PMcrunch

Determining project requirements has many challenges, but one of the most common that I have encountered is what I call the "Solution Trap".  I have usually identified this when someone states something like "What I need is a …"  This is usually a hint that there is an underlying problem that needs to be surfaced and further investigated.

The problem is that the individual stating the problem is aware acutely of the problem and also is probably aware of a narrow set of possible solutions that they have advanced.  Thus, they revert to simply stating the problem as one of these solutions. 

We as professional project managers, business analysts, or consultants need to clearly understand when this occurs, and approach the stakeholder or customer very diplomatically.  The best approach is usually to begin asking questions, as that can help to refocus the conversation.  We must also be open to the possibility that the solution initially offered by the stakeholder may in the end be the best, but we also know that we need to think it through with the stakeholder to determine that.  At this point, we are actually asking them to help in understanding, and in the process we are taking them through a series of steps that can provide some objectivity.

In Lean Six Sigma, this process is called Root Cause Analysis.  It involves really getting beyond symptoms, and also beyond solutions, to simply "discover" what is really causing the problem, so that it can be addressed directly.  I have encountered problems where the solution, once the root cause was understood, is actually very simple, and the stakeholder was very happy and thankful for that having been identified.  However, other situations can be much more complex and will require a much more sophisticated solution, and a common understanding among all stakeholders will need to be developed through hard work and collaboration.

So, when someone states their project requirements as a solution, let the flag go up, ask questions, and try to identify the root cause before attempting to evaluate solutions.  You will need to gain a degree of control of the conversation to do so, and may need to be convincing in the process of engaging your stakeholders.
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John Reiling, PMP
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