From Mike Clayton:
1 What is getting in the way of each member of your team from doing their very best work?
2 Which elements of your project are not as well controlled as they could be?
3 What are you not thinking about that could have a material [effect] on the future of your project?
4 What is the question you are not asking? [This is the unspoken or avoided question you wish would not keep bubbling into your consciousness as you drift off to sleep]
Then Mike takes us on a trip of 'Solving Problems in the Grey area of Projects' care of 'Managing in the Gray', by Joseph Badaracco
Now, I'm not normally concerned with 'problem solving'. I prefer to think of options we have, their consequences against objectives and capabilities we can apply to them. Nevertheless, Badaracco has an interesting take on the question at hand:
1 What are the net net consequences? What are the likely consequences of the choices before you?
2 What are my core obligations? Respect good governance and keep to your commitments.
3 What will work in the world as it is? Practicalities and realpolitik!
4 Who are we? Our values and ethical framework; our principles.
5 What can I live with? Your real bottom line based on your principles, but also what is the 'take home' you must achieve.
