Define the problem

It's critical that you deeply understand and articulate the problem you're solving. With this deep understanding, you can be comfortable exploring, evaluating, and pivoting to different solutions.

Just as importantly, you need to bring everyone along with you. Your partners and teammates need to agree on the problem you're tackling and the problems you are not tackling. A well-written problem statement helps align and motivate your team around a common goal, providing focus and keeping distractions at bay.

Considerations: A good problem statement...

Defines the overlying problem
Surfaces the major challenges, focusing on the pain points that are most frequent, urgent, or encumbering
Articulates the impact of the problem, including who the problem affects and how much it affects them
Informs decisions about solutions without prescribing a specific solution
Inspires key stakeholders to commit to solving the problem

Activities: How to get there

Problem statements can be written at different levels or granularities, and you will likely find yourself defining the problem multiple times over the course of an engagement.

Understand the initial problem statement that led to your engagement with the client, and work with the client to periodically revise and refine it based on research.
Ask probing questions to uncover symptoms or solutions masquerading as root causes.
Draw on user and/or market research to validate pain points.
Prioritize pain points and research themes based on frequency, urgency, or impact.

Incorporation: What to do next

Document the problem throughout implementation and keep it visible and central. Refer to it regularly to help the team stay focused.
Use the problem statement to create the vision.
Use the problem statement to surface and resolve possible disagreements among stakeholders.
As you absorb new information, regularly reconsider the problem and update as appropriate.

Resources

What is a problem statement: An overview of what a problem statement is, what makes one strong vs. weak, and problem statements in the context of our work at 18F.
How to build a problem statement (1): A format / exercise for generating problem statements.
How to build a problem statement (2): Elements of a good problem statement, along with sample formats and examples.
How to build a problem statement (3): An exercise to identify the problems experienced, who is affected, and the impacts, as well as understand hopes and fears for the initiative.
How to prioritize problem statements (1): KJ Method, a general prioritization method involving brainstorming, affinity grouping, and ranking (e.g., dot voting).
How to prioritize problem statements (2): 2x2 Prioritization Matrix, a method often used to prioritize tasks or backlog items but that can be used more generally to sort items based on factors such as Effort vs Value.
How to identify the root cause of a problem: Five Whys, an iterative process for uncovering the root cause underlying the observable problem.