Take a proactive approach to identifying and resolving project challenges.
By ‘proactive’ I suppose they mean ‘active’ (I just quibble with words here, but ‘pro-active’ is such junk English).
The project team has to actively identify and resolve project challenges. That’s their job. Now, what could distract them from their job?
It is the C-suite that has the answers to this: remove obstructions from the team’s work in doing this, and get rid of the fake ‘challenges’ that could impair the project.
Fake challenges? I mean intentional under-resourcing, creating problems at the interfaces, applying corporate rules to procurement that might not serve the project’s interests, creating an environment that punishes honest reporting of progress or lack there of. Then failing to take advice on solutions that the project team can see.