Technical Project Management - Continuous Clarification

This is the first in a series of blog posts on technical project management.  I spent the last six months on consulting engagements where I was quite unfamiilar with the technical subject matter I was consulting on.  It is a precarious situation to be in, where you are supposed to be the subject matter expert, but the people you are surrounded with know more about the topic than you do.  The best thing to do in a case like this - as you need to show value - is to put on a technical project management hat and lead the effort.  So, you have people around you that know more than you do?  That's fine.  Help direct them to the finish line.  In the process, of course, you will learn more about the subject matter.

In particular, it can be a predicament when you are dropped into a project underway, and are asked to drive towards a solution to a difficult problem.  One technique that can be used in this situation I call "continuous clarification".  Often, by asking the right questions, other SMEs will come to a collective solution.  If it is a particularly complex problem, this can often be achieved iteratively.  Start with the facts, and find out who knows what.  Maybe there are 10 people on the team.  Start talking to a few of them.  Usually, there will be "friendlies" and "angries".  Find out who the friendlies are and get as much information from them as you can without turning them into angries.  If someone does not seem forthcoming with information, keep it simple and move onto the next.  By the time you get more information from others, you can circle back around to the angries, but now you know more about the subject and so they have less reason to be angry.  Maybe you can get a little more information from them the second time, and then circle back to your friendlies to clarify or drive to more information.  This process also gives you additional time to do your own independent research and start boxing the problem.

By getting everyone to agree on what the problem actually is, you may be bringing these disparate parties closer together.  When you hit an impasse, you can have a meeting to discuss the problem.  At this meeting, you can present a few slides with your findings and your understanding of the issue and, hopefully, some suggestions on next steps.  This is a great opportunity for the folks who may be holding onto information, to "show their stuff" and tell you that you have it all wrong.  That's fine, and should be expected.  The way to handle this is to be attentive and take notes on what they tell you.  Good!  The information they provide in this context may be the critical piece that's missing.  Maybe it gives you some leads to follow up on.  Maybe it sparks some thought in the other SMEs.  Maybe it buys you some time to do some research on your own.  But you are approaching a solution over time.

If you get stuck, rinse and repeat.  Now you know more, you have honed and defined the problem.  Seperate the witnesses again and interrogate.  Just beware that some of your friendlies may now be angries and vice versa.  While your knowledge and confidence may be greater, ensure that you don't change your demeanor.  Remain always humble, always questioning, always taking notes and processing.  Using this continuous clarification process, you can approach a solution over time and show value throughout the process.