In 1 minute
- Separate the symptom from the cause and describe each problem with an example.
- Group the problems into five categories: process, configuration, data, integrations and adoption.
- Prioritize by operational impact, not by what is most visible.
- Define a first stage you can verify.
When a project is delayed or the system does not support the operation, each area may have a different explanation. Before adding new tasks, it is worth building a shared description of the problem.
The first goal is to understand what is preventing work and what information is missing to decide how to proceed.
Separate the symptom from the possible cause
“We still have to use a spreadsheet” is a symptom. The cause may be a process that was never defined, data that is not recorded, a missing feature or a person who needs training.
Describe each difficulty with an example: who does the task, what they expect to get and what actually happens. Keep the list from turning directly into a development request.
Group the problems into five categories
| Category | Question to start with |
|---|---|
| Process | Is there agreement on how the work should be done? |
| Configuration | Does the system support that workflow and its permissions? |
| Data | Does the necessary information exist and is it consistent? |
| Integrations or development | Are there dependencies or behaviors that need review? |
| Adoption | Do people know the workflow and have what they need to use it? |
The same problem may involve several categories. The classification guides the analysis; it does not replace the review.
Reconstruct what had been agreed
Gather scope, deliverables, decisions, tests and open items. If there is not enough documentation, record that limitation and rebuild the agreements with the people who took part.
This helps distinguish a pending feature, a later change in needs and a functional problem. Each situation may require a different response.
Prioritize by operational impact
Review what blocks necessary tasks, what compromises data quality and what depends on an earlier decision. Then evaluate effort and owners.
A visible improvement may be less urgent than an inconsistency affecting a core workflow. The order should reflect how the organization works.
Prepare a sheet for each problem
- Process and area affected:
- Person who can show the problem:
- Expected result:
- Observed result:
- Reproducible example, without unnecessary sensitive information:
- Frequency and impact:
- Workaround in use:
- Pending decisions or data:
- Person responsible for validating the fix:
Define a first stage you can verify
A recovery plan needs a scope that can be reviewed. Select a coherent set of problems, define the tests and agree on who accepts the result.
Before applying changes in production, prepare the validation and safeguards suited to the environment. Avoid introducing several fixes without being able to tell what changed and how it was checked.
When an external review can help
An external review can be useful when there is no shared view, dependencies are poorly documented or the team needs to compare alternatives. Its scope should make clear what is reviewed, what is delivered and what remains pending.
At Reswoy we offer an Odoo audit and assessment to sort out the situation and define next steps. Carrying out improvements is agreed afterwards, with its own scope.
