Avoid Being the Scapegoat
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
You have enough to worry about without having to anticipate ending up as a scapegoat for the problems of non-IT groups involved in the same project. Yet they are out there and could be sharpening their fingers, readying to point.
One example is the user performance management groups, who typically report through HR or the business side. They may have “training” or “performance” in their departmental names, but we’ll generalize them as user performance management groups (UPMGs). They have a process they use to realize their own deliverables, which fits into your process like two gears of slightly differing ratios, causing slips, grinding and friction.
Two scenarios below will illustrate how the relationship can go wrong, how to deal with the fallout and how to avoid the problem in the first place.
Analysis & Selection Activities
Occasion for Frustration. James is a project manager developing a brand new application for a call center. He has been successful in completing the analysis phase on schedule with a high-quality set of deliverables. While enjoying a moment of self-satisfaction, he hears that members of the call center performance management team have started to circulate their opinion that James is obstructing their ability to complete their own analysis. He is frustrated because the performance …
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