Using the 5Ws Framework: Why

Let’s take a look at how to use the “why” of the 5Ws framework to define problems and gather requirements for a digital transformation initiative.

Why does this initiative exist?

It’s surprising how many times there is not a clear answer to that question and it deserves to be asked.

There are a handful of follow up questions to help understand more about that answer, too.

1. Why is the timing for this initiative now versus in the near or distant future?

2. Why is the current approach (not) working, and why were previous approaches dropped?

3. Why is there unanimous or fractured alignment from stakeholders, and is it trending in any direction (convergence, divergence, or flat)?

4. Why is the initiative prioritized the way it is for the organization? Within the initiative, why is a specific requirement or feature prioritized over others?

5. Why are we expecting a specific outcome and is there tolerance for unexpected upside (opportunities) and downside (risk)?

Questions about timing and approach help discover the driving force behind the initiative.

• Is there influence from an internal factor (e.g. a new executive arrives) or an external factor (e.g. a new breakthrough technology is available)?

• Is the approach sustainable and intentional?

• Is it proactive or reactive?

Understanding alignment and the reasoning for each stakeholder’s position helps discover:

• Feasibility of the initiative

• Potential blockers to resolve

• Identify change management frameworks to use

Priorities in the macro and micro scale helps uncover whether the initiative will thrive or survive and is intertwined with alignment.

• Is there clear traceability to the organization’s current or future strategic plan?

• Is there alignment of the initiative’s metrics to organizational goals?

• Are highly prioritized requirements or features within the initiative congruent with or tangential to one another?

Finally, outcomes matter to most of us.

• Specific outcome: why do we expect this and how did we come to this conclusion?

• Unexpected upside: is there bandwidth to handle the opportunities that arise from this initiative going much better than thought?

• Unexpected downside: is the organization capable of taking the risk and impact of the initiative not achieving its desired outcome?

TLDR: Ask why questions to learn about timing, approaches, alignment, priorities, and ideal outcome with its upside and downside possibilities.