Root Cause Analysis is more than just stating a problem

I recently spoke at the Test Automation and QA Summit in Toronto, where I delved into Root Cause Analysis (RCA) and its true purpose.

What made this talk stand out? The summit focused heavily on test automation and tech-driven quality improvements, but I took a different route. My session centred on process—not technology (except for a brief mention of Excel).

Right from the start, I got the audience involved by walking through real-world examples of finding process issues—without pointing fingers at individuals. We used the “5 Whys” method to dig into a problem, and the twist? The root cause wasn’t in software development at all—it was an HR process. You could see the surprise on everyone’s faces as we uncovered it.

One of the biggest pitfalls I see with RCA is skipping the data collection step. Too often, teams slap on a Band-Aid and hope the problem disappears. That only makes things worse, as the issue spreads and snowballs across other processes. Instead, we need to use data to support our findings, pinpoint the actual process causing the pain, and work together to resolve it.

Another key point: pay attention to recurring issues. One-off incidents may only require a quick fix, but if something keeps recurring, don’t ignore it. Track those patterns—they add up.

A server room floods because of a faulty AC unit. The total cost? About $60,000 to repair everything and restore data from backups. Plus, you can’t ignore the hidden costs—like unhappy clients.

Every software release racks up 150 overtime hours, costing $9,000 each time. With six releases a year, that’s $54,000 in extra spend—year after year.

The first example is a crisis—expensive, but not recurring. The second is a slow leak that organizations often ignore because it becomes “the way things are.”

Now, let’s say you do a solid RCA on the overtime issue and discover a bottleneck in your SDLC process. Fixing it will cost $25,000 up front. Executives might balk at the price tag, but show them the ROI: over 50% return in the first year alone, with savings compounding every year after. That’s real, ongoing value.

This approach is at the heart of ISO 9001:2015—continuous improvement.

I wrapped up my summit talk by reminding everyone that RCA is a team effort. If you can tell the right story with your findings, decision-makers will get it, and the value you unlock can be immense.

If you want to move beyond band-aid fixes and drive real, lasting improvement, let’s connect. Schedule a call or reach out at jberriault@berriaultandassociates.com. Let’s work together to uncover what’s really holding your team back—and build processes that deliver results.