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Middle Managers: 'We Hate PPM'
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.
Training interventions can inoculate your IT organization from many of the transition fits and starts experienced in the past. Some annoying middle management resistance in particular can be eliminated by addressing their need for new skills to succeed in the new culture. You just can’t forget a parallel marketing effort to “sell” these classes for new skills.
Nothing More Than Feeling…Rejected
Why They Hate PPM: “It just doesn’t result in the right priorities. Our project was rejected!”
The Real Problem: The organizational priorities are only different from their priorities.
Training Response: In training for middle-level managers, make the implications of core business objectives clear. Everyone can read the list of objectives. You must go an extra step to show what activities do and do not help meet the objectives. For example, if the business objective is to increase market share, projects to upgrade software to be more scalable might be desired. On the other hand, projects to upgrade hardware in non-growth geographical areas might be rejected, no matter how tired the hamsters are.
It follows that project justifications become critically important to middle managers and project managers, so it will be important to improve training in this area. Training should make it easy to link …
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