Hello Friends! 

You probably don't have to reach too far back to think about the last time you had to make a hard decision. We make difficult decisions all the time, decisions that have multiple competing objectives, significant uncertainty, subjective interpretations and many other factors that make solutions difficult.

Now recall how long you spent thinking about your problem before attempting to solve it. Not too long? Would it have helped to take longer? To answer these questions, we can turn to one of the greatest minds of all time, Albert Einstein.

Einstein once famously said, "If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it." He understood the importance of problem structuring as a prerequisite to problem solution. We can't solve a problem if we don't know what it is.   Read more.

Solving complex problems is often a collaborative task that requires a group of people with a diverse set of skills and backgrounds. As a result , team-based work structures are predominant in most engineering-intensive organizations. Their presence likely will expand even more as we evolve into knowledge intensive and more participative organizations. For instance, integrated project/product teams and self-managed teams are becoming an intrinsic part of the industrial fabric. Read more.

Implementing a new system can be more than just project management and technical challenges. In the context of a multinational organization, you can end up sharing your work environment with people coming from several nations and distinct backgrounds. When you take their nationalities, cultures, attitudes and technical skills, which differ from one person to another, all of these differences generate not only conflicts, but also misinterpretation or misunderstanding of guidelines during many phases of a project. This is crucial especially when the project is going-live, or when "emergency mode" is on.

Read more  here.