Hello all! I'm new to this site and am very anxious to get feedback from seasoned vets as I'm new to Project Management. I need help. I'm working for a company that has never had a project manager before.
I've been here for three weeks now, trying to get to know the team's practices and protocol. I want to start implementing better time management and look at deadlines. The team is very respectful but not very enthusiastic about the changes. Any advice to show them how beneficial this is going to be? Any pearls of wisdom would be appreciated.
3 weeks is still shaking hands in many places. It's been my experience that new leadership into an existing team is one of the hardest management jobs. Notice I said management - not project management - the reason? - in this case you're being viewed more as a manager, than a project manager.
You have a huge cultural mountain to climb. My advice? How were they doing things before you got there? Were they successful? What is really broken? Fix that first. Time recording, task management, enthusiasm, etc., will all come from how you lead them.
You didn't mention the project, or the time constraints, etc. I'm assuming that you've been hired to "fix it". Help your new team buy into the mission - the goals of the project. Coach them to see YOUR vision of the project. Unless they believe in what the goals are - it's going to be lot's of uphill work.
Holding people accountable for the first time can be a shock. Make sure that you work up to that concept. Ask more about what and why, than why not.
You mention wishing to show them the benefits.... If you've been there 3 weeks - how do you know it's going to be beneficial? Those folks have been slogging through the mud... now you're here - they should know - if they don't - ask them what they see the benefits are..You worked with sports coaches - what did you learn from them? Did they tell you how to play the game? Or stress skills development? Individual ownership for being on the team. You need them to accept you as a leader, not the boss.
Remember - everyone (except project managers) hate change. You represent a HUGE change in their lives.... They talk about you at home over the dinner table. This is a time for ballet slippers, not cowboy boots. Saving Changes...
I see a lot of people introduce project management to companies as if it will change everything and revolutionize the business. Usually the effect is more subtle. Emphasize the points that you know you can deliver and deliver quickly.
I usually focus on improving the predictability of the schedule and budget. Notice that I do NOT say that everything will be faster and cheaper, just more predictable.
I also recommend taking a look at the book, "Selling Project Management to Senior Executives", published by PMI, by Dr. Thomas and others. It has some great tips about how people have successfully introduced project management into new companies. It deals mostly with the arguments made to senior managers, not the employees, but I think you will find it useful. It has some great advice about ways to explain project management. They especially recommend the use of the "iron triangle" to explain how PMs can balance tradeoffs between cost, schedule, scope, and other factors. Saving Changes...
Rob MartinConsulting (Contract)| Microsoft (Thailand)Lam Luk Ka, Pathum Thani, Thailand
I agree, three weeks is a light run in time.
Without a view to your mandate, your management backing or what you're trying to achieve, it's hard to give advice that's sage or accurate.
A Project Manager should get his mind around the scope (as Alex says, make the schedule predicatble) and schedule to really see if what you are being asked is doable. Making changes to time management etc. are the last things you want to change. To get a team on your side, making them jump through process hoops up front can have a negative effect.
My Advice:-
1. get your mind around the task, the schedule and budget (if you own that)
2. Get your teams perspective, get advice and see what they think needs improving
3. Double check with your management on your mandate, sponsorship and set expectations
4. Share 3. with the team.
5. Have a team building exercise, get out of the office for a lunch or something similar.
6. Enjoy the experience, it's fun turning them around.
Cheers
Rob Saving Changes...
So you're the only project manager at the moment? And the only one the company has ever had? My biggest concerns would be your authority - where are you placed in the company? Above the people who will sit on your teams or as a peer? The latter would cause me more concern. And what buy-in does your position have from upper management? This all comes down to: will people take direction from you and do you have a viable escalation plan in the inevitable case that work doesn't get done? If you have all of this in place, you'll be as successful as the rest of us. Saving Changes...
Kristina Frazier-HenryDigital Practice Leader| Fusion AllianceFishers, In, United States
Hi Charlie,
Project management (in my humble opinion) is still a misunderstood profession. Some of that is because we're still a young profession and some of that is because of past experiences had by those who have interacted with project management (which left a bad taste in their mouth).
I don't know the size of your company or the number of folks your dealing with or even the types of projects your undertaking.
I find it best, in the beginning to:
1) Listen - and LOTS
2) NOT try to act like you're the savior of anything
3) NOT to preach why project management is the savior of everything
4) Get to know the people you'll be working with - casually ask questions about the work - figure out what their pain points are and work that in to how you can make some project management practices work for this company.
Best of luck to you - Kristina Saving Changes...
Sharon CurtisSenior Project Manager | World Archipelago London, United Kingdom
Hey I hope its going well in your new role so far. I know how it can seem people are less enthusiatic about changes in how they do their job including the way they are managed. I think its important to understand the reasons for their resistance. Which could be anything from
- They already think they are quite busy and dont want to take on additional tasks or procedures that may initally slow them down.
- They percieve a risk that the new process will give them less power
- Previously what they did before may have been self managing and they may not want anyone to have overall controll or a say in their work.
- A lot of people dont take critisism very well - changing things can say that what they did up before wasn't very good - most people will know this already - but some will like how it was working.
There are many more reasons of course which might affect your situation. I think what Donald said is true most people except project managers hate change.
Personally as a project manager I love change - it creates dynamics and goals to work to, but I do have to accept that not everyone feels this way.
I think you should try to understand the key resistances to change and then communicate the changes you want to make with processes etc. and explain why in the long term those changes are going to benefit them directly.
I always consider it like this - as a project manager you are there to help your team (effectivly you work for the team) and you want them to perform at their best because when they do this brings you closer to meeting your project goals and everyone in your organisation will view the project as a sucess.
Theres no doubt its a difficult balance to make - to make a difference in your role you will no doubt have to insist on changes - but you also need to tread softly so that you dont tread on peoples toes Kristina brings up a good point about not being too preachy sometimes its best to take incremental steps to change.
I think if you can prove its win win it will be easier for people to accept change.
I want to first say thanks to everyone who has posted their incite. It has been very helpful.
I guess it would have been beneficial to state the line of business I'm working in. I work with a marketing company that operates in several capacities. They build identitys, create websites, logos, and ad campaigns. The president is wonderful and encourages creativity. What she came to realize is that the creative process was taking too much time. In essence, that is one of the things I'm here to fix.
Since my original post, I believe I've made some successful strides here which I am very proud of. It is a small company with only a handful of designers/web designers and three marketing managers. Within the company's hierarchy, I am under the President-- for now.
I would like to post more details but am running into a meeting shortly. I just felt compelled to express my gratitude to everyone here. Thank you so much!
Mr. Rob Martin, I would love to get more incite from you as well!
Kristina- I agree with the need to casually speak with the team. There is one fellow, however, who I can tell is very resistant to communicating with me: work or non-work related. I've decided to not try to talk about anything non-work related since it seems to pain him to communicate. What other advice would you have regarding this situation? Saving Changes...
Frank WintersPhotographer and ConservationistSandwich, Ma, United States
Hi Charlie,
The most important skill you need early on in your situation is your listening skill. Listen much more than you talk. Drop your preconceptions of the situation including the need for project management -- IOW be open to the possibility that PM as you practice it may not be the perfect fit you thought it was. Go into problem solving mode while keeping the best interests of your organization and its people in mind.
If PM is going to be helpful make sure you know how and why. Make sure your solutions fit what is actually happening. In other words don't come in with a hammer looking for nails.
Act as a person with much to offer who is genuinely concerned with the best interests of the organization. If you can be that person it will help you win over most people. Of course you will need the clear buy-in of senior management as well but if you are not really on the team's side that will not help very much.
IOW if you over pursue your personal agenda you will fail. Listen, engage, help solve the problem(s) and enjoy the process!
Good luck, and enjoy the journey!
Frank Saving Changes...
You have an extra challenge -- many people who are creative resist the structure of project management. I have found that working with marketing, sales, and research people can be very difficult. The rigid boundaries and rule that many IT-related PM methods advocate might not work so well for you.
I know your challenge is to reduce the time of the creative process, but ironically project management of creative processes does take a little more time than for well-defined processes. There is a little more up-front work needed.
It is possible to make it work, and work well. Here is my recommendations:
1. Do not have a "standard" Work Breakdown Structure or Phase structure for your projects. Encourage project managers to create the WBS with the team, based on their objectives. The Standard for Work Breakdown Structures from PMI may help as a guide.
2. Invest time in the beginning to plan out what you think will happen. Also, let the team figure out what might or might not happen. R&D projects often have many possible branches and alternatives. Encourage the team to talk these through. Pick one to be your main plan, and put the alternatives into your risk register. The alternatives are threats or opportunities, and you can decide which path to follow as you actually run the project.
3. Do not worry too much about control. The main control that I found is useful is to have a clear set of objectives for the project, and to remind the team about them periodically. Creatives are very reluctant to admit that the project cannot meet its objectives any longer. They want to find ways to get some value and something new out of every project. As project manager, you can remind them of their goals, and help them realize that it is time to abandon the project when too many things have gone wrong.
4. Keep a list of alternative projects, which you do not yet have staff to do yet. To get the creative people to stop working on the dead projects, they need a vision for something new. Having a list of "on hold" projects will help them do that. They can look at the state of their current project and say, "It is not worth investing any more time in this....not when we have opportunities like these!"
Let me know if you have any specific questions or challenges. I look forward to hearing more about what you do. You are truly working on pioneering frontiers of project management. I recommend that you jot notes about your experiences, because they would make a great lecture or article someday. I wish you the best of luck. Saving Changes...
