Problem Solving and Leadership: Creating an Effective Solutions Based Approach to Project Challenges
The field of project management and the nature of the work provides a wide range of options for project practitioners having a proclivity towards variety and creative solutions.
Despite their similarities our familiarity of projects, venues and markets have unique cultures, challenges and demographics that are impacted by the global economy. As project practitioners’, we endeavor and are engaged to provide advice, analysis, leadership, and effective solutions that deliver optimal results to our stakeholders and organizations.
It becomes increasingly important that our roles reflect that contribution and the ability to proactively predict, evaluate and resolve issues. How we approach those challenges, communicate with stakeholders, and determine the appropriate resolution for presentation, requires forethought and planning for the best results.
Determining that approach can be a key factor in project progression, help in identifying potential roadblocks and assist in team development and overall team camaraderie.
Taking an Initiative in Developing a Plan to Problem Solving creates a Solution Based Approach to Project Challenges and carrying out the effort, fosters leadership.
The PMI “Talent Triangle®” has been described as a “combination of technical, behavioral and strategic components of the project management practice “.
These areas can also serve as a guide to resolving challenges upon taking on project work, particularly in fast paced environments. Ideally, this effort can be included in your project plan and supplemented within individual and team contributions, as well as how we assess urgent project challenges and “putting out fires”, as the project progresses.
A helpful approach to this process development is anchored in identification, follow-through and closure and might include the following:
Upon receipt or knowledge of the issue, immediately review the concerns and the applicable dynamics allowing what can be considered, a “pulse set”, to determine the parameters, its distribution and the steps needed to effectively resolve.
Keep a tracking log or module and provide periodic updates with an action component determining where the “ball is” at any given time. The “pulse” of the issue can be as important as the overall project work, could have significant impacts and should be communicated accordingly.
Determine the sequence of its issuance inclusive of the analysis process, solutions determination, implementation, and closure.
Before issuing correspondence, determine the immediate and relevant stakeholders, stay abreast of the accepted communication protocol and any changes thereof. Stopping by a team members office, a quick phone call or voice message can go a long way in resolution and keeping those items on the radar.
As individual contributors: develop your management plan, and if warranted take an initiative on resolution, when appropriate, while understanding the boundaries of the role.
Set agenda-based reviews and meetings, quick A/E conferences and “kickoffs” where applicable to ensure issues do not get lost in translation and transition. Be abreast of impending dates, work and impacts that may deem the issue critical.
Maintain correspondence, oversight and follow-up until closure and be sure to determine/define closure of the issue.
Staying abreast of project challenges, looking ahead towards resolutions, and being cognizant of which “court the ball is in” will help in streamlining an effective project challenges solutions-based approach and steer your team towards successful project completion. NFB
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