Introduction
In project and procurement management there is involvement of groups to solve a problem and to come up with a theory that will generate ideas. Problem solving in groups is a complex procedure involving numerous techniques. In project and procurement management, problems are vast and complex hence the reason for systematic techniques to solve them. Therefore the techniques to be used result in: diverse viewpoints bringing various aspects of the problem; viable ideas as a result of people interaction; and creating innovative and new ideas (Kemp, 2004). This paper will highlight two techniques—brainstorming and Delphi—with a view of comparing them and showing when they can best be applied in solving problems in a group.
Brainstorming Technique
Krishnaswamy et al., (2009), defines brainstorming technique as a process where a group of people—six to ten—usually from different backgrounds give feedbacks on a certain question or theme. The main aim is to generate as many ideas as possible with criticism and evaluation being overlooked. In project and procurement management the technique is useful when combating a new problem or when identifying new ways of looking at new problems. The technique began in 1963 by Osborne and advised that for effective brainstorming it should be conducted in a free and uninhibited atmosphere (Kemp, 2004).
The group consisting of six to ten participants consists of half being experienced participants with the rest being from as many disciplines as possible so that they could contribute effectively to the solution of the problem at hand. Procedure of operating the technique begins with a warm up session where an introduction to the theme of discussion is made. Some interactive warm up is then made and then the problem to be discussed is presented in a form that is concise, sharp, and clear resulting in generation of numerous ideas. In this technique participants are advised to relax, express ideas in their head freely, improve other people’s ideas, and not to critique any idea including theirs. After the session, a panel of experts evaluate the ideas generated with sessions resulting to very many ideas being the best.
The advantage of the technique is that it results in many creative and innovative ideas since people are free to interact and contribute in solving ideas (Kemp, 2004). It also gives equal weight to all the numerous ideas generated. Furthermore, the technique can be used as a basis for sharing creative ideas. Disadvantage of this technique is that it can lead to generation of disputes which can hinder creativity. The technique can also be a bad avenue of getting ideas from introvert and shy participants (Kemp, 2004).
Delphi Technique
It is a survey technique of getting ideas through getting the opinions of isolated anonymous participants with a controlled feedback of opinions (Krishnaswamy et al., 2009). This technique is the application of expert opinion to solving, identifying, and temporal location of problems. The basis of the technique is that a structured and interactive questionnaire—a type of remote conferencing procedure—is very effective in getting opinions related to a specific problem. The major goals of performing the technique are numerous but they are grouped into two aims which are: determine and develop a wide range of possible alternatives; and to explore and identify underlying hypothesises that result in many judgments (kemp, 2004).
Therefore the technique is largely used in forecasting and entails features that include: obscurity; organized and statistical responses; and free from biases that originate from unrelated communications and of group pressures towards conformity (Krishnaswamy et al., 2009). The technique uses a series of three or four polling with questionnaires; the first of which is open ended with the main objective being to get group consensus on divergent opinions. The response from all experts are typically combined in the form of a summary and then sent to experts for review and to come up with opportunities for further comments.
The advantage of the technique is that remoteness and ambiguity of the process helps to avoid the problem of personal conflict and group thinking (Kemp, 2004). Participants have the time to think clearly, critically examine the theme and contribute fully in problem solving. The editing of the process by a facilitator also aids in filtering of unnecessary content hence efficient consolidation of results. Furthermore, results in this technique are fully tested and robust for consideration. The disadvantage of the technique is that it: requires skill in written communication; time consuming; risk of non-representative information since it comes from selective people; and non-creative ideas since concessions are in the middle (Kemp, 2004).
Conclusion
In looking at the two techniques they have different aims hence both of them can be used in project and procurement management. Brainstorming has the main intention of coming up with creative ideas to problem solving whereas Delphi technique is for forecasting purposes so as to avoid possible future problems. The way their techniques are carried out is also different with Delphi being more formal and procedural while brainstorming being informal with participants being care free. Formal procedures of Delphi technique involves the use of questionnaires, and polling with feedbacks being controlled. In brainstorming, feedbacks are uncontrolled with respondents coming up with as many ideas as possible without restrictions.
References
Kemp, S. (2004). Project Management Demystified. New York: McGraw Hill. Pp. 254-277
Krishnaswamy, K.N., Sivakumar, A.I., & Mathirajan, M. (2009). Management Research Methodology: integration of methods and techniques. Delhi: Pearson Education India. Pp. 59-67
