Affinity Diagram: A PMP Guide to Organizing Ideas

After dealing with everything from the small team initiatives to the enterprise-level transformations as a project manager, there are tools that refine results across the board. 

The Affinity Diagram is without exception, one of the most reliable methods in my project management arsenal. I have employed this sophisticated yet simple method time and time again to bring order to utter disorder, organize jumble of thoughts, and aid teams in discerning connections among seemingly unrelated information.

In this step-by-step guide, I intend to share everything you need to learn about Affinity Diagrams through the lens of a PMP. Whether you are preparing for your PMP exam or wanting to better your project management skills, this guide will equip you with the knowledge of how this multifaceted tool can help you change your problem-solving and idea organization approach.

The Diagram does not need the explanation as a tool of project management, but Affinity Diagrams have very peculiar traits.

An Affinity Diagram (in a PMP setting is known as an Affinity Chart) is a method to systematically sort plausible chunks of or data, ideas, or opinions into their logical categories. The technique was developed by Japanese anthropologist Jiro Kawakita in the 1960s and is sometimes referred to as the KJ Method (after his initials).

In project management, we describe the Affinity Diagram as a graphical representation that assists teams in discovering trends and relationships amongst chaotic, complex information. It is especially useful when working with fuzziness or when one has to organize output from different participants.

The PMBOK® Guide recognizes the Affinity Diagram as one of the important tools and techniques of data gathering and analysis. It is most applicable in the following knowledge areas:

• Project Scope Management
• Project Quality Management
• Project Communications Management
• Project Stakeholder Management

In a PMP context, I have been able to appreciate the value associated with Affinity Diagrams which includes the following:

• Better collaboration: Everyone takes part, so all team members have a stake in the process.
• Reduced bias: All ideas are worked on without consideration of who suggested them.
• Enhanced pattern recognition: Groupings that emerge from the data are less likely to be forced.
• Greater engagement: The active and visual aspects of the diagramation ensures participants remain focused.
• Faster consensus building: Teams come to an agreement more quickly regards what should take precedence and what actions to take.

A well constructed Affinity Diagram is developed through a systematic procedure. This is how I do it:

1. Organizing the brainstorming session

Clarifying the core question or problem is the first step that I take. This focus is critical in making sure that ideas which are generated are productive. For instance, 'Which factors are leading to our project delays?' or 'How do we enhance stakeholder satisfaction?'

I then gather the right participants, that is, those who have the requisite knowledge, experience, or even viewpoints. Here, the diversity of thought is very essential.

I also set up the digital or physical workspace with materials like sticky notes and markers or digital collaboration software.

2. Idea creation and capture

I remind participants to not restrict themselves while generating ideas for evaluation. Each idea will have to undergo evaluation and be placed on its uniquely styled sticky note or on a separate digital card. During this phase of brainstorming, I prioritize quantity over quality, and I edit later.

It is important that ideas are brief, in the range of 3 to 7 words, clearly written, and that there is enough movement to encourage vigorous responsive thinking. My time boundaries for this phase is usually 15 to 20 minutes.

3. Clustering and classifying defined ideas

This is the section where the magic happens. As a facilitator, I instruct the participants to group the notes into natural clusters using relationships that they intuitively understand. While grouping, there is no collaboration or conversation that occurs and it is done intuitively.

Team members group similar ideas together into clusters that are created on the wall or digital board. It is common for some ideas to be shifted multiple times until the final order is reached. The time allowed for the silent section is usually in the range of 15-30 minutes depending on how many ideas there are.

4. Making relationship and design header cards

After I stabilize groupings, I assist the team in creating header cards that communicate the meaning of each grouping. These headers must be short, while describing the most important aspect of the cluster.

As an example, if several notes concern face-to-face communication, the header could be 'Communication Breakdowns.' We then work on the headers until there is overall consensus that the grouped concepts are accurately represented.

5. Your Affinity Diagram is completed

Now, the last thing to do is document your Affinity Diagram, which should include:

• The ideas are grouped in clear outlines
• Every group has a header card
• Any relationships between groups have been captured
• Outcomes of any voting or prioritization if relevant to the context

I always take photos of diagrams, whether physical or hand-drawn, and convert them to digital formats for sharing later. The documentation becomes an important project artifact in the project management life cycle.
 

The Affinity Diagram method has been useful throughout my career from a project management perspective. Here are some use cases I found to be particularly helpful:

Collecting input from stakeholders and organizing their requirements

While collecting requirements from various stakeholders, the amount of information flowing in is often too much to handle. I have dealt with hundreds of requirements using Affinity Diagrams and their logical groupings helped in identifying themes, redundancies and gaps.

For instance, in one software implementation project, we gathered requirements from five different departments. The Affinity Diagram proved useful as it showed us how different departments had common needs and helped us know what to develop first.

Strategic approaches to solving major project problems

Whenever a project reaches a certain hurdle, its important to unblock and use Affinity Diagrams to organize complex challenges into simpler ones. I facilitated an Affinity Diagrams session with a team who had constant quality related issues. Organizing all possible causes helped us to narrow down to three major areas that needed the maximum focus. This helped us reduce defects by 67%.

Risk identification and the respective classification

During risk management planning, Affinity Diagrams capture and organize potential risks very well at granular levels. In a recent construction project, our team was able to identify more than 80 individual risks. Using the Affinity Diagram process, we consolidated these into seven risk categories (financial, technical, environmental etc.) which greatly improved the strategic nature of our risk response planning.

Team building and communication enhancement

Apart from achieving project objectives, Affinity Diagrams have proven useful in building better relations among team members. During one particular difficult project, I asked participants to note down all the out-of-control barriers towards progress. The Affinity Diagram that emerged exhibited deep-seated problems that, once addressed, greatly enhanced teamwork for the good of the organization.
 

To aid in deciding when an Affinity Diagram might be useful, I have developed the following comparison table.

The primary distinction between an Affinity Diagram and a Mind Map lies in structure and objective. A Mind Map has a starting concept from which branches come off in a hierarchical fashion, and an Affinity Diagram has organized ideas that are put into natural categories. Affinity Diagrams reveal underlying patterns, while Mind Maps illustrate hierarchical relationships.

Both sticky notes and whiteboards have served their purpose well with co-located teams. However, tools of technology are a necessity for distributed project teams. In my experience, these have worked the best:

Collaborative Digital Whiteboard Platforms

• Miro - My personal favorite for its ease of use and impressive collection of available templates.
• Mural - Excellent for facilitators with its timer and voting functions.
• Lucidchart - Works best with other project management tools due to its strong collaboration.

Project Management Software with Affinity Diagram Features

• Teams + Whiteboard - Ideal for companies that are already using the Microsoft ecosystem.
• Trello - Can be modified for Affinity Diagrams due to its card based structure.
• Notion - Works well with digital Affinity Diagrams due to its flexible database design.

When it comes choosing a digital tool, I keep in mind the following criteria:

• The possibility of collaboration in real time.
• The ease of rearranging and grouping objects.
• Possibility of exporting or sharing the final product.
• Collaboration within the existing frameworks of the project management systems.
• The amount of training required before employees are able to use the system.
   

In my experience, these are the most significant issues that arise while using the Affinity Diagram method.

Active diversity of perspectives during ideation

Pitfall: Homogeneous thinking is a significant barrier that limits the scope of ideas.

Solution: I purposefully integrate participants with diverse roles and backgrounds, and thinking styles. To address the hurdles posed by some team members' guardedness, the submission of ideas through anonymous channels is beneficial.

Avoiding groupthink while categorizing

Pitfall: The team succumbs to grouping ideas in an obvious or safe way

Solution: As I've described previously, I will combine the self-paced techniques and rely on intuition. Sometimes, I pose the query, "What other nontraditional groups might we be overlooking?"

Overcoming information overload

Pitfall: An excess of ideas makes the process cumbersome.

Solution: In cases with extremely large amounts of data, I might pre-sort the data before the team session, or use a multi-tiered approach with focus subteams concentrating on specific sections.

Staying on course for the Affinity Diagram process

Pitfall: Exhaustive sessions that are off-timeline or lacking in focus.

Solution: I implement timeboxing for each step of the process and manage a focus on objectives and desired outcomes. A dedicated facilitator, who is often myself, but does not actively take part in generating ideas, helps sustain forward movement.

With each new practice of the Affinity Diagram, these methods will help you at a higher level:

Complex Projects Associated With Advanced Methods

For exceptionally intricate cases, I occasionally resort to using a multi-level Affinity Diagram. After the first grouping is done, we arrange these groups into "super-groups," which are groups that capture broader themes or strategic areas.

Another advanced approach is how participants create a natural prioritization mechanism with the most important ideas or groups. This is done using the weighted Affinity Diagram where votes are placed on the most important ideas or groups.

Guidelines for Facilitators for Running Sessions

Based on my personal experience as a facilitator of multiple Affinity Diagram sessions, these are my top suggestions:

• Be prepared: All materials should be organized, and the location should be set up appropriately before the session commences.
• Provide constructive feedback: Order should be maintained during idea formulation spaces where diversity of thought is welcomed.
• Maintain proper engagement: Provide breaks during longer sessions and change between solo and group activities.
• Facilitate without bias: Do not provide opinions or influence arrangements as the facilitator.
• Provide intricate details: Capture and retain not just the final diagram, but decisions, key insights, and portions that stand out during document handling.

Sharing Outcomes With Executives

When presenting results of the Affinity Diagram to an executive audience, ensure to:

• Highlight the most important meaningful observations without elaborating on individual thoughts
• Always try to provide specifics (for example: "Over forty percent of the ideas regarded communication problems")
• Focus on the strategic goals or key measure for success and relate the findings to them.
• Be ready to defend specific recommendations which arise from the proposed solutions based on the patterns discovered.
• Include visuals that present sophisticated ideas and relationships in a lower level of complexity.
   

If you are preparing for the Affinity Diagram within the context of the PMP exam, it is crucial to note that the diagram may be applied under:

• Categories of data collection techniques
• Methods of team approach to problem solving
• Tools for quality management
• Approaches to requirement analysis

To assess your comprehension, consider this practice question:

Question: A project manager is organizing a session aimed at identifying and cataloging possible risks for a new undertaking.

The group has brainstormed ideas using sticky notes and is currently attempting arranging them into categories which forms a hierarchy. What technique is the project manager using?

A) Delphi Technique B) Affinity Diagram C) Fishbone Diagram D) Force Field Analysis

Answer: B) Affinity Diagram

As suggested in the case, idea generation and grouping them into stickied distinctions, an affinity diagram process suggests that grouping was employed.
 

To maximize the value of your Affinity Diagram process, I suggest focusing on these particular metrics:

Key Metrics to Track Effectiveness

• Participation rate: What proportion of the group participated?
• Idea volume: How many different ideas were offered?
• Action completion: What percent of the proposed actions were completed?
• Problem resolution: Are there any measurable changes to the defined area following the process?
• Time value ratio: Wasted time and value produced.

Follow-up techniques to ensure implementation

The Affinity Diagram's value is in the actions it provokes. Consequently, I always finalize my Affinity Diagram sessions by:

• Designating one owner to each action item
• Defining completion deadlines
• Conducting regular progress reviews
• Setting up to create visual dashboards aiding progress tracking.
• Celebrating value reinforcements as process harnessed success.
   

The Affinity Diagram is, indeed, one of the most flexible and powerful tools in the project manager's toolbox. In my career, I have observed countless times how it has the ability to bring order to disorder by helping the teams find patterns and solutions that would otherwise be overlooked.

The Affinity Diagram is especially useful in the context of Project Management Professional (PMP) due to its hybrid nature of being both simple and powerful. The approach is straightforward enough for any group to utilize in a timely manner; however, it is also sophisticated enough to address complicated, multifaceted problems that are difficult to analyze with standard methods.

If you only remember three main points from this article, let them be the following:

• Affinity Diagrams are exceptional at uncovering patterns in predominantly unorganized qualitative information, which makes them exceptionally useful during the requirements elicitation, problem solving, and stakeholder alignment processes.

• The approach entails achieving in the perfect balance between structure and intuition - executing the process while allowing logical groupings to surface.

• The benefits achieved should focus on the worth that the diagram brings and the actions alongside the insights it inspires - prioritize action.

I invite you to apply the Affinity Diagram strategy for your most challenging project. It does not matter if you have disordered requirements, conflicting stakeholder priorities, or ongoing problems that seem to be too simplistic, the Affinity Diagram process provides a framework that leads towards clarity and decisive action.

To improve your skills with Affinity Diagrams, I suggest the following materials:

Books:

• "Jogger 2: The Memory Jogger" by Michael Brassard and Diane Ritter.
• "Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers," by Dave Gray, Sunni Brown and James Macanufo

Professional Development:

• PMI Disciplined Agile toolkit resources (exclusive to PMI members)
• ASQ training on quality tools

Social Media:

• Forums on ProjectManagement.com
• Group for Project Management Professionals on LinkedIn