How to Approach Project Management as Problem Solving

Uncovering the Real Problems: A Tech Leader's Guide In the labyrinth of IT challenges, we often find ourselves chasing shadows. 93% of IT project failures stem from solving the wrong problem. It's a sobering statistic that demands reflection. As technology leaders, our true value lies not in firefighting, but in prevention. Here are five methods to show the way: 𝟭. 𝗧𝗵𝗲 𝗦𝗼𝗰𝗿𝗮𝘁𝗶𝗰 𝗜𝗻𝗾𝘂𝗶𝗿𝘆 - Ask probing questions. - Seek understanding, not just answers. - The "5 Whys" technique can reveal surprising truths. 𝟮. 𝗧𝗵𝗲 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 𝗘𝘅𝗽𝗲𝗱𝗶𝘁𝗶𝗼𝗻 - Step into your users' world. - Observe, listen, feel. - True solutions emerge from genuine understanding. 𝟯. 𝗧𝗵𝗲 𝗗𝗮𝘁𝗮 𝗟𝗲𝗻𝘀 - Let numbers tell the story. - Patterns hide in plain sight. - 40% of IT time is spent treating symptoms. Don't be part of that statistic. 𝟰. 𝗧𝗵𝗲 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗦𝗶𝗺𝘂𝗹𝗮𝘁𝗼𝗿 - Test theories in safe space. - Create a mock environment, experiment freely. - Break stuff (on purpose). 𝟱. 𝗧𝗵𝗲 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗟𝗼𝗼𝗽 - Deploy, measure, learn, improve. - Repeat. - Progress is a journey, not a destination. These methods aren't just tools; they're mindsets. They transform reactive problem-solving into proactive leadership. Companies prioritizing root cause analysis see a 35% higher project success rate. It's not just about efficiency—it's about impact. The challenge: Choose one method. Apply it this week. What hidden truth did you uncover? How did it shift your perspective? Share your insights. Let's learn from each other's journeys. After all, in the world of technology, the most powerful upgrades often happen between our ears.

A key shift when you become a Senior Project Manager? → Moving from reactive problem solving to proactive leadership You shouldn't just respond to challenges. You should anticipate and stay ahead of them. Here's how you make that shift: ✅ Develop a forward-thinking approach Instead of waiting for issues to happen, ask yourself: - What risks could derail this project? - What dependencies might cause delays? - If X happens, what would Y response be? Proactive ID of potential challenges allows you to build in mitigation before problems occur. ✅ Build early warning systems Leverage tools and processes to catch red flags early: - Use dashboards to track key project areas. - Consult your RAID log religiously. - Schedule regular check-ins with your team to surface issues before they escalate. The sooner you spot a potential problem, the easier it'll be to address. ✅ Plan for the long game Proactive leadership sets your team + organization up for future success. - Use lessons learned throughout the project to ID patterns/areas for improvement. - Document your work thoroughly for future review. - Recommend process enhancements/new tools to prevent recurring issues. Thinking ahead shows that you're already operating at a senior level. The best PMs aren't just great at putting out fires. They're preventing them altogether. 🤙

Passionate problem solvers are easy to label as "too negative" or "having an agenda". Here's a good approach to bringing people on the journey: 1. Start with what you see and hear Describe specific behaviors, patterns, or outcomes as objectively as possible (knowing that we can never be truly objective). Be mindful of your potential biases. Are your emotions and perspective narrowing what you bring up? Avoid using loaded or triggering language. Keep it neutral and clear. 2. Invite others to share what they see and hear By starting with your own observations, you are setting an example for the rest of the team. Invite the team to share their perspectives and observations in ways that focus on understanding, rather than labeling or jumping to conclusions. In the right context, it might be better to start here. 3. Look inwards, observe, and listen Just as you describe outward behaviors, turn inward and notice how you feel about what you’re seeing and hearing. Instead of saying, “This place is a pressure cooker,” try, “I feel a lot of pressure.” Avoid jumping to conclusions or ascribing blame. Again, invite other people to do the same. 4. Spot areas to explore With observations and emotions on the table, identify areas worth examining. Avoid rushing to label them as problems or opportunities. Instead, frame them as questions or areas to look into. This keeps the tone open and focused on discovery. 5. Explore and go deeper As potential areas emerge, repeat the earlier steps: describe what you see, invite others to share, and observe how you feel. It is a recursive/iterative process—moving up and down levels of detail. 6. Look for alignment and patterns Notice where people are starting to align on what they’d like to see more—or less—of. Pay attention to areas where there’s consistent divergence—these are opportunities as well. Ask, “What might it take to narrow the divide?” 7. Frame clear opportunities Once patterns emerge, focus on turning them into clear opportunities. These are not solutions—they’re starting points for exploration. For example: “We could improve this handoff process” or “We’re not all on the same page about priorities.” Keep it actionable and forward-looking. 8. Brainstorm small experiments Use opportunities as a springboard to brainstorm simple, manageable experiments. Think of these as ways to test and learn, not perfect fixes. For example: “What if we tried a weekly check-in for this process?” Keep the ideas practical and easy to implement. 9. Stay grounded and flexible Be mindful of how the group is feeling and responding as you brainstorm. Are people rushing to solutions or becoming stuck? If so, take a step back and revisit earlier steps to re-center the group. 10. Step back. Let the group own it Once there’s momentum, step back and hand over ownership to the group. Avoid holding onto the issue as “your problem.” Trust the process you’ve built and the team’s ability to move things forward collectively.

Are you solving the wrong problem? Solving the wrong problem feels productive but quietly compounds failure. You burn time, resources, and credibility while the real issue continues to grow, often becoming harder and more expensive to solve. Worse, you may optimize the wrong solution, reinforcing bad assumptions and creating the illusion of progress. This leads teams to get stuck treating symptoms, not causes. To identify the correct problem, start by separating symptoms from root causes. 1. Ask “what must be true for this to happen?” and keep drilling down. 2. Reframe the problem multiple ways and test each against evidence, not intuition alone. Seek disconfirming data, not just supporting data. 3. Talk to people closest to the issue. Map cause-and-effect relationships. 4. Define success clearly. If solving the "problem" does not lead to an outcome that matters, you are likely trying to "solve" the wrong problem. #problemsolving #understanding #progress

Problem-Solving Is a Verb, Not a Noun In many organizations, problem-solving is treated like a concept — something you learn in a training or list on a resume. But real impact doesn’t come from knowing about problem-solving. It comes from doing it. Problem-solving is a verb. It lives in action — not in decks, dashboards, or laminated posters. Visual Management: Built to Solve, Not to Admire Tier boards, KPIs, hour-by-hour charts — they exist for one reason: To make problems visible, solvable, and preventable. They’re not there to color-code your way to green before the site director walks by. If your board looks perfect but no one’s solving anything, it’s decoration — not management. Tier Meetings: Where Problem-Solving Culture Starts Tier 1 meetings should solve 80% of problems — right at the source, by the people doing the work. If every issue escalates to Tier 3 or CI, you don’t have a tier system — you have a fire drill. Simple tools like 5-Why, checksheets, and immediate containment should be the norm, not the exception. Pareto to Prioritize. 8-Step to Solve. Here’s how high-performing teams operate: 1. Use Pareto to identify the top recurring issues. 2. Apply 8-Step Problem Solving only to those — not every squeaky wheel. Use 8-Step for: • Cross-functional or cross-shift issues • Customer complaints or audit findings • Safety or compliance risks • Anything that keeps coming back Don’t waste 8-Step rigor on one-off hiccups. Use your data to pick the right battles. Tier Meeting Power Questions To shift from reporting to solving, ask: • “What problem did we actually solve yesterday?” • “Is this a one-time issue or a trend?” • “What’s the real root cause — not just the symptom?” • “Who owns the countermeasure?” • “How will we know it worked?” • “If it comes back tomorrow, what’s our next move?” And the one that cuts through the noise: “Are we solving the problem — or just passing it along?” Making Tier Meetings Matter • Let the gap drive the conversation — not the metric. • Push ownership to the lowest responsible level. • Build visual triggers that demand action, not just updates. • If it hits Tier 3, require full 8-Step rigor. • Celebrate fixes, not just escalations. Final Thought Pareto helps you focus. 8-Step helps you go deep. Tier meetings give you rhythm. But none of it matters unless someone takes action. Because no board, no chart, no meeting has ever solved a problem on its own. Problem-solving is a verb. It starts at Tier 1. #continuousimprovement #lean #leadership

𝗧𝗵𝗲 𝗣𝗠 𝘄𝗵𝗼 𝗮𝗱𝗱𝗲𝗱 𝗮 𝘀𝘁𝗮𝘁𝘂𝘀 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗳𝗶𝘅𝗲𝗱 𝗻𝗼𝘁𝗵𝗶𝗻𝗴. 𝗧𝗵𝗲 𝗣𝗠 𝘄𝗵𝗼 𝗵𝗮𝗱 𝗼𝗻𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝘀𝗮𝘃𝗲𝗱 𝘁𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁. Both had the same problem. Only one knew what they were actually solving. Your project is three weeks behind. Deliverables keep getting missed. Most PMs reach for project solutions: → Add more checkpoints → Revise the schedule → Tighten the process → Send reminder emails They're treating a people issue like a project issue. And making everything worse. 𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝘁𝗼 𝘁𝗲𝗹𝗹 𝘁𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲: 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗶𝘀𝘀𝘂𝗲𝘀 get better with better process. → Unclear requirements → Missing dependencies → Scope gaps → Resource constraints Fix: Documentation. Clarity. Structure. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗶𝘀𝘀𝘂𝗲𝘀 get worse with more process. → Team members who don't trust each other → Someone feeling undervalued → Competing priorities no one will discuss → A stakeholder who feels sidelined Fix: Conversation. Trust. Alignment. A PM once added three new status meetings to address missed deadlines. The real problem? Design kept changing specs without asking dev for input. Dev team was frustrated and dragging their feet. No status meeting was going to fix that. One 15-minute conversation between the PM, dev lead, and design lead solved it: "How do we make sure everyone has input before specs are locked?" Deadline met two weeks later. 𝗧𝗵𝗲 𝘀𝗸𝗶𝗹𝗹 𝗶𝘀𝗻'𝘁 𝗵𝗮𝘃𝗶𝗻𝗴 𝗮𝗹𝗹 𝘁𝗵𝗲 𝗮𝗻𝘀𝘄𝗲𝗿𝘀. It's diagnosing which type of problem you're solving. Process fixes project issues. Conversations fix people issues. Use the wrong tool and you make it worse. What's one issue on your current project that might actually be a people problem? Follow Brian Ables, PMP for practical tips and strategies to grow your career. ♻️ If this changed how you think about project delays, share it with other PMs.

Making Tough Project Decisions Like a Pro 💼 As project managers, we all face difficult choices that can make or break our projects. Here's a 5-step framework I use to tackle them effectively and confidently: 1. Define the Problem & Criteria 🎯   · Clearly identify the issue you're trying to solve. What are the desired outcomes? · Establish the criteria you'll use to evaluate potential solutions. What makes a "good" solution in this context? This could involve setting SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) to guide your decision-making. · Utilize tools like problem statements and decision matrices to ensure a structured approach. 2. Gather Information 📊     · Collect comprehensive and reliable information to fuel your analysis. This might involve data, reports, consultations with subject matter experts, and input from key stakeholders. · Don't forget to consider potential risks, underlying assumptions, dependencies on other factors, and any constraints that could impact your project. · Leverage tools like SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to assess each option, risk registers to identify and plan for potential pitfalls, and stakeholder analysis to understand the needs and expectations of those involved. 3. Evaluate Alternatives ⚖️     · With a solid information base, meticulously evaluate each alternative solution based on the defined criteria. · Employ tools like cost-benefit analysis to weigh the financial and non-financial implications of each option. · Create a pros and cons list for a clear breakdown of advantages and disadvantages. · Conduct scenario analysis to explore how different outcomes might play out under various circumstances. 4. Make the Decision & Document 📝 · Informed by your evaluation and aligned with project goals, make a decisive choice. · Crucially, document the rationale behind your decision, the process you followed, and the criteria you used. This transparency fosters trust and serves as a valuable reference point for future actions. · Consider using decision trees to visualize potential consequences or logic models to map out the reasoning behind your choice. 5. Communicate & Execute 📢 ️ · Effectively communicate your decision to all relevant stakeholders, ensuring they understand the "why" behind it. Transparency is key! · Develop a clear action plan that outlines the steps required for successful execution, assigns responsibilities, and identifies necessary resources. · Implement a communication plan to keep stakeholders informed and a feedback loop to gather input and make adjustments as needed. Utilize dashboards to track progress and key performance indicators (KPIs).   What are your best practices for making tough project decisions? Share your tips in the comments below! #ProjectManagement #Leadership #ProblemSolving #DecisionMaking

The construction of Palm Jumeirah in #Dubai was a monumental engineering feat, and it offers valuable project management lessons that can be applied across industries.  The truth is that most projects  and programmes do not revisit lessons learned. Lessons learned from the past should be the key to a start of a project ! Key Transferable Lessons: 1. Effective Stakeholder Management Issue: Coordinating multiple government agencies, investors, and contractors led to conflicting interests. Resolution: Regular stakeholder meetings, transparent communication, and phased approvals ensured alignment. Lesson: Organisations should establish clear communication channels and structured engagement with all stakeholders. 2. Risk Management & Contingency Planning Issue: The original sand composition and sea currents caused unexpected erosion. Resolution: Engineers adjusted the island’s shape and used vibro-compaction to strengthen the sand. Lesson: Conduct thorough risk assessments and have backup plans to adapt to unforeseen challenges. 3. Innovative Problem-Solving Issue: Traditional construction methods were not feasible for creating an artificial island. Resolution: Engineers used GPS precision technology and dredging techniques to shape the island. Lesson: Encourage innovation and invest in cutting-edge technologies to solve unique problems. 4. Strong Project Governance & Oversight Issue: A project of this scale required rigorous monitoring and governance. Resolution: Dedicated project governance teams ensured compliance, quality control, and adherence to schedules. Lesson: Implement strong governance structures with regular audits and performance reviews. 5. Adaptive Scheduling & Time Management Issue: The project experienced delays due to material shortages and unexpected weather conditions. Resolution: A dynamic scheduling system allowed for rapid adjustments, keeping overall progress on track. Lesson: Use flexible scheduling techniques, such as agile methodologies, to respond to changes efficiently. 6. Budget Control & Cost Management Issue: The estimated budget initially underestimated costs related to environmental mitigation and material transportation. Resolution: Continuous financial monitoring and reallocation of funds prevented major overruns. Lesson: Maintain rigorous cost tracking and budget forecasting throughout a project’s lifecycle. 7. Workforce & Logistics Management Issue: Managing a massive workforce of over 40,000 workers across different cultures and languages. Resolution: Training programs, multilingual communication strategies, and clear safety protocols streamlined operations. Lesson: Ensure effective workforce management through training, clear communication, and well-defined roles. Learn about best change and project management methodologies from my book > https://lnkd.in/gH5QivDN #Dubai #projectmanagment #change #vision #future #changemanagement

How often do we rush to solutions, only to realize later that we misunderstood the problem?  In project management, this is a common trap. The pressure to deliver quickly often overshadows the need to deeply understand the problem. But here's the truth: asking the right questions first comes the best solutions.  Here's a simple formula to guide you:   Understand + Analyze + Create = Great Solutions 1. Understand: Take the time to define the problem clearly. This is the foundation of effective problem-solving. Without it, you risk solving the wrong issue. 2. Analyze: Use techniques like the "5 Whys" or a Problem Tree to uncover root causes. These methods help you see beyond the surface and identify what's going on. 3. Create: Combine creativity with structure. Approaches like Design Thinking allow you to explore innovative solutions while staying focused on the problem at hand. The projects that succeed aren't the ones that move the fastest—they're the ones that solve the right problems. So, let's rethink how we approach challenges. Let's prioritize understanding over urgency. What's your go-to method for defining problems in your projects? Do you have a favourite framework or technique? Let's discuss. → Found this helpful? Repost ♺ to share, and follow Jesus Romero for more insights.

How to define & understand problems to get better results from change initiatives. Often results are not delivered because (time pressured) leaders jump straight into problem-solving actions without making the time & space to understand & define what the problem is. Here's the "E5" approach to problem-framing: 1) Expand: explore all aspects of a problem & its nuances 2) Examine: understand underlying drivers & systemic contributors to the problem 3) Empathise: consider the perspectives of those who are most central to & affected by the problem 4) Elevate: understand how the problem connects to broader system issues 5) Envision: actively imagine & design solutions to the problem https://lnkd.in/eNWf4UPx. By Julia Binder & Michael D Watkins