Identify Goal
Define Problem
Define Problem
Gather Data
Define Causes
Identify Options
Clarify Problem
Generate Ideas
Evaluate Options
Generate Ideas
Choose the Best Solution
Implement Solution
Select Solution
Take Action
MacLeod offers her own problem solving procedure, which echoes the above steps:
“1. Recognize the Problem: State what you see. Sometimes the problem is covert. 2. Identify: Get the facts — What exactly happened? What is the issue? 3. and 4. Explore and Connect: Dig deeper and encourage group members to relate their similar experiences. Now you're getting more into the feelings and background [of the situation], not just the facts. 5. Possible Solutions: Consider and brainstorm ideas for resolution. 6. Implement: Choose a solution and try it out — this could be role play and/or a discussion of how the solution would be put in place. 7. Evaluate: Revisit to see if the solution was successful or not.”
Many of these problem solving techniques can be used in concert with one another, or multiple can be appropriate for any given problem. It’s less about facilitating a perfect CPS session, and more about encouraging team members to continually think outside the box and push beyond personal boundaries that inhibit their innovative thinking. So, try out several methods, find those that resonate best with your team, and continue adopting new techniques and adapting your processes along the way.
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19 Sep 2020
Role of the Project Manager | By Duncan Haughey | Read time minutes
For project managers and business analysts like you, effective problem-solving remains an ever-important soft skill that requires you to combine creative thinking and strong analytical skills. The simple six-step process outlined below will help you master effective problem-solving — a skill that will provide you with the ability to bring a new perspective to problems, helping you to design, and implement, effective solutions.
First, make sure you're dealing with the real problem, not just its symptoms. In information technology, we use root cause analysis to trace back to the origin of a problem. Take the time needed to do this tracing and discover the real reason for a problem by looking at it from different angles. Here are a few tools that can help:
Ultimately, all problems fall into three basic cause types:
Once you understand the problem, it's time to think about possible solutions. If your problem is simple, the solution will often be clear straightaway. But more complex problems may require a formal approach to finding solutions. Here are some potential techniques you could employ:
Once you have your list of solutions, evaluate each one by asking a few questions:
Weigh the solutions against a good outcome versus risk. Here are a few questions you should be asking to help guide this process:
Once you've identified the best solution, write it down. This action helps you think through the solution thoroughly and identify any implications of implementing the solution. This step is especially useful when solutions are complex, when they require organising, to ensure a specific process order is followed or when you don't want to rely solely on your memory.
Circumstances may (and often do!) change, so create a plan of what you will do for any foreseeable futures. Don't be caught unprepared when and if things change.
Here are three scenarios you may encounter as a project manager. Faced with these situations, what would you do? Click the down arrow to see answer.
Scenario 2: the unhappy customer your customer is unhappy with the service you're providing on their project. you have not done anything wrong. the customer has been the cause of several delays through last minute and unexpected changes. how would you approach this situation, scenario 3: the serious mistake halfway through a project, you realise you have made a serious mistake. the situation may require significant extra time to resolve and could cause you to miss an important go-live deadline. how would you deal with this situation to ensure you still met the deadline.
As is usually the case, there's no single right answer to each problem, and the answers provided in the example scenarios are just one possibility. Other solutions exist and may, in some cases, even provide a better outcome.
How would you tackle the problems outlined in these scenarios?
Recommended read: How to Perform a Project Handover by Duncan Haughey.
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Information technology (IT) is a broad field that encompasses anything related to computer technology. That can include networking, hardware, software, the internet and the people that work with these things. Teams that work in IT are there to support these technologies and the people who use them. However, teams that work in IT management are not waiting around for systems to go down before they respond.
IT project management teams are tasked with preventing problems from occurring—and certainly from regularly occurring. This is called problem management, which has been detailed into best practices within the services management framework ITIL, or the information technology infrastructure library.
Problem management is the methodology related to responding to IT problems, especially those that are recurring, to make sure that they are resolved and don’t return.
This involves the quick detection of an issue and then providing a viable solution, or at least some workaround to reduce the impact on the organization and stop the problem from reappearing.
One of the aspects of problem management is pinpointing the issue in the IT infrastructure that is the root cause of the problem, which is where the ITIL comes in. ITIL was first started in 2000 and is presently the most popular IT service management framework for best practices. It is used as a protocol when aligning IT services with business needs.
ITIL follows a process that starts with identifying the problem, which has caused one or more incidents but is not known why at the time. This becomes defined as an error when it’s identified as a design flaw or malfunction. It becomes a known error as a root cause if found and a workaround is documented. The root cause is the underlying reason for the incident.
Problem management can be broken down into two distinct groups. There is reactive problem management, which is reacting to a problem when it occurs. The other is proactive problem management. This is the act of identifying and solving an issue before it results in an incident or problem in the IT system.
Problem management falls under the larger umbrella of ITIL processes. ITIL service operation processes include problem management, incident management, request fulfillment, event management and access management.
“Incident” and “problem” might seem like similar words, but in the realm of problem management, they have different meanings. According to ITIL, an incident refers to “an unplanned interruption to a service, or the failure of a component of a service that hasn’t yet impacted service.”
A problem, on the other hand, is made up of more than one related incident, or those that have common issues. Therefore, a problem is more severe than an incident. It requires more follow-up. A problem is not an incident, but an incident can create a problem if it’s recurring.
Managing an incident means fixing it and restoring the system as fast as possible. A problem is resolved by discovering its root cause to make sure that new incidents don’t occur.
Therefore, incident management is getting the system back in order quickly. Problem management is working to find and resolve the underlying cause of the error that has resulted in several incidents.
There are roles and responsibilities in problem management to make sure that the process, which is outlined below, is carried out properly. There is a problem manager, who is the owner of the problem management process and is a liaison for all team members, manages the known error database, closes problems and coordinates review.
The problem-solving team can be an internal technical support team or a group of external suppliers or vendors. Sometimes, if the problem demands special attention, the problem manager will assemble a special team , with the expertise needed to solve the problem, dedicated to that specific problem and its resolution.
Now that we know what problem management is, how does it work as a successful process? First of all, it’s not just about problem-solving. At the highest level, yes, problem management resolves problems. But it’s more about the entire life cycle of that problem.
The process for problem management then is a structured way to manage problems in IT projects after they are first reported by users or service desk technicians. The problem management process can be broken down into these seven steps.
To resolve a problem, first, you have to identify it. This can be done in several ways. One is that there’s a problem that is reported or one that has undergone an ongoing analysis. There are also event management tools that can automatically detect a problem, or you might get a notification from a supplier.
A problem can be defined as when the cause of the problem report remains uncertain. For example, an incident can occur and get resolved but then reoccur. The underlying cause for this recurrence is unclear. Sometimes a problem is a known problem, one that has occurred before and is part of an existing record.
In the last example, when a problem is already recorded once and has happened again, this historical data is known because it had been logged. This is a crucial step in any problem management life cycle process. The log must have all pertinent details, such as the date and time of the problem, any user information, equipment details and a description.
Once the problem has been logged, then it must be categorized to better assign and monitor, as well as given a priority. This helps to determine how important the problem is and when it should be addressed by the team.
Once the problem is identified and logged, then comes the search for its root cause. This can be done by investigating the known error database to find other problems that match the one you’re trying to diagnose and see if there are any recorded resolutions.
If it’s possible to temporarily fix the problem with a workaround, then this might be the best and fastest course of action. It is not a permanent change and should not be used in exchange for resolving the issue, but it can set the technological ship back on course and reduce downtime and disruption until a permanent change resolution is available. Just be careful not to accrue too much technical debt .
After you’ve identified, logged and diagnosed the problem, it’s important to collect that information in a known error record. This is where you can go back and look up problems when others arise in your IT and see if it’s one you’ve already handled.
This makes resolving the problems faster and easier, resulting in less downtime and disruption.
When you have a resolution for the problem, implement it with standard change procedure and test the resolution to make sure it in fact is working. Sometimes this process is carried out through a request for change document, which then must be approved before being implemented.
Once resolved and tested, the problem can be closed. The final bit of paperwork is usually completed by the service desk technician, who makes sure that the details are accurate for future reference.
Successful problem management results in less downtime and fewer disruptions in the business. It also improves service availability and quality. Problem management helps companies to reduce the time they spend having to resolve problems and also the number of problems that occur.
This all leads to an increase in productivity and reduces costs. The final step in the problem management journey is that it leads to improved customer satisfaction.
Technology is changing all the time, faster and faster with each passing quarter, and problem management is one way to mitigate the chaos often associated with these changes. Problem management keeps services running and increases quality.
Problems need solutions and solutions come from people with the right tools. ProjectManager is an online project management software that organizes projects, including when those projects are dealing with IT problems.
When a problem has been identified by the help desk or a user, it becomes more than just an IT problem. It is now a project to resolve it. One way ProjectManager helps is by structuring its resolution in a kanban board .
By logging the identified problem in ProjectManager you can now archive the work to resolve it. This now becomes a piece of historical data to reference if and when the problem shows up again. Once the problem has been diagnosed, it can go on a kanban card and move through the kanban as it is being worked on and completed. Adding tabs can list them as bugs, so they’re easy to find. You can even prioritize them.
Managers are going to want to progress reports. Kanban boards are transparent, so they can see the work getting done, but for more details project reports are fast and thorough. The real-time dashboard can even give managers a high-level overview.
Next time your IT department is struggling with resolving a problem, give them ProjectManager. It has the tools IT professionals want.
ProjectManager is a cloud-based project management software that can be used as a problem management tool. Our software can collect and categorize your problem as a project, so the problem management process can be controlled. You can track the resolution of your problem in real time, assign team members to resolve the problem and give them a platform to collaborate and work more effectively. Solve your problems by trying ProjectManager free with this 30-day trial offer.
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Problem solving is a process for analysing a problem, and then developing and executing a solution. It is a task at which project managers must excel. There are many techniques that can be used for problem solving. The nature of the problem determines which is selected.
In this article, I describe a five-step process for problem solving that provides a systematic approach and helps improve the effectiveness of project management.
If you don’t understand the nature of the problem, then you cannot develop a sustainable solution.
For example, let’s say that a project team continuously misses deadlines. You may believe that the problem is caused by poor performance. On the other hand, the deadlines set may be too restrictive. The nature of the problem will determine the approach you take to solving it.
Once you understand the problem, you can analyse it more deeply to discover the cause. The cause of a problem acts as a barrier to achieving your goals. Only by analysing the problem and determining the cause can you move to the next step in developing a solution.
It is important not to confuse cause with symptoms. If you only treat the symptoms, the underlying cause remains and will create more problems in the future.
Now it’s time to develop ideas to solve the problem. The wider the range of ideas, the more likely you are to choose a solution that is achievable and actionable.
This step is often achieved through a brainstorming process.
Of course, the point of developing a range of ideas for solutions is to ensure that the best is selected. One way to do this would be to conduct a trade-off analysis.
To do this, you must define the criteria for deciding which solution is best, usually as a series of weighted pros and cons. For each potential solution, the pros and cons are listed and its ranking is scored. The solution with the best ranking is the one that is selected.
Having determined which is the solution of choice, the project manager should develop an action plan. This should include resources needed, budget, timetables, and all those involved. The solution is often run as a mini-project.
Despite PRINCE2’s framework and planning process – which seeks to anticipate risks and problems so that mitigating action can be taken ahead of potential problems becoming issues – all projects may suffer from unforeseen events and circumstances.
This five-step process for problem solving will increase a project manager’s capability to handle problems should they arise during a project – and project managers who react swiftly and decisively to problems have greater success in delivering expected project outcomes.
In our next article, I discuss several techniques which might be used to run effective problem-solving meetings in project management. In the meantime, for project management and project management training that motivates your employees, contact Your Project Manager:
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Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem."
Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?
In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.
Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.
In this ebook, learn how to equip employees to make better decisions—so your business can pivot, adapt, and tackle challenges more effectively than your competition.
While it might be tempting to dive into a problem head first, take the time to move step by step. Here’s how you can effectively break down the problem-solving process with your team:
One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like:
Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?
What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?
Where: Where did this problem take place? Does this problem affect anything else in the immediate area?
When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?
Why: Why is it happening? Why does it impact workflows?
How: How did this problem occur? How is it affecting workflows and team members from being productive?
Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.
Here’s an example of how a design team uses journalistic questions to identify their problem:
Overarching problem: Design requests are being missed
Who: Design team, digital marketing team, web development team
What: Design requests are forgotten, lost, or being created ad hoc.
Where: Email requests, design request spreadsheet
When: Missed requests on January 20th, January 31st, February 4th, February 6th
How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.
In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.
If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.
Here are a few brainstorming techniques to encourage creative thinking:
Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.
Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy.
Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.
Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.
After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution?
Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.
To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.
After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.
There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:
Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes.
This problem-solving method is often used in tech support teams through troubleshooting.
The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause.
This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.
Here’s an example:
Problem: The email marketing campaign was accidentally sent to the wrong audience.
“Why did this happen?” Because the audience name was not updated in our email platform.
“Why were the audience names not changed?” Because the audience segment was not renamed after editing.
“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.
“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments.
“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members.
In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem.
A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:
Strength: Why is this specific solution a good fit for this problem?
Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?
Opportunities: What other benefits could arise from implementing this solution?
Threats: Is there anything about this decision that can detrimentally impact your team?
As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution.
This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions.
After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve.
Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .
In the fast-paced world of Project Management Offices (PMOs), effective problem-solving is a key skill that PMO Analysts and PMO Managers must master. From aligning projects with strategic objectives to ensuring smooth operational workflows, problem-solving skills are used daily in the PMOs, in projects, and when managing portfolios. In this post, we’ll explore why it’s a critical skill for PMO managers and analysts and discuss some effective techniques and mindsets that can enhance your problem-solving capabilities.
Problem-solving in PMO goes beyond fixing immediate issues; it’s about identifying and addressing the root causes of challenges to prevent recurrence and drive continuous improvement. In a strategic sense, it ensures that projects align with the organization’s broader goals, enabling better resource allocation and risk management. And when it comes to running and operating the PMO, problem-solving skills are used to refine methodologies, improve team dynamics, and swiftly adapt to changes – crucial in today’s dynamic project and agile environments.
Here are four of our favourite, road-tested techniques for solving problems in the PMO. Too much reading? Scroll to the bottom of the page, and we have a handy video digest for you!
Quick and efficient, the STOP method stands for:
The STOP method is perfect for immediate response to unforeseen challenges in project management.
Originating from Lean methodology, the A3 process is a structured approach to problem-solving. It involves:
Learn more about A3 Analysis here: https://www.hotpmo.com/management-models/a3-analysis-a-powerful-problem-solving-tool-for-pmo-managers/
3: Fishbone Diagram (Ishikawa Diagram) :
Created by Edward de Bono, the Thinking Hat technique is great for helping everyone see a problem from the same perspective. It is also a great way of avoiding time lost in conflict. The thinking hat approach encourages everyone in the problem-solving team to wear different perspectives or hats one after the other. This method is particularly effective in group discussions and brainstorming sessions, allowing team members to shift their thinking and consider issues from multiple angles.
Understanding the problem-solving mindset.
Solving problems is more than a skill; it’s a way of thinking that enables individuals to approach challenges with confidence, creativity, and efficiency. This mindset is characterized by a proactive approach, where problems are seen as opportunities to improve and innovate rather than mere obstacles to overcome. It involves thinking ahead, anticipating potential issues, and being prepared with strategies to mitigate them. In the dynamic environment of PMO, where projects are complex and ever-changing, such a mindset is invaluable.
The importance of a problem-solving mindset cannot be overstated in PMO roles. It’s essential for aligning projects with strategic goals, ensuring efficient execution, and adapting to new challenges. This mindset allows PMO professionals to break down complex problems into manageable components, assess them logically, and devise effective solutions. It’s not just about finding any solution but about finding the right one that aligns with the project’s objectives and the organization’s strategic direction.
Those with a problem-solving mindset tend to be adaptable, resilient, and open-minded. They view challenges through a lens of curiosity, asking questions to understand the problem deeply before jumping to solutions. They are collaborative, recognizing that diverse perspectives can lead to more innovative solutions. Critical thinking is a cornerstone of this mindset; it involves evaluating situations objectively, questioning assumptions, and considering various solutions before deciding. Additionally, a problem-solving mindset is marked by a focus on continuous learning and development, understanding that skills and strategies must evolve to meet the changing demands of the project management landscape.
Developing a problem-solving mindset is a journey of personal and professional growth. It starts with a willingness to embrace challenges and a commitment to continuous learning. This means staying updated with new PMO methodologies, learning from successes and setbacks and being open to feedback. It also involves cultivating resilience so that when faced with challenges, you can recover quickly and maintain a positive, solution-focused attitude. Mindfulness and stress management techniques can help maintain clarity of thought, especially in high-pressure situations. Finally, nurturing a problem-solving mindset involves embracing collaboration and empathy and understanding that effective solutions often come from understanding the needs and perspectives of all stakeholders involved.
PMO Hothouse is a monthly magazine show we deliver in partnership with the House of PMO team. In January 2024, we discussed problem-solving in the PMO – and we recorded it for you! Check it out below:
Problem-solving is a skill that can be developed and refined over time. It’s about more than just techniques; it’s about cultivating a mindset that embraces challenges as opportunities for growth. For PMO analysts and managers alike, mastering this skill means driving project success and contributing to their organization’s strategic achievements. For PMO Administrators, this is an essential skill you will need to hone if you are pursuing a promotion to Analyst in the future. Here are your homework tasks:
Remember, in the world of PMO, every problem is an opportunity to demonstrate your expertise, adaptability, and value. Enhancing your problem-solving skills and mindset makes you a key asset in any project management scenario.
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Being able to accurately assess a team member’s mastery of problem solving when managing a project is something of a hot topic. Every organization wants to future proof its activities, and problem-solving is typically seen as a magic bullet in this regard.
But what do we actually mean by problem solving skills, and how can these skills be accurately assessed?
There’s been a lot of chatter about whether or not problem solving is a soft skill , and this is at the heart of where the difficulty in assessing them often lies. Usually, problem solving involves a variety of other soft skill sets, such as decision-making, analysis, leadership skills, communication and creativity . So, yes, alongside being a great personal strength, for the most part it is considered to be a soft skill rather than something that’s learned through education or training . That said, the particular methods and processes that project managers in particular use to problem solve – those would be considered a hard skill.
For project managers and project teams , problem solving is their bread and butter and it relies on a huge variety of different techniques and skills that successful problem solvers will all be proficient in, so it’s no wonder that organizations are keen to accurately assess these skills so they can work together even more efficiently .
These skills are a must-have for managers and pretty much all senior roles. In fact, they could be seen as an asset in any team. It wouldn’t be entirely unrealistic to say that good problem solvers are also often the people who most frequently come up with better ways to do things, fresh ideas and their communication skills are often top notch. And as far as employability skills are concerned , problem solvers are right there at the top.
Picture the scene: you’ve got a great team, but you want to be even better and you may even bring someone new onboard. On paper, everyone has great problem-solving skills, but you want to deep dive a little more and identify ways to work even more efficiently as a team.
This is an important thing to know (especially if you want to bring new people onboard), because according to recent research , up to 85% of resumes contain misleading statements and interviews alone are not always great predictors of role suitability and performance . In an ideal world, you’d start assessing these skills at the point of the recruitment process. Can they be measured by figures, or is it more complex than that?
The traditional approach would be to assess for problem solving skills in one of two ways. Firstly, you could ask for examples of when the candidate previously solved a problem successfully. There’s quite a lot of merit in this approach: you’d get a feel for how comfortable the candidate is with talking about problem solving , whether something immediately came to mind, and whether or not they had the knowledge to back up what they’d written on their resume.
Another way to test their problem-solving mettle would be to provide a hypothetical scenario and ask for their take on it . Much like the previous approach, this would allow you to assess their response and get a feel for their way of working.
Depending on the organization you work for and the role you undertake, you could be looking for very different things than say, your friend who works in a different industry. But overall, checking out someone’s problem solving skills can be a great way to find out how a person uses creativity, logic, and analytical skills to get to the bottom of really complex issues and situations.
In the case of teams already in situ, you could use these same techniques in a cross-functional workshop environment .
Because quite simply, it’s about overcoming obstacles . In fact, this is often what is described as the ‘ultimate goal’ of problem solving from a project management approach. And while what’s best for one situation may not be for another, it's hard to refute the fact that finding the best solution to resolve an issue is an alluring, if not downright attractive proposition. Problem solving involves a complex way of thinking, that covers discovery, analysis and resolution .
Of course, not everybody is good at problem solving. It’s not an innate skill and not everybody has the skillset required to carve a career out of finding solutions to other people’s problems, which is why it’s so important to use an objective way of gathering information about your workforce and their skill sets. The data you gather can and should be used to help you make informed decisions about who does what within your team and any continuous improvement measures that may be necessary.
The answer is yes and no! It’s often possible to quantify things such as a person’s success ratio when it comes to reaching solutions, or to create a numerical value-based approach to the skills required for effective problem solving. There are also a number of frameworks and methods that can help a team assess and improve their problem solving skills.
Personality tests are often used in this scenario. These kinds of tests can help you spot patterns and characteristics that will likely be relevant to your role as well as putting the spotlight on how candidates will react in certain situations.
Other employers prefer to use cognitive ability tests . These are all about aptitude and can be used to assess skills in the areas of verbal reasoning, critical thinking and other abilities which all feed into problem solving. These kinds of tests will provide a score which you can use for comparison and rating purposes.
When using these tests and assessing problem solving skills, it’s helpful to keep how you work front of mind as well. Afterall, if you have a hybrid or even a remote working model in place, this may be a better fit for some personality types or those with a more specific skill set.
Data analytics and problem-solving often go hand in hand. According to the abovementioned HRForecast* article, there are three key reasons why data analytics is important when it comes to problem solving, and how it can be used to measure improvements across your organization.
By and large though, a high performing team member who has strong patience, communication and cognitive skills is more likely to approach problem solving in a way that will lead to a successful outcome than not. However, there are a great many factors that can affect a person’s proficiency in problem solving, which makes it a complex beast to analyse. To be truly proficient in problem solving you need to really understand the problem that you’re dealing with . Without this, you’re extremely unlikely to be able to find a solution to your problem – no matter how good your skills are!
To understand the problem you’re facing, it’s important to see the bigger picture that surrounds it , the problems that might hold things up, as well as any key stakeholders, and whatever you identify as the root causes of the problem.
As a manager, you’ll want to look for team members who exhibit skills which more readily lend themselves to problem solving. While personality will play a part in this, communication, group working skills and cognitive skills should all be on your radar as the attributes that can lead to good problem solving.
Additionally, it’s worth noting that resources are an often-forgotten dependency when it comes to problem solving. Afterall, you can have the capabilities to solve problems, but if you don’t have the right resources to hand, you could find the process of solving your problem is seriously slowed down.
Another key piece of the problem-solving puzzle relates to external factors . What do we mean by external factors ? Well, things like competitors, economic circumstances and wider geo-political or environmental concerns. These things may not directly impact the problem you’re trying to solve, but they will have a knock-on effect to the overarching process, which means they shouldn’t be discounted.
Effective problem-solving really does require a skill set that is both broad and allows teams and organizations to move forward to achieve their strategic and operational aims.
It may not be black and white but experienced problem solvers understand the need to drill down into a problem so that they can then approach it in ‘chunks’ and increase the likelihood of coming up with a workable solution .
We’ve long been fascinated with the idea of problem solving, and in particular, solving the question of how to assess problem solving skills. We could be forgiven for thinking that it should be straightforward, but the reality is that problem solving is a much more complex process.
But in what is perhaps one of the most startling examples of why problem-solving skills are so important, the recent pandemic has made organizations of all shapes and sizes problem-solve on an almost unprecedented scale . Being able to quickly change ways of working , learn to use new pieces of tech and generally find work arounds for systems and processes that had been unchanged for years has been a critical element in the success or failure of organizations around the world.
Now that a hybrid approach is an accepted part of the ‘new normal’, we’ve watched with interest the emerging design thinking methods and problem-solving strategies in companies. Over the last few years, they have become well and truly embedded in the everyday routines of many organizations, who once swore that traditional meetings and in-person discussions were the only way to solve a problem.
We like to think of problem-solving skills as a kind of superpower . Not dissimilar to thinking skills, they allow people to develop strategies that will inform their questions and ultimately lead to answers.
If you’re thinking about assessing problem solving skills within your team, or are looking for ways to assess those skills in a recruitment setting , it’s important to have a plan. Think about the end of goal of your assessment and then choose an approach that will support that.
Make sure you have the tools in place to allow your teams to problem solve to the absolute best of their ability. This may mean using new ways of holding workshops or switching to a design thinking approach and collaborating across a wider remote team. Or it could be as simple as finding a way for every contributor to feel involved from wherever they are in the world.
Whatever you do, remember that in an age where the workplace is constantly evolving and economic turbulence looks set for some time, having a workforce that is both able and armed with the tools and culture to let them problem solve to a high level can truly be the difference between sinking or swimming.
The PMP certification requires project management expertise, which includes managing and coordinating project responsibilities. This experience must include managing the project lifecycle from inception to completion, including planning, execution, monitoring, and closure. It entails budgeting, scheduling, risk management, stakeholder communication, and team collaboration. Experience can come from various industries and positions as long as it includes significant project management duties. Volunteering, internships, or part-time project management jobs may also be considered eligible. PMPs with project management experience have led and directed projects. Phases of the project must be initiated, planned, executed, monitored, and closed. Qualifying tasks include scheduling, budgeting, resource management, and stakeholder communications.
1. Project Scope And Complexity: This ensures that the candidate has a well-rounded understanding of project management principles and practices. Projects that involve multiple stakeholders, tight deadlines, and challenging constraints provide valuable experience that is essential for PMP certification.
2. Leadership And Team Management: PMP candidates should have experience in leading project teams, delegating tasks, resolving conflicts, and fostering collaboration among team members. Experience in managing diverse teams and handling challenging team dynamics is highly beneficial for PMP certification.
3. Stakeholder Communication: PMP candidates should have experience in effectively communicating with stakeholders at all levels, including clients, team members, vendors, and senior management. Experience in presenting project updates, managing expectations, and addressing feedback from stakeholders demonstrates the candidate's communication skills, which are essential for PMP certification.
4. Risk Management: Risk management is an integral part of project management, and PMP candidates should have experience in identifying, assessing, and mitigating risks throughout the project lifecycle. Experience in developing risk management plans, monitoring risk triggers, and implementing risk response strategies is valuable for PMP certification. Candidates should be able to demonstrate their ability to proactively manage risks and ensure project success .
5. Quality Management: Ensuring quality deliverables is a key responsibility of project managers . PMP candidates should have experience in implementing quality management processes, conducting quality audits, and continuous improvement initiatives. Experience in defining quality standards, monitoring performance metrics, and addressing quality issues is essential for PMP certification. Candidates should be able to demonstrate a commitment to delivering high-quality project outcomes.
6. Project Integration: Project integration involves coordinating various project elements to ensure seamless execution and delivery. PMP candidates should have experience in integrating project activities, resources, and deliverables to achieve project objectives. Experience in developing project management plans, defining project baselines, and monitoring project performance indicators is crucial for PMP certification. Candidates should be able to demonstrate their ability to integrate project components effectively.
1. Leading And Directing Projects: One of the main requirements for PMP certification is experience in leading and directing projects. Candidates must have experience in overseeing all aspects of a project , including planning, execution, and closing. This experience should demonstrate the candidate's ability to manage teams, allocate resources, and deliver projects on time and within budget.
2. Project Initiation: Candidates must have experience in project initiation, which involves defining the project scope, objectives, and deliverables. This experience should demonstrate the candidate's ability to identify project stakeholders, secure project approvals, and develop project charters or statements of work.
3. Project Planning: Candidates must have experience in project planning, which involves creating project plans, schedules, and budgets. This experience should demonstrate the candidate's ability to define project tasks, establish timelines, and allocate resources effectively.
4. Project Execution: Candidates must have experience in project execution, which involves implementing the project plan and managing project resources. This experience should demonstrate the candidate's ability to monitor project progress, manage project risks, and communicate with stakeholders.
5. Project Monitoring And Controlling: Candidates must have experience in project monitoring and controlling, which involves tracking project performance, managing changes, and ensuring project quality. This experience should demonstrate the candidate's ability to identify variances, take corrective action, and maintain project alignment with organizational goals.
6. Project Closing: Candidates must have experience in project closing, which involves finalizing project deliverables, obtaining project acceptance, and closing out project contracts. This experience should demonstrate the candidate's ability to document lessons learned, conduct project reviews, and transition deliverables to project stakeholders.
7. Cross-Functional Projects: Experience in managing cross-functional projects , which involve multiple teams or departments , is also valuable for PMP certification. This experience demonstrates the candidate's ability to collaborate with diverse stakeholders, resolve conflicts, and coordinate project activities across different functions.
In summary, project management experience for PMP certification includes leading and directing project tasks, managing project constraints, and applying project management methodologies. It is essential to have a clear understanding of the project lifecycle , as well as experience in initiating, planning, executing, monitoring, and controlling projects. Additionally, demonstrating leadership skills, effective communication, and problem-solving abilities are key components of project management experience for PMP.
According to a reliable source 1 , the skills that are most in demand in the next 5-10 years fall into two categories:
So, some of these in-demand skills are technology-based, and some are what are traditionally called “soft skills”. What they have in common is that they allow us to leverage particular skills in a world where machines are becoming more capable by the day.
Nevertheless, it is heartening to see that – at least for now – the familiar human-centric skills of communication, customer service, and leadership are still business-critical in the age of AI. 2
Digital literacy is a foundational skill in the modern workplace, but it goes far beyond understanding how to use various digital tools and platforms like Microsoft Office and Google Workspace. It encompasses more specialized tools such as generative AI (e.g., ChatGPT), data science skills, cloud computing, machine learning, and cybersecurity skills. Familiarity with these technologies can provide a competitive edge, as businesses increasingly integrate them into their operations.
Data-driven decision-making is a hallmark of successful organizations. Professionals who can collect, analyze, and derive insights from “big data” are invaluable. This involves technical skills in using data analysis software (e.g., SQL, Python, R), and the ability to translate data findings into actionable business strategies. Understanding data visualization tools like Tableau or Power BI is also beneficial, as these tools help present data in a clear and compelling manner.
The human skill of effective communication is still key in the age of AI. Strong verbal and written communication skills, as well as the ability to listen actively and provide constructive feedback – interpersonal skills – enable professionals to collaborate effectively, manage conflicts, and build positive relationships with colleagues, clients, and stakeholders. In a globalized world, cross-cultural communication skills are also important, as businesses often operate across diverse cultural contexts.
Analyzing situations, identifying potential problems, and developing innovative solutions characterize critical thinkers who can evaluate information from multiple sources, consider various perspectives, and make well-informed decisions. Problem-solving skills require creativity, resourcefulness, and the ability to remain calm under pressure.
The start of the 21st century brought an increasing interest in design thinking. In a world where problems are increasingly ill-defined or unknown (aka “wicked problems”), design-thinking brings an acknowledgment and methodology to approach problems from a human-centered perspective involving five phases: Empathize, Define, Ideate, Prototype and Test.
Rapid change has been a feature of the business landscape for decades. Adaptability involves being open to new ideas, willing to learn new skills, and being able to pivot strategies when necessary. Flexibility is equally important, as it allows individuals to adjust to changing priorities and work effectively in dynamic environments. These traits are particularly valuable in industries that experience rapid technological advancements or market shifts – hence the popularity of texts describing the “agile” organization. A selection of good reads can be found here 3 .
Effective leaders inspire and motivate their teams, set clear goals, and guide their organizations toward success. Leadership involves not only managing people but also strategic planning, decision-making, and fostering a positive organizational culture. Key management skills include delegation, performance management, and the ability to develop and implement business strategies.
Financial acumen – knowledge of budgeting, financial reporting, and financial analysis – is also up there as a key management skill.
Project management skills ensure that business initiatives are completed on time, within scope, and on budget. This involves planning, organizing, and overseeing projects from inception to completion. Key project management skills include time management, risk management, and the ability to coordinate with cross-functional teams. Familiarity with project management methodologies such as Agile, Scrum, or Lean can also be advantageous.
“Agile” also describes a method of project management – especially for software development – characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.
Understanding and meeting the needs of customers involves empathy, active listening, and a commitment to delivering exceptional customer experiences (CX). Professionals with a customer-centric approach can build strong customer relationships, enhance customer satisfaction, and drive business growth. This skill is particularly important in roles related to sales, marketing, and customer service, of course.
Reaching agreements and influencing others is a key outcome of networking. Effective negotiators can find mutually beneficial (win-win) solutions, resolve conflicts, and build lasting partnerships. Persuasion involves convincing others to understand and support a particular point of view or course of action. These skills are crucial in roles such as sales, business development, and management.
A combination of technical proficiency and soft skills is essential for success in today’s business world.
EU Business School has the range of academic and applied qualifications to strengthen your skill set, from undergraduate degrees in Digital Communication; Digital Business, Design & Innovation; and Artificial Intelligence for Business; to Masters in Artificial Intelligence for Business; Digital Business; Digital Marketing, Transformation & Design Thinking; and Business Analytics & Data Science. EU Business School also offers specialized MBA programs in Digital Communication and Digital Business.
For more information on our programs and how to take your skills to the next level, please click here .
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Problem Solving is one of the Tools & Techniques used for Managing Quality and Controlling Resources. Modules 8 and 9 of the PM PrepCast cover Project Quality Management and Project Resource Management. Consider this study program if you're preparing to take your CAPM or PMP Certification exam. Disclosure: I may receive a commission if you ...
Also Read: Understanding KPIs in Project Management. Improve Your Problem-Solving and Project Management Skills. This project management course delivered by Simpliearn, in collaboration wiht the University of Massachusetts, can boost your career journey as a project manager. This 24-week online bootcamp aligns with Project Management Institute ...
7. Solution evaluation. 1. Problem identification. The first stage of any problem solving process is to identify the problem (s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they're facing and wish to resolve.
So stay at home and drink your beer and let the neighbors vote!" Problem solving is an essential skill to handle the issues project managers encounter on a daily basis. Effective problem solving circles around the people element—how you relate and interact with people has a major impact on how effectively and how quickly you can solve problems.
Importance of Ongoing Problem-Solving Skills in Project Management. Ongoing problem-solving skills are essential for project managers to navigate challenges and ensure project success. By continuously improving their problem-solving capabilities, project managers can adapt to changing circumstances, mitigate risks, and deliver exceptional results.
Taking Action to Solve Your Problems. 1. Defining the Problem is Your First Priority. The way you look at a problem, your employees won't. Because, when they see a problem, they want you to solve it for them, as you are the project manager. So, it's important for you to define the problem in the first place.
Choose. Now that you've analyzed the problem and understand contributing factors, identify the areas to address first. Your team likely can't address all elements of a problem at once, so they need to prioritize solutions in ways that will give the project the best ROI of energy and time. 4. Implement.
2. Analyzing the problem: Understanding the context and constraints. 3. Generating options: Brainstorming possible solutions. 4. Evaluating alternatives: Assessing the feasibility and implications of each solution. 5. Implementing the solution: Putting the chosen solution into action. 6.
In project management and team collaboration, problem-solving is the process of identifying and resolving issues that arise during a project. It is a crucial skill that helps fix broken processes, improve performance, and identify opportunities. Problem-solving enables project managers and team leaders to overcome challenges and achieve success ...
Here are three techniques or tools for trouble-shooting complex problems and related interdependencies on your projects, ranging from root cause analysis to structured brainstorming approaches such as affinity diagrams and mind maps. When the only tool you have is a hammer, everything looks like a nail. This could be a problem if you're ...
Defer or suspend judgement. Focus on "Yes, and…" rather than "No, but…". According to Carella, "Creative problem solving is the mental process used for generating innovative and imaginative ideas as a solution to a problem or a challenge. Creative problem solving techniques can be pursued by individuals or groups.".
Here are some potential techniques you could employ: Hold a brainstorming session with your team to identify and explore answers to the problem. Use mind mapping to focus your mind, gain clarity and quickly identify solutions. to help you identify the obstacles preventing you from achieving your goal. Once you have your list of solutions ...
With the world moving at warp speed—and problems flying in from every direction—many project leaders are (understandably) looking for help: Nearly 40 percent of respondents in PMI's Pulse of the Profession ® report said enterprise-wide adoption of complex problem-solving tools and techniques was a high priority. That also means looking ...
The process for problem management then is a structured way to manage problems in IT projects after they are first reported by users or service desk technicians. The problem management process can be broken down into these seven steps. 1. Detection. To resolve a problem, first, you have to identify it.
Summary. Problem management is an 8 step framework most commonly used by IT teams. You can use problem management to solve for repeating major incidents. By organizing and structuring your problem solving, you can more effectively get to the root cause of high-impact problems—and devise a solution. Solving the root cause prevents recurrence ...
There are many techniques that can be used for problem solving. The nature of the problem determines which is selected. In this article, I describe a five-step process for problem solving that provides a systematic approach and helps improve the effectiveness of project management. Step #1: Define the Problem
The apparent erosion of problem solving capability is less a cause for despair than a call to reexamine the essence of one of project management's "foundation skills." To make a foundation skill like problem solving a core competency for project managers, it requires a redeployment of these skills and processes throughout the organization.
4 steps to better problem solving. While it might be tempting to dive into a problem head first, take the time to move step by step. Here's how you can effectively break down the problem-solving process with your team: 1. Identify the problem that needs to be solved. One of the easiest ways to identify a problem is to ask questions.
January 28, 2024. In the fast-paced world of Project Management Offices (PMOs), effective problem-solving is a key skill that PMO Analysts and PMO Managers must master. From aligning projects with strategic objectives to ensuring smooth operational workflows, problem-solving skills are used daily in the PMOs, in projects, and when managing ...
Root cause analysis. A simple yet powerful process for practical problem solving, root cause analysis is a four-step methodology to identify project troubles. This tool is used to distinguish the root cause from other causal factors so that corrective actions can be determined and taken. By knowing the root cause of a fault or problem, you can ...
The traditional approach would be to assess for problem solving skills in one of two ways. Firstly, you could ask for examples of when the candidate previously solved a problem successfully. There's quite a lot of merit in this approach: you'd get a feel for how comfortable the candidate is with talking about problem solving, whether ...
Improve your problem-solving skills. Problem-solving is an important skill for managers, and it involves analysing the situation, communicating effectively, and coming up with creative solutions. As a current or future manager looking to build your problem-solving skills, it is often helpful to take a professional course.
It is essential to have a clear understanding of the project lifecycle, as well as experience in initiating, planning, executing, monitoring, and controlling projects. Additionally, demonstrating leadership skills, effective communication, and problem-solving abilities are key components of project management experience for PMP.
7. Project Management . Project management skills ensure that business initiatives are completed on time, within scope, and on budget. This involves planning, organizing, and overseeing projects from inception to completion. Key project management skills include time management, risk management, and the ability to coordinate with cross ...