A task is expected to take longer than planned.

It sometimes seems obvious how to handle potential delays in a project plan. Other times, it is less clear or there could be knock-on effects that are difficult to assess. At that point, it makes sense to take a step back and explore what other options you might have to address your current dilemma.

Complex problems are often vague, and that means they have many possible solutions. Following the Meta-Problem Method may lead you to a distant dilemma from the one that started your quest. A key part of the method's value is that it forces you to clarify what you really want and what you are willing to give up. It also enables you to compare objectively the possible pathways and their trade-offs. It prevents you locking into solutions mode too early, and then doubling down on solving a low-yield problem that does not serve your goals as well as the alternatives. At the end of this process, you will have a better understanding of your priorities and how to achieve them.

Step in the Meta-Problem Method	Illustrative Example
Dilemma The high-level issue you are trying to address	A task is expected to take longer than planned.
Goal The changes you would like to make to address the dilemma. There are usually many options. Selecting the best set comes after you learn what is possible.	Supporting Goals Plan matches reality. The task is modified to fit in the originally planned time. Maximize the value of the task. Minimize the cost of completing the task.
Problem Space While goals tell us what we want, our next step is to understand what is holding us back from making progress on them. This approach is borrowed from calculus as we explore the neighborhood of the current dilemma.	For each goal that you are considering, ask yourself: How much progress is possible? How much effort would it take to make progress? What methods might help to make progress? What might the positive or negative effects be on the other goals as you make progress towards the current one? Example Problems: What is a realistic plan for completing the project? What would the consequences be of extending the timeline? For example, delays in other related projects may mean that these delays will have limited budgetary and resource impacts, rather than cascading consequences for other projects. What aspects of the task can be removed to reduce the time to complete it? What would be the consequences to the project? For example, as the project evolves stakeholders may realize certain requirements are no longer important and can be removed from the project without issues. Are there changes to the project plan that would make it more valuable? What would the cost and benefit of those changes be? For example, as the project evolves, stakeholders may recognize certain important needs that were not included in the original scope. Change requests may be needed to ensure the project delivers on its potential. Are there changes to the project plan that would make it easier to pull off? What would the cost and benefit of those changes be? For example, early in the project there may have been a decision to use a specific method which was believed to be easy to implement. During the project, more information may lead the team to consider alternatives. Do we have the right team on the project? Are there other people who could complete it more easily or quickly? For example, simple projects can be run by someone who needs to grow as a project manager. If a project becomes more complex over time, backup may need to be brought in to fill the skills gap. Has there been any scope creep that is causing the delays? Should the changes be reversed to stay within the original plan? For example, there may have been substantial effort at the outset to design just a Minimum Viable Product, but additional requirements were added later. If the project is now behind schedule, some of those changes may need to be reversed.
High-Yield Problems Sometimes solving one problem helps make progress towards several goals. In this step, we identify these “two-for-the-price-of-one” problems.	Which Options Will Advance More Than One Goal? Revise the project plan to match the new expectation. If this is the right choice, it will allow the plan to match reality without reducing the value of the project, though it is likely to increase costs. Change the scope to maximize value and manage costs. If this is the right choice it could increase or decrease value, increase or decrease cost, and result in changes to the project plan to hopefully match reality. Review the current team on the project and make changes as needed. If this is the right choice, it may reduce costs, increase value, and help the plan to match reality. Validate the existing work plan to ensure it matches the needs of the business. If this is the right choice, it may reduce costs, increase value, and help the plan to match reality. Et cetera.
Problem Selection Which of the many possible options is the best set of problems to solve in order to achieve the goal	Selection Criteria Which solutions will best address the dilemma? Which solutions will deliver the best outcome for the least amount of time, effort and money? Which solutions is the student most excited to take on?  By this point in the Meta-Problem Method, you have clarified your goals, identified some options you could take, weighed the trade-offs that come with each of those options, rejected some options because they will take more time, effort or money than the results are worth, and you have identified a set of high-yield problems that will advance several of your goals at once. Now you are ready to start solving a problem knowing what you expect to achieve.
Implement, Learn and Adapt	Observe and learn as you go. New information may reveal itself as you implement your chosen solution, so check continuously that you’re still solving the right problem.