Problem Framing

Purpose

Produce a Problem Definition Document — a structured artifact that decomposes a vague or assumed problem into an evidence-graded problem statement with identified stakeholders, quantified opportunity size, mapped constraints, and prioritized sub-problems. This is the upstream skill that feeds every downstream PM activity: Discovery, Competitive Analysis, Spec Writing, and Metric Design. The output is not a brief or a pitch — it is a rigorous decomposition that forces the question "What exactly are we solving and for whom?" to be answered with evidence, not assumption.

When to Use / When NOT to Use

Use this skill when:

• A stakeholder says "we should build X" and you need to determine whether X solves a real problem
• You have a vague problem area ("user retention is bad") that needs decomposition into solvable sub-problems
• Multiple teams disagree on what the real problem is — you need a shared, evidence-graded definition
• You are starting a new product initiative and need to define the problem space before Discovery or Competitive Analysis
• A feature request arrives disguised as a problem statement and you need to peel back to the actual user pain
• You need to prioritize across multiple candidate problems with limited resources
• An existing product is underperforming and nobody agrees on why

Do NOT use this skill when:

• The problem is already well-defined and validated — you need a spec, not more framing (use Spec Writing)
• You need to understand the competitive landscape (use Competitive & Market Analysis — that skill consumes this one's output)
• You need to design metrics for an already-defined feature (use Metric Design & Experimentation)
• You need to run user research — this skill identifies what research to do, not how to do it (use Discovery & Research)
• The "problem" is a technical bug with a known root cause (use your bug tracker)

Anti-inputs (what this skill does NOT handle):

• Solution design or feature specification (-> Spec Writing skill)
• User research methodology and interview design (-> Discovery & Research skill)
• Competitive positioning (-> Competitive & Market Analysis skill)
• Metric hierarchy and experiment design (-> Metric Design & Experimentation skill)
• Organizational change management (this is product problem framing, not org design)

Format Rules

These rules govern every output produced by this codex. They are quality enforcement mechanisms derived from benchmarking against investment-grade problem definitions. They are mandatory, not optional.

Rule 1: Take Positions with Calibrated Confidence

Never use weasel words in conclusions. Replace "likely," "may," "could," "seems" with explicit confidence levels:

• H (>70%) — Strong evidence supports this conclusion. Act on it.
• M (40-70%) — Direction is probable but evidence is mixed. Validate before committing resources.
• L (<40%) — This is a hypothesis, not a finding. Do not act without further evidence.

Why: A problem statement grounded in validated behavioral data (H) requires a different response than one built from stakeholder assertions (L). Undifferentiated confidence obscures the distinction between "we know this hurts" and "someone told us this hurts."

Rule 2: Per-Cell Evidence Tier Annotation in All Tables

Every table cell making a substantive claim carries an inline evidence tier tag:

• Validated (T1) — grounded in behavioral data from affected users
• Researched (T2) — grounded in primary user research (interviews, observations)
• Inferred (T6) — based on reasoning or assumption

Why: A problem severity score based on user behavioral data (T1) carries different weight than one inferred from a stakeholder meeting (T5). Conflating them produces false confidence in the problem definition.

Rule 3: The O->I->R->C->W Cascade Applies to All Recommendations

Every problem framing recommendation or intervention follows:

OBSERVATION [evidence tier] -> IMPLICATION [mechanism] -> RESPONSE [specific action + owner] -> CONFIDENCE [H/M/L + key assumption] -> WATCH INDICATOR [observable signal]

Why: The most common problem framing failure is disconnected findings — "users struggle with onboarding" without specifying the mechanism, the recommended investigation, or the observable signal that confirms the problem is real and worth solving.

Rule 4: Framework Selection Before Application (Step 0)

Different problem types require different framework subsets. Always apply the Step 0b routing table before selecting which of the 8 frameworks to use.

Why: Applying all 8 frameworks to every problem inflates output 2-3x without improving decision quality. A prioritization question does not need 5 Whys root cause analysis; a root cause investigation does not need opportunity sizing.

Rule 5: Surface Contradictions Between Frameworks

When the Problem Definition Canvas and 5 Whys reach different conclusions about the root problem, or when Opportunity Sizing suggests high value but Problem-Solution Fit Assessment says the problem is not painful enough, surface the contradiction explicitly. Do not resolve artificially.

Why: Contradictions are the most valuable signals. A problem that scores high on opportunity size but low on validated severity is a hypothesis, not a finding — and that distinction changes the next action entirely.

Rule 6: Staleness Flags

Any claim based on data older than 6 months must carry [POTENTIALLY STALE -- verify before presenting].

Why: Problem landscapes shift. A pain point validated 12 months ago may have been solved by a competitor, a workaround, or a market shift. Tier labels alone are insufficient; recency matters independently of source quality.

Rule 7: Evidence-Limited Flags

If a key problem framing conclusion rests only on Tier 4-6 evidence, prepend it with [EVIDENCE-LIMITED: validate with Tier 1-2 before acting].

Why: A problem statement built entirely on stakeholder assertions (T5) and inference (T6) is a hypothesis document. Treating it as a validated problem definition is the single most expensive upstream mistake in product development.

Rule 8: Framework References Get One-Line Context

Not "Jobs-to-be-Done analysis" but "Christensen's framework for understanding why customers 'hire' products — we use it here to identify what functional, emotional, and social jobs the user is trying to accomplish, which reveals the real problem underneath the stated feature request." The reader needs to understand why a framework matters for their decision.

Rule 9: The Document Must Be Navigable by Non-Creators

Include a reading guide (by time and by role), a notation key, and layered depth. A VP should be able to read only the Executive Summary and understand the problem. A PM should be able to read through Findings and skip Deep Analysis. The full document is for the analyst or researcher who will design the next investigation. No reader should encounter unexplained notation.

Output Template (Mandatory Document Skeleton)

Every Problem Definition Document MUST follow this exact structure. Copy this skeleton and fill it in. Do not reorder sections, skip sections, or invent new top-level sections. If a framework was skipped in Step 0b, note "Skipped -- not load-bearing for this question type" in that section.

# Problem Definition Document: [Subject -- e.g., "Enterprise Onboarding Drop-Off"]

> **Date:** [YYYY-MM-DD] | **Confidence band:** [Overall H/M/L] | **Staleness window:** [Date after which key claims need revalidation]

---

## Executive Summary

[5 sentences max. A VP reads only this and understands: what the problem is, who has it, how big it is, why it matters now, and what the recommended next step is. No framework names, no jargon, no evidence tier tags. Plain language a non-PM exec can act on. Final sentence = the recommended next action in bold.]

---

## How to Read This Document

**What this is:** A problem definition -- not a solution proposal, not a spec, not a brief. It answers "What exactly are we solving and for whom?" with evidence-graded confidence. It is the upstream artifact that feeds Discovery, Competitive Analysis, and Spec Writing.

**Reading by time available:**

| Time | Read | You'll get |
|---|---|---|
| **5 min** | Executive Summary only | The problem, who has it, how big it is, and the recommended next step |
| **15 min** | Executive Summary + Problem Statement + Opportunity Sizing | The structured problem definition with quantified impact |
| **30 min** | Full document through Recommendations | Complete problem decomposition with constraints, stakeholders, and prioritization |
| **Deep dive** | Everything including Appendix | Full framework applications, assumptions, adversarial self-critique |

**Reading by role:**

| Role | Start with | Then read | Skip unless curious |
|---|---|---|---|
| VP / Exec | Executive Summary | Opportunity Sizing (section 5), Recommendations (section 10) | Framework sections, deep root cause analysis |
| PM Lead | Executive Summary | Problem Statement (section 2), Constraint Map (section 7), Prioritization (section 9) | Individual framework deep dives |
| Researcher / Designer | Full document in order | Root Cause (section 3), JTBD Framing (section 4), Stakeholder Matrix (section 8) | Opportunity Sizing financial details |
| Engineer | Executive Summary | Constraint Map (section 7), Problem Statement (section 2) | Stakeholder analysis, prioritization methodology |

---

## Notation Key

**Confidence levels** -- applied to every problem framing conclusion:
- **H (>70% confident)** -- Strong evidence supports this conclusion. Act on it.
- **M (40-70%)** -- Direction is probable but evidence is mixed. Validate before committing resources.
- **L (<40%)** -- This is a hypothesis, not a finding. Do not act without further evidence.

**Evidence tiers** -- how we know what we claim to know (tagged inline as T1-T6):
- **T1** -- Direct user behavioral data: what people DO (usage analytics, support tickets, churn data, session recordings)
- **T2** -- Primary user research: structured interviews, contextual inquiry, usability observations
- **T3** -- Expert analysis with disclosed methodology: UX research reports, domain expert assessments
- **T4** -- Market/industry reports: Gartner, Forrester, industry surveys (useful for sizing, less for problem specifics)
- **T5** -- Stakeholder assertions: internal claims, executive opinions, sales team anecdotes
- **T6** -- Assumptions/inference: first-principles reasoning, analogies from other domains (weakest)

**Problem severity ratings:**
- **Critical** -- Users cannot accomplish their goal; abandon or churn
- **Major** -- Users accomplish the goal but with significant friction or workaround
- **Minor** -- Annoyance that does not change behavior or outcomes

**Recommendation format** (O->I->R->C->W):
- **O**bservation -- What we see (with evidence tier)
- **I**mplication -- Why it matters (the mechanism)
- **R**esponse -- What to do (specific action + owner + timeline)
- **C**onfidence -- How sure we are (H/M/L + key assumption)
- **W**atch -- How to know if we're wrong (observable signal)

**Flags:**
- `[POTENTIALLY STALE]` -- Source data is >6 months old; verify before presenting
- `[EVIDENCE-LIMITED]` -- Conclusion rests on T4-T6 evidence only; validate with stronger data before acting

---

## Step 0: Context Fitness Check

Before selecting frameworks, verify that a Problem Definition Document is the right artifact.

| Question | If Yes | If No |
|---|---|---|
| **Is the problem space genuinely unclear or contested?** | Proceed to Problem Framing. This is exactly when you need it. | If the problem is already well-defined and validated, skip to Spec Writing or Discovery. A Problem Definition Document for an already-validated problem is overhead. |
| **Do you have access to user behavioral data (T1) or primary research (T2)?** | Problem definition can produce H-confidence conclusions. | Flag prominently: "This problem definition is built from stakeholder input and inference (T5-T6). All problem statements are hypotheses -- validate with user research before committing to solutions." Cap confidence at M for problem severity claims. |
| **Is the requester asking for a problem definition or already asking for a solution?** | Proceed normally. | The requester may need to be redirected. A Problem Definition Document that arrives when the team expects a feature spec will frustrate. Clarify the purpose: "This document defines WHAT to solve. The next step is HOW." |
| **Are multiple stakeholders involved with potentially different views of the problem?** | Stakeholder Impact Matrix (F7) is load-bearing. Apply it. | If single stakeholder, Stakeholder Impact Matrix can be simplified or skipped. |
| **Is there time pressure to ship something immediately?** | Produce a Quick Version (10-step) problem definition; flag gaps for later validation. | Full Version with all applicable frameworks. |

**If the core answer is "the problem is already clear":** State this prominently. Recommend the appropriate downstream skill instead. A Problem Definition Document for a validated problem is waste.

---

## Step 0b: Framework Selection

| Question type | Primary frameworks (apply in full) | Supporting frameworks (scan only) | Skipped (why) |
|---|---|---|---|
| [e.g., "Decompose a vague problem"] | [e.g., F1 Problem Definition Canvas, F2 5 Whys, F3 JTBD Problem Framing] | [e.g., F5 Problem-Solution Fit, F7 Stakeholder Matrix] | [e.g., "F8 ICE/RICE -- single problem, no prioritization needed"] |

**Framework Selection Routing Table:**

| Question Type | Prompt Signals | Primary Frameworks | Frameworks to Skip |
|---|---|---|---|
| **Decompose a vague problem** | "what's the real problem", "users are struggling", "something is broken" | F1 Problem Definition Canvas, F2 5 Whys, F3 JTBD Problem Framing | F4 Opportunity Sizing (premature), F8 ICE/RICE (single problem) |
| **Quantify a known problem** | "how big is this", "should we invest", "is this worth solving" | F4 Opportunity Sizing, F5 Problem-Solution Fit, F7 Stakeholder Impact | F2 5 Whys (root cause already known), F6 Constraint Mapping (premature) |
| **Prioritize across problems** | "which problem first", "where to focus", "rank these" | F4 Opportunity Sizing, F8 ICE/RICE Prioritization, F5 Problem-Solution Fit | F2 5 Whys (apply per-problem, not across set), F6 Constraint Mapping (apply after selection) |
| **Root cause investigation** | "why is this happening", "symptoms vs. cause", "keeps recurring" | F2 5 Whys, F1 Problem Definition Canvas, F6 Constraint Mapping | F4 Opportunity Sizing (premature), F8 ICE/RICE (single problem) |
| **Stakeholder alignment** | "everyone disagrees", "leadership wants X but users need Y", "political" | F7 Stakeholder Impact Matrix, F1 Problem Definition Canvas, F3 JTBD | F8 ICE/RICE (not a prioritization problem), F4 Opportunity Sizing (secondary) |
| **Constraint discovery** | "what can we actually do", "regulatory limits", "tech debt", "timeline" | F6 Constraint Mapping, F1 Problem Definition Canvas, F5 Problem-Solution Fit | F2 5 Whys (not a root cause problem), F8 ICE/RICE (not a prioritization problem) |
| **Full problem definition** | "define the problem space", "new initiative", "starting from scratch" | All -- tier explicitly: 4 primary, rest supporting | None -- but label tiers and apply primary frameworks at full depth, supporting at scan depth |

---

## 1. Problem Statement

**One-sentence problem statement:** [Who] experiences [what pain] when [trigger/context], resulting in [measurable consequence].

**Confidence:** [H/M/L] | **Evidence basis:** [T1/T2/.../T6]

**Problem type:** [New problem / Existing problem worsening / Existing problem newly visible / Assumed problem needing validation]

---

## 2. Problem Definition Canvas

| Dimension | Finding | Evidence | Confidence |
|---|---|---|---|
| **Who has this problem?** | [Specific user segment, not "users"] | (TX: source) | H/M/L |
| **What are they trying to do?** | [The goal, not the feature they want] | (TX: source) | H/M/L |
| **What do they do today?** | [Current behavior including workarounds] | (TX: source) | H/M/L |
| **Why is that painful?** | [Specific friction, cost, risk, or failure] | (TX: source) | H/M/L |
| **What triggers the pain?** | [The moment or context where pain is acute] | (TX: source) | H/M/L |
| **What does "good" look like?** | [Desired end state in the user's words] | (TX: source) | H/M/L |
| **How do they know it's solved?** | [Observable success criteria from user perspective] | (TX: source) | H/M/L |

---

## 3. Root Cause Analysis

**Presented problem:** [What the stakeholder or user SAID the problem is]
**Root problem:** [What the 5 Whys analysis reveals the actual problem is]

| Layer | Why? | Evidence | Tier |
|---|---|---|---|
| Surface symptom | [Presented complaint] | (TX: source) | TX |
| Why 1 | [First layer cause] | | |
| Why 2 | [Deeper cause] | | |
| Why 3 | [Structural cause] | | |
| Why 4 | [System-level cause] | | |
| Why 5 (root) | [Root cause] | | |

**Divergence check:** Does the root cause match the presented problem? If not, flag the gap explicitly. The stakeholder expects you to solve the surface symptom; the analysis says the root is elsewhere. This is a critical communication moment.

---

## 4. JTBD Problem Framing

| Job Dimension | Finding | Evidence | Unmet? |
|---|---|---|---|
| **Functional job** | [What they're trying to accomplish] | (TX) | Over-served / Under-served / Unserved |
| **Emotional job** | [How they want to feel] | (TX) | Over-served / Under-served / Unserved |
| **Social job** | [How they want to be perceived] | (TX) | Over-served / Under-served / Unserved |

**Consumption chain analysis:**

| Phase | Current behavior | Pain points | Opportunity |
|---|---|---|---|
| Before (trigger/discovery) | | | |
| During (active use) | | | |
| After (outcome/follow-up) | | | |

**Competing "hires":** [What else does the user "hire" for this job? Include manual processes, workarounds, doing nothing, and competitor products.]

---

## 5. Opportunity Sizing

| Dimension | Estimate | Evidence | Confidence |
|---|---|---|---|
| **Frequency** -- How often does this problem occur? | [X times per user per week/month] | (TX) | H/M/L |
| **Severity** -- How painful is each occurrence? | [Critical/Major/Minor + user impact] | (TX) | H/M/L |
| **Breadth** -- How many users are affected? | [N users or % of base] | (TX) | H/M/L |
| **Willingness to pay/switch** -- Would they change behavior? | [Evidence of switching, payment, workaround investment] | (TX) | H/M/L |

**Opportunity Score:** Frequency x Severity x Breadth x Willingness = [Composite score with calculation shown]

**Scoring rubric for each dimension (1-5 scale):**

| Score | Frequency | Severity | Breadth | Willingness |
|---|---|---|---|---|
| **5** | Multiple times daily | Cannot complete goal; churns | >50% of user base | Actively paying for workarounds |
| **4** | Daily | Significant time/effort wasted | 25-50% of user base | Would switch products for this |
| **3** | Weekly | Noticeable friction, uses workaround | 10-25% of user base | Would try a solution if easy |
| **2** | Monthly | Minor annoyance | 5-10% of user base | Aware of pain but not acting |
| **1** | Rarely | Barely notices | <5% of user base | Does not recognize the pain |

**Composite score interpretation:**
- **80-125** (5x5x5x1 to 5x5x5x1): Severe, widespread, frequent -- high-priority problem
- **40-79**: Significant problem worth investigating further
- **15-39**: Moderate problem -- validate severity and willingness before committing
- **<15**: Likely not worth dedicated investment unless strategic

---

## 6. Problem-Solution Fit Assessment

Before any solution work begins, assess whether this is a real problem worth solving.

| Test | Question | Finding | Pass/Fail |
|---|---|---|---|
| **Existence test** | Do real users actually have this problem? (Not: do stakeholders believe they do?) | [Finding + evidence tier] | PASS / FAIL / UNVALIDATED |
| **Severity test** | Is the problem painful enough to change behavior? | [Finding] | PASS / FAIL / UNVALIDATED |
| **Frequency test** | Does it occur often enough to justify a persistent solution? | [Finding] | PASS / FAIL / UNVALIDATED |
| **Willingness test** | Would users adopt a solution? (Pay, switch, learn, change workflow) | [Finding] | PASS / FAIL / UNVALIDATED |
| **Solvability test** | Can this problem be solved within our constraints? | [Finding] | PASS / FAIL / UNVALIDATED |
| **Timing test** | Why now? What has changed that makes this problem newly solvable or newly urgent? | [Finding] | PASS / FAIL / UNVALIDATED |

**Decision rule:**
- **All 6 PASS**: Problem is validated. Proceed to Discovery and/or Spec Writing.
- **1-2 FAIL**: Investigate the failing dimensions. The problem may be real but the framing may be wrong.
- **3+ FAIL**: This is not a problem worth solving in its current framing. Re-frame or deprioritize.
- **Any UNVALIDATED**: This is a hypothesis, not a validated problem. Design research to validate before committing resources. Flag as `[EVIDENCE-LIMITED]`.

---

## 7. Constraint Map

| Constraint Type | Constraint | Impact on Solution Space | Negotiable? | Source |
|---|---|---|---|---|
| **Technical** | [e.g., "Legacy API cannot handle real-time events"] | [Eliminates solution class X] | Y/N | (TX) |
| **Business** | [e.g., "Cannot increase pricing this quarter"] | [Constrains monetization approach] | Y/N | (TX) |
| **Regulatory** | [e.g., "GDPR requires data residency in EU"] | [Limits architecture options] | N | (TX) |
| **Timeline** | [e.g., "Must ship before Q3 board meeting"] | [Constrains scope and quality tradeoff] | Partially | (TX) |
| **Resource** | [e.g., "2 engineers for 6 weeks"] | [Limits implementation complexity] | Y/N | (TX) |
| **Organizational** | [e.g., "Requires sign-off from 3 VPs"] | [Adds approval latency] | Partially | (TX) |
| **User** | [e.g., "Users will not install a desktop agent"] | [Eliminates solution class Y] | N (behavioral) | (TX) |

**Constraint interaction matrix:** [Note any constraints that compound -- e.g., timeline + resource = scope must be cut. These compound constraints are often the real decision drivers.]

**Critical distinction:** Constraints are NOT the same as assumptions. A constraint is a verified limitation. An assumed constraint should be listed in the Assumption Registry with a plan to validate.

---

## 8. Stakeholder Impact Matrix

| Stakeholder | Problem Impact | Power (1-5) | Interest (1-5) | Current Position | Action Needed |
|---|---|---|---|---|---|
| [e.g., "End users -- data analysts"] | [How this problem affects them] | X | X | Champion / Supporter / Neutral / Resistant | [What to do about this stakeholder] |
| [e.g., "IT admins"] | [How this problem affects them] | X | X | | |
| [e.g., "VP Product"] | [How this problem affects them] | X | X | | |
| [e.g., "Engineering lead"] | [How this problem affects them] | X | X | | |

**Scoring rubric:**

| Score | Power | Interest |
|---|---|---|
| **5** | Can unilaterally approve/kill the initiative | Problem directly affects their core metrics/goals |
| **4** | Strong influence on decision; effective veto | Problem is a top-3 concern for them |
| **3** | Moderate influence; voice in the room | Aware and somewhat affected |
| **2** | Minimal direct influence | Tangentially affected |
| **1** | No decision authority | Unaware or unaffected |

**Stakeholder strategy grid:**

| | High Interest | Low Interest |
|---|---|---|
| **High Power** | **Manage closely** -- these stakeholders define your constraints and your approval path. Align on problem definition before proceeding. | **Keep satisfied** -- they can block you but won't unless provoked. Keep informed; do not surprise. |
| **Low Power** | **Keep informed** -- they care but can't block. Valuable for evidence gathering and validation. | **Monitor** -- minimal investment. |

**Key insight:** The stakeholder who PRESENTS the problem and the stakeholder who HAS the problem are often different people. A VP saying "our users need X" is a T5 claim. The users themselves are the T1/T2 source. Always trace the problem to the person experiencing it.

---

## 9. Problem Prioritization

| Problem | Impact (1-5) | Confidence (1-5) | Ease (1-5) | ICE Score | RICE Score | Rank |
|---|---|---|---|---|---|---|
| [Problem 1] | X (TX) | X | X | [I*C*E] | [R*I*C/E] | |
| [Problem 2] | | | | | | |
| [Problem 3] | | | | | | |

*If only one problem is being framed, this section is "Skipped -- single problem, no prioritization needed."*

---

## 10. Recommendations (O->I->R->C->W Cascade)

**Recommendation 1: [Title]**
- **Observation** [TX]: [What we see]
- **Implication**: [Why it matters -- the mechanism]
- **Response**: [Specific action + owner + timeline]
- **Confidence**: [H/M/L] -- assumes [key assumption]
- **Watch**: [Observable signal]; if [threshold], re-assess

**Recommendation 2: [Title]**
- **Observation** [TX]: ...
- **Implication**: ...
- **Response**: ...
- **Confidence**: ...
- **Watch**: ...

**Recommendation 3: [Title]**
[Same structure]

---

## Cross-Framework Contradictions

| Contradiction | Framework A says | Framework B says | Resolution / Which to weight |
|---|---|---|---|
| [e.g., "Problem severity vs. opportunity size"] | [Canvas: problem is Critical] | [Opportunity Sizing: breadth is <5%] | [Which matters more and why -- e.g., "Critical pain for a tiny population may not justify investment unless the segment is strategic"] |

---

## Assumption Registry

| # | Assumption | Framework it underpins | Confidence | Evidence | What would invalidate this |
|---|---|---|---|---|---|
| 1 | | | H/M/L | (TX) | |
| 2 | | | H/M/L | (TX) | |
| 3 | | | H/M/L | (TX) | |

---

## Adversarial Self-Critique

**Weakness 1: [Title]**
[Steelmanned argument against the problem definition. What assumption is made? What evidence would disprove it? Scenario where this problem framing leads the team in the wrong direction.]

**Weakness 2: [Title]**
[Same depth]

**Weakness 3: [Title]**
[Same depth]

---

## Revision Triggers

| Trigger | What to re-assess | Timeline |
|---|---|---|
| [Observable event] | [Which sections break] | [When to check] |

---

## Sources

[All sources cited in the analysis, with evidence tier and date.]

Rules for using this template:

1. Do not skip sections. If a section is not applicable, write "Skipped -- [reason]" and move on.
2. Every table cell with a claim or rating must have an evidence tier tag -- (T1) through (T6).
3. Section headers are conclusions, not labels. Replace generic headers (e.g., "Root Cause Analysis") with insight headers (e.g., "Users Don't Have an Onboarding Problem -- They Have a Trust Problem") after completing the section.
4. The Executive Summary is written last but appears first. Do not write it until all sections are complete.
5. Progress on the Problem-Solution Fit tests is the single most important output. If any test is UNVALIDATED, the entire document is a hypothesis -- flag this prominently.

Domain Frameworks

This section IS the knowledge weapon. Each framework is encoded with its scoring rubrics, decision tables, and application methodology -- not merely referenced. A PM using this skill produces problem definitions that require these frameworks; without them, the output degrades to opinion and assumption.

Framework 1: Problem Definition Canvas

The foundational decomposition framework. Forces seven questions that most problem statements skip, producing a structured definition that can be tested and communicated.

The Seven Dimensions:

Application method:

1. Fill in each dimension with the best available evidence
2. Tag evidence tier for each cell
3. Identify the weakest cells -- these are research priorities
4. Validate the Canvas with at least one representative user (T2) or behavioral data source (T1) before treating it as complete
5. If >3 cells are T5-T6, the Canvas is a hypothesis, not a problem definition. Flag prominently.

Decision table -- Canvas completeness:

Framework 2: 5 Whys / Root Cause Analysis

A systematic peeling technique to find the real problem underneath the presented symptom. Deceptively simple but frequently misapplied. The power is in the discipline, not the counting.

The 5 Whys Protocol:

1. Start with the observable symptom -- not the stakeholder's interpretation. "Users are churning" (observable) not "Users don't like our product" (interpretation).
2. Ask "Why?" and answer with evidence, not speculation. Each layer must cite evidence (even if it's T5-T6). An unevidenced "why" is a guess, not a root cause.
3. Stop when you reach a cause you can act on -- not necessarily at "Why 5." Some root causes surface at Why 2. Others require Why 7. The number is a guideline, not a rule.
4. Branch when "Why?" has multiple valid answers. Root causes are often multi-factorial. A single-branch 5 Whys misses interaction effects.
5. Validate the root cause by testing the chain in reverse. Read the chain backward: "Because [root cause], [cause 4] happens, which causes [cause 3]..." If any link breaks, the chain is wrong.

Common failure modes in 5 Whys:

Output format -- 5 Whys Tree:

Symptom: [Observable problem]
|
+-- Why 1: [First-order cause] (TX: evidence)
    |
    +-- Why 2: [Second-order cause] (TX: evidence)
        |
        +-- Why 3a: [Branch A] (TX: evidence)
        |   |
        |   +-- Why 4a: [Deeper cause] (TX)
        |       |
        |       +-- ROOT CAUSE A: [Actionable root cause] (TX)
        |
        +-- Why 3b: [Branch B] (TX: evidence)
            |
            +-- ROOT CAUSE B: [Actionable root cause] (TX)

Root cause validation checklist:

• Reading the chain backward makes logical sense
• Each link has at least T5-level evidence (not pure speculation)
• The root cause is something you can act on (not "the market changed")
• If the root cause were eliminated, the symptom would plausibly disappear
• You have not disguised a solution as a root cause

Framework 3: Jobs-to-be-Done Problem Framing

Christensen's JTBD framework applied at the problem level -- not the solution level. The core insight: users don't have problems with your product. They have jobs they are trying to accomplish, and your product is one of several things they might "hire" for the job. Understanding the job reveals the real problem; understanding the product reveals only the symptom.

JTBD Structure for Problem Framing:

Why all three dimensions matter for problem framing:

A PM who sees only the functional job designs a better report builder. A PM who sees the emotional job realizes the real problem is data confidence, not report generation. A PM who sees the social job realizes the user needs their manager to trust the output -- which means the problem might be solved by visible data provenance, not faster report creation.

Competing "hires" analysis:

Critical insight: "Doing nothing" and "workaround" are the most common competitors in problem framing. If users have a workaround that sort-of works, the problem is real but the switching cost is nonzero. If users are not doing the task at all, either the pain is not severe enough or you have a new-market opportunity.

Job map -- the consumption chain:

Decision triggers from JTBD analysis:

Framework 4: Opportunity Sizing Framework

Quantifies the problem space across four dimensions to produce a defensible "is this worth solving?" assessment. Not a TAM calculation -- that comes later. This is problem-level sizing: how big is the pain?

The Four Dimensions:

Scoring rubric (1-5 per dimension):

Composite scoring:

Opportunity Score = Frequency x Severity x Breadth x Willingness

**Criti

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