cWhys\u201d are enough, while other times 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 \u201cWhy?\u201d is asked about the event that immediately preceded it. In other words, the first question asks why the problem occurred. The next question is then asked about the previous answer.<\/p>\n<p><strong>Example from everyday project work:<\/strong><br \/><strong>Problem:<\/strong> Project progress is behind schedule<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\u2019s vacation was not taken into account in resource planning<br \/>Why? There was no synchronization with the vacation schedule<br \/>Why? Vacation schedules 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 though this method is very easy to implement, you should carry it out as a team rather than alone at your desk. This way, the problem is examined from different perspectives, and you can identify the actual cause. Working together also makes it easier to determine whether an answer is truly the root cause or whether it merely provides a partial explanation.<\/p>\n<\/div><\/div><div class=\"et_pb_text_6 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h3>2. Ishikawa Diagram (Fishbone Diagram or Cause-and-Effect Diagram)<\/h3>\n<p>The Ishikawa diagram is ideal for complex problems with multiple contributing factors. It visualizes relationships and causes in categories such as:<\/p>\n<ul>\n<li>Human (e.g., lack of skills)<\/li>\n<li>Machine (e.g., software errors)<\/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 post<\/a>.<\/p>\n<\/div><\/div><div class=\"et_pb_text_7 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h3>3. Fault Tree Analysis (FTA)<\/h3>\n<p>Fault Tree Analysis (FTA) is an analytical technique that originated in the fields of safety and risk engineering but is also highly valuable in project management. FTA is particularly effective when dealing with technical or systemic problems. It uses logical gate diagrams (\u201cAND,\u201d \u201cOR\u201d) to identify which combinations of causes lead to a problem.<\/p>\n<p>Here's how the method works:<\/p>\n<ol>\n<li>Start with the top event. This is the undesirable event to be analyzed (e.g., \u201cThe system has failed\u201d).<\/li>\n<li>Next, identify all immediate causes.<\/li>\n<li>Represent the causes using logical relationships. There are two options for these relationships:\n<ul>\n<li>AND means that all causes must occur simultaneously for the top event to happen.<\/li>\n<li>OR means that even one of the causes is sufficient to trigger the top event.<\/li>\n<\/ul>\n<\/li>\n<li>Break down each cause further until you can no longer 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 is down<br \/>Causes (OR relationship): Hardware failure OR system overload OR faulty update. The top event can therefore be triggered independently by any of the three identified causes. <br \/>However, upon further analysis of the cause \u201csystem overload,\u201d it becomes apparent that the causes \u201csudden high traffic\u201d and \u201cno load balancing enabled\u201d trigger the top event when they occur simultaneously (AND operator). Here, the FTA shows that it is not just the high traffic that is the problem, but rather the lack of a scalable architecture that represents the actual vulnerability.<\/p>\n<p><em>Our tip: The <\/em>FTA is more time-consuming to prepare. Therefore, you should use it primarily for critical risks or issues related to security and compliance.<\/p>\n<\/div><\/div><div class=\"et_pb_text_8 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Tips_for_Choosing_a_Method\"><\/span>Tips for Choosing a Method<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 analysis 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 and systemic issues, risk assessments<\/p>\n<\/td>\n<td width=\"201\">\n<p>Detailed logic structures, precise cause-and-effect relationships<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div><\/div><div class=\"et_pb_text_9 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><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 in measurable terms. \u201cProject delay\u201d is too vague. A better example would be \u201cDelivery A is 3 days past the deadline.\u201d Back up the problem with facts, such as how long it has existed, who it affects, and what consequences or symptoms the problem causes. This will give you a comprehensive picture of the problem and allow you to analyze the root causes more precisely later on.<\/li>\n<li>Involve the team. The best insights often come from front-line employees, not just the project manager. Involving your team also speeds up the process of finding solutions and helps you identify causes for which you yourself may have been responsible.<\/li>\n<li>Distinguish between cause and responsibility. An RCA is not about assigning blame; it is 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 retrieved later and if the appropriate actions are taken based on them. Ideally, you should therefore document the results of the RCA in your project management system and create the necessary actions there right away.<\/li>\n<li>Use the RCA to identify corrective actions and make sure to implement them. That may sound obvious, but it\u2019s often overlooked in day-to-day work. However, an analysis without follow-up actions is a waste of time.<\/li>\n<li>Use root cause analyses even when things go well, not just when problems arise. Such analyses can help ensure the successful implementation of future projects.<\/li>\n<\/ul>\n<\/div><\/div><div class=\"et_pb_text_10 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Common_Mistakes_in_RCA\"><\/span>Common Mistakes in RCA<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li><strong>Stopping too soon:<\/strong> The first cause is rarely the root cause, so it makes sense to ask further questions or use an additional method to get to the bottom of the actual causes.<\/li>\n<li><strong>Failure to Prioritize:<\/strong> Not every cause is equally critical. Analyze the risk and impact of the various causes.<\/li>\n<li><strong>Lack of sustainability:<\/strong> Documentation, lessons-learned sessions, and knowledge management are all part of the process.<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_6 et_pb_row et_block_row\"><div class=\"et_pb_column_6 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_11 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><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 tackling problems at their root rather than merely treating symptoms. Project managers who consistently apply RCA prevent recurring problems, improve their processes in a sustainable way, and strengthen their team through collaborative learning.<\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_7 et_pb_row et_block_row\"><div class=\"et_pb_column_7 et_pb_column et_pb_column_1_2 et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_12 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><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 within the system. Tasks, root cause analyses, corrective actions, and responsibilities can be linked together, making them accessible at any time. This way, your lessons learned can truly be put into practice, rather than gathering dust in folders.<\/p>\n<\/div><\/div><\/div><div class=\"et_pb_column_8 et_pb_column et_pb_column_1_2 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_13 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>Learn more about the myPARM project and portfolio management software:<\/p>\n<\/div><\/div><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_0_wrapper preset--group--divi-button--divi-button--hi917qs--default_wrapper preset--module--divi-button--default_wrapper\"><a class=\"et_pb_button_0 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module preset--group--divi-button--divi-button--hi917qs--default preset--module--divi-button--default\" href=\"\/?page_id=37040\">Further information about myPARM<\/a><\/div><div class=\"et_pb_text_14 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>Would you like to get to know myPARM in a demo? Then make an appointment with us right away!<\/p>\n<\/div><\/div><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_1_wrapper preset--group--divi-button--divi-spacing--hl8mx1oobv_wrapper preset--group--divi-button--divi-button--hi917qs--default_wrapper preset--module--divi-button--default_wrapper\"><a class=\"et_pb_button_1 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module preset--group--divi-button--divi-spacing--hl8mx1oobv preset--group--divi-button--divi-button--hi917qs--default preset--module--divi-button--default\" href=\"https:\/\/calendly.com\/parmag\/myparm-webdemo\" target=\"_blank\">TERMIN VEREINBAREN<\/a><\/div><\/div><\/div><div class=\"et_pb_row_8 et_pb_row et_block_row\"><div class=\"et_pb_column_9 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_code_1 et_pb_code et_pb_module\"><div class=\"et_pb_code_inner\"><div class=\"shariff shariff-align-left shariff-widget-align-left\" style=\"display:none\"><ul class=\"shariff-buttons theme-round orientation-horizontal buttonsize-medium\"><li class=\"shariff-button facebook shariff-nocustomcolor\" style=\"background-color:#4273c8\"><a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https%3A%2F%2Fparm.com%2Fpl%2Froot-cause-analysis%2F\" title=\"Bei Facebook teilen\" aria-label=\"Bei Facebook teilen\" role=\"button\" rel=\"nofollow\" class=\"shariff-link\" style=\"; 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Perhaps you&#8217;re only addressing the symptoms instead of the root causes. Read our blog post to learn how Root Cause Analysis (RCA) can help you tackle problems at their source.<\/p>\n","protected":false},"author":1,"featured_media":238360,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[1258,1259],"class_list":["post-255258","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-unkategorisiert","tag-projektmanagement","tag-projektmanagement-abc"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Root Cause Analysis<\/title>\n<meta name=\"description\" content=\"Root Cause Analysis in Project Management: Identifying Causes Instead of Just Treating Symptoms. 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