Project Based Problem Solving and Decision Making A Guide for Project Managers

Preface xi

About the Companion Website xiii

1 Understanding the Concepts 1

1.0 The Necessity for Problem-Solving and Decision-Making 1

1.1 Problems and Opportunities 2

1.2 Research Techniques in the Basic Decision-Making Process 3

1.3 Facts About Problem-Solving and Decision-Making 4

1.4 Who Makes the Decision? 4

1.5 Information Overload 5

1.6 Getting Access to the Right Information 5

1.7 The Lack of Information 6

Discussion Questions 6

References 7

2 Understanding the Project Environment and the Impact on Problem Solving 9

2.0 Understanding the Project Environment 9

2.1 Project Versus Business Problem-Solving and Decision-Making 11

2.2 Problem-Solving and Decision-Making in the Project Management Environment 11

2.3 The Impact of Constraints on Project Problem-Solving and Decision-Making 12

2.4 The Impact of Assumptions on Project Problem-Solving and Decision-Making 13

2.5 Understanding the Project Environment's Complexities 14

2.6 Selecting the Right Project Manager 15

2.7 The Impact of the COVID-19 Pandemic on Project Management 15

2.8 Differences Between Program and Project Problem-Solving and Decision-Making 18

2.9 Problem-Solving in Matrix Management Organizational Structures 25

2.10 The Impact of Methodologies on Problem-Solving 29

2.11 The Need for Problem-Solving Procedural Documentation 35

Discussion Questions 40

References 41

3 Understanding the Problem 43

3.0 The Definition of a Problem 43

3.1 The Time Needed to Identify a Problem 43

3.2 Not All Problems Can Be Solved 45

3.3 The Complexities of the Problems 46

3.4 Techniques for Problem Identification 46

3.5 Individual Problem-Solving Conducted in Secret 47

3.6 Team Problem-Solving Conducted in Secret 47

3.7 Decisions That Can Convert Failures into Successes 48

Discussion Questions 53

References 54

4 Data Gathering 55

4.0 Understanding Data Gathering 55

4.1 Reasons for Data Gathering 56

4.2 Data-Gathering Techniques 56

4.3 Metrics and Early Warning Indicators 57

4.4 Questions to Ask 57

4.5 Establishing Structure for Data Gathering, Problem-Solving, and Decision-Making 58

4.6 Determining the Steps 58

Discussion Questions 59

5 Meetings 61

5.0 Problem Analysis Characteristics 61

5.1 Real Problems Versus Personality Problems 62

5.2 Determining Who Should Attend the Problem-Solving Meeting 63

5.3 Determining Who Should Attend the Decision-Making Meeting 63

5.4 Creating a Framework for the Meeting 64

5.5 Setting Limits on Problem-Solving and Decision-Making 64

5.6 Identifying Boundary Conditions 65

5.7 Understanding How People React in Meetings 65

5.8 Working with Participants During the Meetings 66

5.9 Leadership Techniques During Meetings 67

5.10 Handling Problem-Solving and Decision-Making Conflicts 67

5.11 Continuous Solutions Versus Enhancement Project Solutions 68

5.12 Problem-Solving Versus Scope Creep 68

5.13 Problem-Solving and Decision-Making During Crisis Projects 69

5.14 Presenting Your Decision to the Customer 70

Discussion Questions 71

Reference 71

6 Developing Alternatives 73

6.0 Finding Alternatives 73

6.1 Variables to Consider During Alternative Analyses 74

6.2 Understanding the Features That Are Part of the Alternatives 74

6.3 Developing Hybrid Alternatives 75

6.4 Phantom Alternatives 75

6.5 Tradeoffs 76

6.6 Common Mistakes When Developing Alternatives 76

6.7 Decision-Making for Managing Scope Changes on Projects 77

Discussion Questions 80

Reference 80

7 Problem-Solving Creativ