I believe a true TPM is always ready with a backup plan or even a few of them. This helps reduce the panic and stress when unforeseen circumstances arise. Usually, when challenges occur, it’s good to take a moment and formulate a plan with your leads and team, ensure they are on board. Once you have that squared away, it’s always easier to communicate to the stakeholders and present to them the unforeseen challenges and your plan to rectify it. Another step I’d recommend is doing a retro or analysis on why it happens and what could be done to prevent it in future. Presentations go a lot smoother if you go in with what went wrong, a sense of confidence for the newly formulated plan, and what can be done in future for prevention.

In one of my programs, we encountered an unexpected challenge that risked delaying key milestones. Rather than letting anxiety spread, I addressed the situation with clear, calm communication. I shared the core facts with the team—what had happened and the immediate steps we were taking—focusing on clarity over details to keep everyone grounded. Then, I laid out our adjusted plan and reassured stakeholders that we were managing the situation step-by-step. I emphasized that obstacles are part of any program and that we had strategies to keep us on track.

Even in difficult circumstances, don't be part of the problem - be the solution. Take time to thoroughly research and understand the problem. A. Develop one or more action plans, including: - Clear timelines - Resolution team assignments - Risk assessment - Cost analysis - Potential consequences B. Create a communication plan for affected customers and notify their account executives C. Report to stakeholders with: - Root cause analysis - Action plan details - Time and cost estimates - Confirmation that impacted customers are being properly supported

Focus on how we’re adapting and problem-solving, not just the issues at hand. This keeps everyone proactive and ready to tackle challenges. Share the facts we know, and explain what steps we’re taking to address any uncertainties. Let people know exactly how we’re managing and reducing the impact. Reassure the team with a commitment to open communication. Be clear about any changes in roles, timelines, or priorities needed to keep things moving forward.

Uncertainties often arise due to external factors such as market fluctuations, human error, or regulatory changes that are beyond an organisation's control. I always ensure to have an expedient contingency plan to deal with uncertainties along with the project execution plan. This proved advantageous for me, and I am convinced that an organisation can minimise disruptions caused by uncertainties and ensure project continuity if it has made due provision of it in the project. The plan serves as a comprehensive set of guidelines; it designates a focal person who plays a crucial role in developing a clear response, including communication protocols, resource allocation, and alternative operational actions.