It's not always easy to truly identify what is the real project.  On the surface, it seems obvious.  The customer comes to you with 'x' need and you work with the customer on business processes and requirements and move forward with work on a solution for that customer.  You have a project involves working to solve the customer's identified need.

 

 

 

 

 

However, it’s not always that easy…and as the project manager, you must assume that the customer doesn’t always know what it is they want or even what their true need is. Identify that true need, and you’ll be building a solution that keeps the customer happy.

 

 

 

 

Fully Understand the Problem or Opportunity

 

 

 


Problems and opportunities can arise almost anywhere inside or outside the organization. Problems are typically driven from within and frequently relate to improving organizational performance. For example:

 

 

 

 

 

 

 

 

 

 

 

 

 

 





     
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  • A department that’s overwhelmed with paperwork may need to simplify its procedures.




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  • An organization that constantly faces the prospect of worker strikes may very much need to improve management/employee relations.




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  • An insurance company that has branch locations spread across a wide geographic region may need to communicate effectively among branches.




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Problems are generally regarded as negative. Opportunities may be viewed as their positive alter ego. Opportunities are often driven by external forces. One of the more common examples of opportunities can be found in the areas of product development or product enhancement. These opportunities are often the response to a perceived need in the marketplace.

 

 

 


Identifying the True Need

 

 

 

 

 

 

 

The term “true need” refers to the most basic problem to be solved. Identifying your project’s true need can, at times, be tricky. But it’s absolutely vital that you as the project manager understand what the true need is.

 

 

 

 

Why? Because many will judge you as a project manager by your ability to solve the original problem. Solving the original problem equates to satisfying the true need and you and your project team often have to dig to find out what that true need actually is. You cannot be certain that you’ll satisfy the true need unless you know what it is. The problem is that when you’re assigned to manage a project you may not be presented with the true need explicitly. Terminology can become confused: what’s described as a need may actually be the solution to a need.

 

 

 

 

Most books on project management deal only with the “mechanics” of managing projects and helping you manage the project you’ve been assigned. However, properly identifying and quantifying the true need is actually more important than planning and executing the project. It’s often been said that it doesn’t matter how well you manage your project if you aren’t working on the right thing.

 

 

 

 

One of the most reliable methods for uncovering the true need is to ask the right people one simple question: “Why?” However, as you seek to uncover the true need, you can expect to encounter some resistance.

 

 

 

 

If you ask questions rather than digging in and getting the project going, some within your organization may assume that you’re not moving forward. However, asking the right questions of the right people can often lead to some startling discoveries.