The Project Manager’s Action Matrix

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What Makes an Issue Complex?

Complexity in project management comes in many forms, ranging from routine annoyances to major disruptions. High-complexity issues ?? often involve new technical challenges, sudden shifts in customer direction, or critical resource losses, such as a key team member leaving mid-project. These problems require deeper investigation and structured problem-solving. Medium-complexity issues ?? include minor technical or commercial roadblocks, resource conflicts with other projects, or significant delays caused by changing requirements or unclear handoffs. These are disruptive but manageable. Low-complexity issues ??? are the everyday hiccups—team members not following through, habitual tardiness, missed meetings, or routine technical missteps. While seemingly small, they add up and can drain a project’s momentum. Recognizing an issue’s complexity is the first step in choosing the right response.

The Role of Recurrence

Another critical factor in deciding how to respond is how often the issue has occurred ??. A first-time problem requires a different approach than one you’ve seen repeatedly. Recurring issues shape how you engage—affecting the tone of conversations, the level of detail you investigate, and how broadly you search for solutions. Time is limited, so when a new issue emerges, it’s worth slowing down to fully understand it before jumping into problem-solving. But when the same problem keeps popping up, you’re more likely to act—either addressing it immediately or fixing the process to prevent future disruptions.

The Project Manager’s Action Matrix

This brings us to the Project Manager’s Action Matrix below. It provides a 2-dimensional look at issues by complexity and by recurrence. The key takeaway? Your response should match both the complexity and frequency of the issue.

• Rare but complex issues demand exploratory problem-solving ????. When faced with something new and high-stakes—like a major technical hurdle or a customer shifting direction—you need structured exploratory methods like Toyota’s 3P (Production Preparation Process), Design Thinking, TRIZ (Theory of Inventive Problem Solving), KT Decision Analysis, Domain-Driven Design (DDD), and the Double Diamond framework. These approaches help teams dig deep into root causes and customer needs before jumping to solutions. They are more focused on understanding the problem and less on making systemic updates.
• Frequent, simple issues? Just handle them. ? If it’s a minor, recurring problem—like someone missing a deadline or a routine technical hiccup—you don’t need a deep dive. The fastest path is direct action: walk over to someone’s desk, jump on a quick video call, and resolve it on the spot.
• For everything in between, there’s Kaizen. ???? When issues aren’t novel, major roadblocks but keep resurfacing, it’s time for process improvement. This is where Kaizen, continuous improvement, and refining Phase-Gate processes come into play. These mid-level interventions help teams build resilience so they can handle similar challenges more efficiently in the future.

Mastering this matrix helps project managers work smarter—knowing when to explore, when to refine, and when to just get it done. ??

Let’s Keep the Conversation Going!

What’s your go-to approach for recurring project issues? Share your thoughts in the comments! ?? Interested in more on lean thinking in innovation? Take a look at a book on lean thinking for Knowledge Work: Improve. Unlike most writing on lean thinking, this book hardly talks about manufacturing.

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