Running Head: PAPER 3 1

Problem-Solving and Knowledge-Centric Strategies

Janae Cope

Arizona State University

OGL 321

Module #4

April 5, 2020
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Problem-Solving and Knowledge-Centric Strategies

Enhancement of my project management knowledge is an understatement following the

readings in the text, “Managing Project Uncertainty”. The plethora of new rich project

management terminology, insights, and concepts has me unsure of where to begin.

Connections to Further Understanding Project Management

I will, however, begin by tackling my newfound knowledge on confrontation modes. Besides

now knowing the definitions of suppression, adaptation, detouring, and reorienting, I now realize

just how complex the start of each project can be in assessing each problem, solution, outcome,

and variable. Now I can understand that depending on which approach the project manager takes

when problem-framing, which I think of as a risk control in a way, and problem-solving, loops

them back to the type of confrontation mode they will likely adapt. I am fond of the way the

author helped connect each concept keeping a nice and consistent flow and a sort of organization

of the material (Cleden, 2016). Additionally, the breakdown of the differentiation of

symptomatic and root problems brings enormous importance to the planning of a project

(Cleden, 2016). In my opinion, after gaining this information, if a project manager can properly

and effectively diagnose the root problem from the symptomatic problems, it could have a

significant impact not only on the outcome of the project but the time efficiency allotted back

into it.

Forecasting Model Explained

Diving now into the knowledge-centric strategies highlighted in chapter 4. The forecasting

model immediately piqued my interest as the example given for further understanding is almost

to a "T" what I experienced on a road trip with my husband and kids this past January. On our
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way home to California from our road trip to Idaho, a portion of our drive was that of a mountain

range through Oregon along the Old Oregon Trail Hwy. All variables being an unknown to my

husband, the driver, and myself, a nervous passenger, I didn’t know it then, but a forecasting

model was forming the entire duration of the unexpected route. We went from very mild weather

to the top of a summit, through a snowstorm, and everything in between. Keeping our eyes on

the objective, we were recognizing our variables such as signals for snow chains, extremely low-

speed curves, uphill-downhill speeds, large trucks and trailers occupying parts of the road, etc. I

am thrilled to connect a concept to a model I unknowingly formed in reaching a goal to safely

reach the other side of the pass.

Insights and Assertations

Every connection made to the next involving the extensive steps and planning models involved

with project managing, in my opinion, was fascinating. The intricacies of each strategy, even

before the project has begun (Cleden, 2016), has given me an entire newfound appreciation for

project managers and their wealth of knowledge and, might I add, passion for the goal they set

out to achieve. Specifically, in relating final decision making back to my workplace, being self-

employed and still working under an office manager, this element can be tricky. In most

instances when general decisions need to be made regarding the office and most employee

benefits, our manager will be inclined to and authorized to make those. However, as mentioned

in chapter 4, when managing my transactions and files amongst my clients, I obtain the

appropriate knowledge and know-how, case-by-case, to make final decisions and contract write-

ups on the spot. In an organization, I believe that knowing when and who will make certain

decisions is a crucial step in communication to prevent unstable liabilities.

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Confrontation Modes, Uncertainties, and Scenarios

This week's scenario C presented a huge deadline uncertainty which was thrown in mid-project

in hopes the project manager and team would be successful in getting their printer complete in

conjunction with their competitor at the 12-week mark. Before becoming aware of this variable, I

feel that by default, the confrontation mode I adopted was to reorient during the first run-through

of the simulation. By reorienting in the beginning, allowed me as a project manager to see just

exactly what my team was up against. Unfortunately, this did cause for delivery of a project far

from objectives set by management, but I believe it was a great way to prepare for adaptation

during the following attempts. When applying the adaptation mode next, I was able to gather the

information at the start of the project to prepare for the uncertainty in the form of the project

timeline, the best I could by preparing my team for them to be able to weather the storm, stay

ahead of schedule, when it hit. Additionally, by paying very close attention to my team’s morale

and warning signs they gave me, enabled my preparation skills to make small and subtle

changes, keeping them focused straight ahead towards the end goal. Specifically, this mode was

helping me zone in on what my team members needed right then to help the project stay on track

regardless of the uncertainty’s appearance.

Furthermore, in scenario C, I was most successful in my point value at the end of this simulation

than the others. I was able to step outside of the box slightly and manage more effectively in

certain areas. However, I am still having a difficult time seeing different approaches I could take

on staffing and looking deeper to find that correct balance to hit every objective as close to target

as possible. In a blog I chose, the author speaks about assumptions and the positive or negative

effects they could have on your project depending on how you find and view them (Blain, 2017).

I relate this to scenario C, in that I kept assuming the team needed more members than necessary
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at skill levels which were far exceeding the budget. These assumptions cost the project money,

cost myself points, and caused times of frustration for my team. In hindsight, there is a regret that

I didn't take a run-through to experiment with staffing levels to see the effects it would have

taken rather than assuming my team needed things they didn't.

Filtering Information to Keep a Clear Mind

The height of our world's pandemic is upon us with unclear light at the end of the tunnel. With

COVID-19 being the focus of every news station and daily conversation with one another, it is

hard to keep good information in and bad information out. In Kiron Bondale’s blog, he

approaches this topic, targeting social media, and the importance of when, how and where we

gather must-have information surrounding the virus, in a four-step method. Step 1, Trusting the

information you are letting in, Step 2, Setting a time of day and time limit for retrieving

information, Step 3, Filter the information being sent your way, check your resources, and Step

4, Avoid oversharing information with others (Bondale, 2020).

I appreciate his perspective on this informational model and can relate to the “ignorance

is bliss” concept. In October of 2019, I decided to remove myself from all forms of social media

for a much-needed break after realizing the amount of time unnecessarily spent in front of a

screen analyzing other’s lives rather than my own. The results of this decision have been

immeasurable in positively providing me time utilization. Also, as suggested in the blog, without

social media influence, I can filter which information sources I see fit to take in. I believe this

idea can be used for the benefit of project management as well. The complexity of a project

alone is enough to keep a project manager busy, let alone unfiltered information crossing its path

unsolicited. Implementing these 4 steps in all forms of leadership may be able to assist leaders in

keeping the end goal in sight and distraction at bay, focusing on what matters.
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References

Blain, T. (2017, January 8). Playing Whack-A-Mole With Risk. Retrieved From

http://tynerblain.com/blog/2017/01/08/whack-a-mole/#more-1972

Bondale, K. (2020, March 29). Be mindful when staying up-to-date on COVID-19. Retrieved

From https://kbondale.wordpress.com/

Cleden, D. (2016). Managing project uncertainty. Retrieved from https://ebookcentral-proquest-

com.ezproxy1.lib.asu.edu