Executive Project Management: What Have You Got?

 

The issue of "who pulls the strings" and "who makes the call" is often a touchy subject on projects. This is especially true for a technical project with huge architectural implications and legal issues aplenty. Add the fact that the project's scope is to span an entire enterprise's use, and voila...You've got mail!

As the technical project manager (TPM) on a project that we'll call "Customer E-Mail," which provides customers the ability to e-mail service representatives, I found myself faced with all of the aforementioned opportunities that we as PMs face more often than not. However, I was faced with additional interesting issues. The enterprise didn't have the horsepower (hardware/software) capabilities in-house to develop such an application that met the business requirments. The business team who funded the project also informed me that the Earned Value Analysis/ROI revealed a negative dollar figure. It didn't take long for executive management of the technical team (my own management) to hear through the grapevine the impact of this project, thus they asked to be briefed on the status. Enter me, the TPM, to brief my management. Upon realizing that my brief to them turned more frowns than smiles, I realized that I was no longer going to receive support from my own management on this project. Then, reality hit...the phenomenon known as Executive Project Management (EPM).

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So, what exactly is Executive Project Management? Well, there is no clear definition, at least not in the sources I researched. In a nutshell, my definition of EPM is "the management of a project by an executive team consisting of non-practicing project managers!" The term EPM is almost self-defining, at least at first glance. However, the real question is what causes such an aberration? Here are a few non-exhaustive forces that potentially stem EPM:

• Large enterprise scope
• Lack of agreement on scope
• Inability to get to "a meeting of the minds"
• High risk project (in this case, cost was the issue)
• Poor planning of benefits deemed fit by management
• In general...an inability of decision making by the "powers that be"
• Separation of business vs. technical goals (remember...who pulls the strings?)

The effects that mire such a project are costly. Imagine having to go back to your project team, who have been working at a rapid e-commerce pace, only to inform them that your project is on hold, has gone non-viable, is re-starting (only to go non-viable again), and even passing the word down from the EPMs that "the technical team wishes not to play." Wow...imagine how you, the PM, look and the reputation that will now precede your organization, at the expense of your own management! These are just the personal issues, now how about the effects on the project itself: extended phase duration, lack of consistent work, increasing costs, missed milestone dates and a general lack of motiviation to continue working on the project. Now, bring these personal and project issues together and "You've no longer got mail." Instead, "You've got a disaster of a project"...and it's all yours along with the EPM team!

So, how does a PM confront such challenges/opportunities? Well, it's not simple, but it shouldn't have to be difficult either, assuming you have a management team that displays a willingness to listen! These non-exhaustive helpful hints may overcome any future obstacles, as well as gain the role of "PM" back from the EPMs:

• Listen to your project team, and act on any critical issues
• Stay positive...never let the EPMs and issues get the better of you
• Don't let the back-and-forth decision making process get to you personally
• Do as your told, at least while EPM is in full swing, until you gain the PM status back
• Always, always display leadership amongst your project team
• Communicate to your management the effects of their actions on the project team
• Be willing to face the EPMs and make them aware of the personal and project issues
• Ultimately, gain the PM status back by doing all of the above

The issue of EPM is a political one. Gaining back the status of PM may not actually happen, if you don't display leadership and a general willingness to at least participate in the politics of EPM. It's far too easy to assume that EPM will continue throughout the duration of the project, given the visibility and nature of the politics on the project, so don't assume it will. You must learn that you are still the PM, and the project may never go "non-viable." The viability of a project is typically a calculated one with a positive Net Present Value (NPV). However, as we've learned here, even negative NPV projects are viable, assuming the intangible benefits of the outcome outweigh the costs.

A lesson has been, and can be, learned from all of this: EPM is a fact, and the PM of a project must become a part of the EPM team. Assuming you're a non-executive, the duty of a PM will shift from that of a leader to one of a listener and moderator. Your job within the circle of the EPMs is to listen, react, suggest and be willing to take any pressure the executives feel necessary to relieve themselves of...believe me, this will happen! As an early distant warning, it behooves you to use the EPMs as your ally and not view their function with an "us vs. them" mentality. Involve them early, rather than later. A lot of potential wasted effort and energy can be saved from your project team the moment you sense one of the aforementioned forces that stems EPM. And before you know it, you'll no longer have a "disaster of a project." Instead, "You've got momentum!"