146 • Creative, Ecient, and Eective Project Management
• Identifying and implementing an idea for overcoming potential
showstoppers caused by cost and schedule constraints
• Improving processes described in management plans, such as reduc-
ing cycle time
Problem Solving
In project management, problem solving is an ongoing process. In many
respects, problem solving is the major reason for a project. It oen requires
coming up with a creative solution. It entails coming up with a targeted,
unambiguous solution to a problem or issue.
Keep the following in mind when performing problem solving:
1. Dene a problem as clearly as possible before embarking on a solu-
tion. is part of problem solving is oen overlooked. Too many
projects start without a clear idea of what to achieve. Instead, due to
management pressure or something else, a project pops up without
any real idea of what to x. If it does x something, oen the result
is incomplete or requires rework.
2. Record the assumptions behind the problem being solved. For exam-
ple, what are the potential causes vis-à-vis the symptoms? What was
the event that made everyone aware that a problem existed that
needed resolution?
3. Aer dening the problem, develop a list of potential solutions.
Generating solutions can be as creative as dening a problem.
Sometimes no one solution can adequately address a problem, but
several innovative solutions may do the job.
4. Whether dening a problem or identifying multiple solutions,
make every eort to rely on facts and data to come up with results.
Frequently, whether intentionally or not, prejudices or biases can
inuence outcome. Make every eort to avoid such inuences when
coming up with a creative solution.
5. Develop an implementation plan. A plan is necessary even if nothing
happens right away. e plan should follow something similar to the
PDCA (Plan-Do-Check-Act) cycle that quality experts oen follow.
Plan is determining what solution to implement; Do is implement-
ing a plan to make it a reality; Check is measuring the eectiveness
of the new solution; and Act is taking the data to determine whether
improvements are needed.
27
Common Creativity Tools and Techniques • 147
Some ways to use problem solving on a project include identifying and
implementing a solution to the following:
• Process problem
• Reoccurring defect repair
• Schedule performance problem
• Workaround
Compare and Contrast
Not necessarily a technique for generating ideas, it is however an excel-
lent way to choose and evaluate ideas. Whether in a T-format or a matrix,
comparing and contrasting ideas allow seeing the pluses and minuses. e
key is to take a systematic approach toward weighing the pros and cons.
Keep the following in mind when comparing and contrasting ideas:
1. Establish a weighting criterion to determine which ideas can help
in solving, for example, a problem or issue. e criteria will also
help minimize the tendency to allow biases to inuence selecting an
idea.
2. Have an outside person or group review the results. Outside reviews
help ensure that nothing is overlooked in the weighting and that any
biases are caught.
Some ways to use compare and contrast on a project include:
• Comparing cost and schedule baselines to actual performance
• Conducting a lessons-learned session using examples from other
projects
• Looking at other projects to see how to improve their execution
• Matching success criteria at a specic point in time with that identi-
ed in the project charter
• Reviewing the schedule performance of other projects to assess the
project’s current performance at a specic point in time
Analogies, Metaphors, and Similes Thinking
e use of analogies, metaphors, and similes are excellent techniques to
generate creative ideas. An analogy compares dissimilar ideas, problems,
148 • Creative, Ecient, and Eective Project Management
things, and so on that share a common feature or characteristic. Similes
compare dissimilar ideas, problems, things, and so on, but include the
use of the words like or as. Metaphors combine descriptions with an idea,
problem, thing, and so on that seem unrelated, too, and may really have no
connection. Analogies, metaphors, and similes are excellent for sparking
imagination in visualizing problems or issues and for developing creative
solutions.
Keep the following in mind when using analogies, similes, and
metaphors:
1. inking in terms of analogies, similes, and metaphors capitalizes
on the power of the right hemisphere of the human brain. It requires
the mind to use its associative and connotative powers to make
connections. erefore, recognize that sometimes such thinking
requires loosening the rules and other constraints associated with
the le side of the brain.
2. Let the team come up with analogies, similes, and metaphors. e
diversity of minds coupled with the opportunity to generate many
analogies, similes, and metaphors can lead to creative ideas originat-
ing from thinking outside the box. It also builds ownership in an
idea.
Some ways to use analogies, metaphors, and similes on a project include:
• Viewing a project as something akin to an event that occurred in
another industry
• Viewing a project as something that occurred in an organization’s
past and identies some opportunities for improvement
• Viewing a threat to a project as something that was faced by another
project elsewhere to learn what can be done
Literature Reviews
is technique involves researching the Internet or going to the library.
Additional data and information are collected about an idea to determine
its validity. Primary sources, such as raw data and interview notes, and
secondary sources, such as articles and books, can provide additional
information and guidance. ey can also help support and dispel assump-
tions about an idea.
Common Creativity Tools and Techniques • 149
Keep the following in mind when conducting literature reviews:
1. Look at a wide array of sources, ranging from raw data to video
presentations on the Internet. Use as many sources as possible.
einformation gathered will provide the basis for doing additional
research. It will also help support or disclaim other information
gathered from the literature review.
2. Always consider the source of the information. Just because some-
thing is published by an organization does not mean it is unbiased;
some organizations ll their presentation with facts and data with a
slant. It is always good to nd multiple sources that take a dierent
or contrarian view of a topic.
3. Look at multiple sources. Relying on one organization may not broaden
perspective. Coverage may not be biased but narrowly focused, such
as in a specialized eld. Conducting a literature overview on an idea
appearing in dierent elds may provide a broader perspective.
Some ways to use literature reviews on a project include reviewing:
• Articles in trade publications about projects of a similar nature in
other environments
• Case studies provided by professional organizations to learn from
the experiences of projects of a similar nature
• Technical journals on the latest advancements in technology that
could improve the quality of deliverables
Devil’s Advocate
is technique involves having someone take an opposite stance on an
idea with the specic purpose of identifying aws. e basic premise
behind this technique is that contrary thinking can reveal shortcomings
regarding an idea, which can be modied or discarded. e objective is
to uncover a false positive, which is something that appears true but is,
inreality, incorrect.
Keep the following in mind when applying the devil’s advocate approach:
1. e person chosen to play the role of the devil’s advocate should have
good interpersonal skills. e exchange of viewpoints about an idea
can quickly turn personal, if uncontrolled.
150 • Creative, Ecient, and Eective Project Management
2. Capture both the pros and cons of an idea. Just because an idea has
a aw does not automatically mean discarding it. An idea may be
salvageable aer a few changes.
3. If an exchange does get overheated, act before it gets out of hand.
Some ways to cool it down include tabling discussion or changing
the person’s degree of involvement in the exchange.
Some ways to use a devil’s advocate on a project include assigning
someone to:
• Challenge a decision to improve a process described in a manage-
ment plan
• Disrupt prevalent thinking about how to go about managing
aproject
• Question the validity and reliability of a solution to a schedule per-
formance problem
• Question the validity of a key performance metric
Checklists
Checklists are not, of themselves, a creativity technique. However, they
can help further creativity if used to help remember key concepts, data,
and so on, which in turn can lead to creative ideas. Checklists, therefore,
serve as a vehicle to encourage greater thinking. Checklists oer at least
two advantages. ey can help avoid oversight of key information. ey
can also encourage further thinking using an element in a checklist to
encourage creative thinking; in other words, piggybacking from an ele-
ment to generate a creative idea.
Keep the following in mind when using checklists:
1. e contents of a checklist should relate to each other in some way,
such as a specic topic. Too broad a scope will make it dicult to
come up with a tangible, creative idea.
2. e checklist need not be exhaustive. In fact, too many elements in a
checklist may confuse more than help. Approximately ten elements
will oen suce.
3. Keep in mind that a checklist is an aid. It is not exhaustive, and it
should help to expand boundaries in thinking, not constrain it.
28
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