Creative Thinking and Problem Solving, from a Project Manager’s Perspective (Part 2 of 2)

This is the second of a two-part series that discusses how creative thinking and problem solving can impact the way projects are managed.  Part one examined the project delivery process.  We will now continue the discussion by exploring the ways we can change our behavior for the better within the existing processes we already use each day.

2. How can project managers work the principles of a creative thinking process into our roles?

All day every day we are called on to solve problems. We have status meetings to identify issues. We have status reports and issue logs to document issues. We have client calls to discuss and resolve issues. We have escalation processes to remind us that we occasionally let an issue get out of control and need help to rein it in.

But what if there is a better way to think about the issues themselves? What if, in addition to tracking issues and talking through resolutions, there are some ways we can better think through solutions to our clients’ problems, both the stated ones and the unstated ones? Here are a few ideas that I found most useful, valuable, and relevant to my life as a project manager. I hope I can remember to put them into practice.

-          When trying to solve ANY problem or challenge, ask open ended questions, and ask your team for as many answers as they can imagine. What are open ended questions? In short, they are not “yes or no” questions. They are questions that start with phrases like, “How might we…?”, “What are all the ways in which we could…?”, “What would it look like to you if we were to…?” Use these questions in many contexts:  while gathering requirements or defining scope-critical decisions; when you’re up against the triple constraint and need a way out; when none of the obvious answers work; when your client or your team isn’t cooperating with the way you think things should be unfolding; and when you can’t imagine by yourself what to do. I’ve been surprised how this single approach has given some brilliant and unexpected results in the weeks since I took the training.

-          Use the PPCO format (Praise, Potential, Concerns, Overcome). It might be just a fancier version of sandwiching bad news between good thoughts on both ends, but I’ve watched it work and gotten really positive client feedback when I’ve used it. The idea is pretty simple. When responding to an idea or a question, use a specific order and format for your response. First, praise the idea. Say something good about it. This is a bit disarming. Second, identify the potential benefits of the idea, when implemented well. This follows up the praise with some specific thoughts showing you’ve considered the idea in detail. Third, identify some concerns that may be relevant. Use open ended questions to express the concerns. Instead of saying, “My concern is we’d never be able to do it in time for launch” say something like, “In what ways might we be able to implement this feature and still meet aggressive timelines for first phase launch?” or “What are the tradeoffs that might allow us to implement this feature now?” Lastly, be ready with some suggestions to overcome the concerns. Brainstorm the ideas with your team. Ask them for the answers that occur to them if you can’t think of them, or even if you think you’ve already thought of all the good solutions.  Present these possible solutions back to the client along with the concerns you identify.

-          Get comfortable with disagreement or opposing points of view. Learn to put all viewpoints in a context and build a picture that you, your team or your client can use to make a better decision. Don’t assume you have the right answer from the start, even if you think you do. Be willing to let your thinking be challenged. Be willing to acknowledge an opposing view. The PPCO (Praise, Potential, Concerns, Overcome) framework can be a great way to practically frame opposing viewpoints.

-          Allow those around you to see (visually) the thinking process you’re going through. Help them to see visually how their words and ideas are shaping and influencing that process. This can be as simple as projecting in real time the notes you’re taking on your laptop, or writing key comments down on Post-it Notes and putting them on the wall in the place you’re meeting. It might involve attributing the good ideas that are captured in your meeting minutes. Letting the team and the client see their thoughts impacting the outcomes of a meeting will go a long way toward having them buy in to the eventual recommendation or solution.

-          Continually question whether you are solving the right problem. Often as project managers we get locked in on answering the question we are asked, without taking enough time to consider if we are answering the right question. “How fast can you add this feature?” “Why did this decision get made a year ago?” “Why does X cost so much?” The list goes on. The client changes, the project changes and the context changes but the questions are always the same. If we can get to a correct problem statement, we will have won at least half the battle. If we can get the […] filled in most accurately, within the following sentence, we’ll be on our way to success… “It would be great if […]”. If we stop to help our team or our client or ourselves ask the right questions, we can be more confident that our efforts are being expended in an effective way. While there are several ways to look at the question to see if it’s the right one, a constant awareness of seeking the right problem statement is a great start.

In summary, the training in creative thinking and problem solving showed me ways in which I can make both major and minor modifications in the way I manage projects. I probably wasn’t the most likely candidate to get this training. It certainly took me outside of my personal comfort zone. We didn’t use an Excel spreadsheet or talk through a project status anywhere in the course. It didn’t directly cover any topics from PMBOK or help me to limit and manage my project’s scope. But it did present some ideas that challenged the way I think about and solve problems, and in the short time I’ve had to try it out, I’ve seen it be effective.