Intentional Creativity
Creative problem solving can make all the difference on a project. But how can project managers make the most of innovative thinking and still keep a firm grasp on the realities of scope control, timelines and budgets? Here are some techniques for not only encouraging creative behavior but also incorporating it into your existing project delivery processes.
As project managers, our often unstated role is to limit what gets added into a project, making sure that the list of activities and deliverables is finite, and that all crazy new ideas are immediately relegated to a Post-it note in a “project parking lot” where they are sure to never see the light of day. We usually do some form of requirements definition at the very beginning of the project, when stakeholders are least sure of what they can even hope for, much less what they need. Once those requirements are written down, it’s our job to stick to them — or bury the client in an annoying paper blizzard of change requests.
It’s hard to imagine that products like the iPhone came about through such a rigid linear process of thinking. Creating truly innovative products and services depends greatly on how creatively we deal with the dynamic needs of our customers. For project managers, this means incorporating an intentional creative problem-solving process into the way we manage projects.
Creative thinking and problem solving can impact the way projects are managed. But how can a project manager take full advantage of a creative-thinking process and yet not completely throw the realities of scope control and timeline and budget management out the window? First, let’s look at how creative thinking can be incorporated into the project delivery process; then let’s explore the ways we can change our behavior for the better within the existing processes we already use each day.
Crazy Ideas or Creative Probes?
Too often, projects jump straight from the sales process into a stodgy set of stakeholder interviews, or a “canned” facilitated requirements definition workshop, and miss a huge opportunity to understand what the project could be if implemented optimally. What if we could plan for and budget against a creative thinking and brainstorming session designed to stretch our thinking about potential solutions to the business problem? An intentional creative problem solving process provides a framework for generating a ton of ideas, and provides a way to bring some informed thinking into the requirements definition process.
Let’s look at an example. Imagine your project team is asked to come up with ideas to improve the stairway between floors of an office building. It’s likely that a client-generated RFP for a project would have listed several standard items like repainting, making a safer and less slippery step surface, and improving the lighting in the stairwell. Taking that level of insight into a requirements gathering session, you could probably quite accurately scope a boring, low-risk, low-reward project.
Now, take 15 minutes to concentrate on the challenge you are facing. Ask open ended questions to come up with as many options for solving the problem, such as "How to...?" "How might...?" "In what ways might...?" and "What might be all the..."
Using this method, you’re likely to come up with 50 to 80 ideas for ways to improve the stairs. Some might be outlandish, which is part of the creative process. Others will be practical, inexpensive improvements that were unexpected and probably never would have been considered in a “normal” requirements definition process. Using such simple, low-cost techniques can make real improvements in creative thinking, and greatly improve the pool of potential solutions brought to clients.
Quality Out of Quantity
One of the principles of a good creative thinking process is that quality comes out of quantity, at least in the realm of idea generation. An intentional creative problem solving process provides a framework for generating a ton of ideas without worrying whether they are good, bad, neutral, crazy, expensive, offensive or perfect. It strives to get a high quantity of thought onto paper, and provides a way to bring some informed thinking into the requirements definition process.
Intentionally forcing some unconventional brain activity at the outset might radically alter the expected outcome of the project, but if it happens before requirements are gathered, so what? On one hand, the scope of the project might quadruple; on the other hand, we might decide the project we had in mind isn’t even necessary and there’s a better way to solve the client’s real need.
In any case there is a real possibility — even a likelihood — of discovering something valuable and unexpected, and that’s what with set you apart in the eyes of your clients.
How creative thinking fits into the project delivery process…
As a practical process matter, an initial/internal version of an intentional creative problem solving process should be held before version one of a client-facing scope document is developed. Usually enough initial data has been gathered in the sales process that there is at least some idea of what the project involves, and this data can provide the initial insight for an internally facilitated creative thinking session. This session should occur before the real requirements gathering work starts, in any medium to large project.
Holding a similar session with the client is recommended as well, also prior to the start of locking in formal project requirements so that there will be the most openness to building the right scope, timeline and budget expectations at the outset. It often takes a lot of work on the client side to overcome organizational inertia and get a project going, and if clients are forced to do all that work twice (once for the project requirements that are initially defined for, and again for the improved project that is creatively imagined), it may cost them valuable capital or even credibility inside their organization.
Changing Day-to-Day Behavior
All day every day, project managers are called on to solve problems. We have status meetings to identify issues. We have status reports and issue logs to document issues. We have client calls to discuss and resolve issues. We have escalation processes to remind us that we occasionally let an issue get out of control and need help to rein it in.
But what if there is a better way to think about the issues themselves? What if, in addition to tracking issues and talking through resolutions, there are some ways we can better think through solutions to clients’ problems, both the stated ones and the unstated ones? Here are some tips for injecting creative thinking within the existing processes project managers already use each day:
When trying to solve any problem or challenge, ask open-ended questions. Open-ended questions are not “yes or no” questions. They start with phrases like, “How might we…?”, “What are all the ways in which we could…?”, “What would it look like to you if we were to…?” Use these questions in many contexts: while gathering requirements or defining scope-critical decisions; when you’re up against the triple constraint and need a way out; when none of the obvious answers work; when your client or your team isn’t cooperating with the way you think things should be unfolding; and when you can’t imagine by yourself what to do. You’ll be surprised how this single approach can give some brilliant and unexpected results.
Use the PPCO format (Praise, Potential, Concerns, Overcome). It might be just a fancier version of sandwiching bad news between good thoughts on both ends, but the idea is simple. When responding to an idea or a question, use a specific order and format for your response. First, praise the idea. Say something good about it. This is a bit disarming. Second, identify the potential benefits of the idea, when implemented well. This follows up the praise with some specific thoughts showing you’ve considered the idea in detail. Third, identify some concerns that may be relevant. Use open-ended questions to express the concerns. Instead of saying, “My concern is we’d never be able to do it in time for launch” say something like, “In what ways might we be able to implement this feature and still meet aggressive timelines for first phase launch?” or “What are the tradeoffs that might allow us to implement this feature now?” Lastly, be ready with some suggestions to overcome the concerns. Brainstorm the ideas with your team. Ask them for the answers that occur to them if you can’t think of them, or even if you think you’ve already thought of all the good solutions. Present these possible solutions back to the client along with the concerns you identify.
Get comfortable with disagreement or opposing points of view. Learn to put all viewpoints in a context and build a picture that you, your team or your client can use to make a better decision. Don’t assume you have the right answer from the start, even if you think you do. Be willing to let your thinking be challenged. Be willing to acknowledge an opposing view. The PPCO (Praise, Potential, Concerns, Overcome) framework can be a great way to practically frame opposing viewpoints.
Allow those around you to see (visually) the thinking process you’re going through. Show visually how words and ideas are shaping and influencing the process. This can be as simple as projecting in real time the notes you’re taking on your laptop, or writing key comments down on Post-it Notes and putting them on the wall in the place you’re meeting. It might involve attributing the good ideas that are captured in your meeting minutes. Letting the team and the client see how their thoughts are impacting the outcome of a meeting will go a long way toward buy-in to the eventual recommendation or solution.
Continually question whether you are solving the right problem. Often as project managers we get locked in on answering the question we are asked, without taking enough time to consider if we are answering the right question. “How fast can you add this feature?” “Why did this decision get made a year ago?” “Why does X cost so much?” The list goes on. The client changes, the project changes and the context changes but the questions are always the same. If we can get to a correct problem statement, we will have won at least half the battle. If we can get the […] filled in most accurately, within the following sentence, we’ll be on our way to success: “It would be great if […]”.
Stopping to help our team or the client or ourselves ask the right questions, we can be more confident that our efforts are being expended in an effective way. While there are several ways to look at the question to see if it’s the right one, a constant awareness of seeking the right problem statement is a great start.
Relying on yesterday’s ideas and assumptions can spell failure for your organization — and your career. Creative thinking and problem solving can make both major and minor modifications in the way projects are managed. So the next time you’re asked to think through solutions to a client’s problems, try these techniques to jumpstart creativity and spark innovative thinking.