This is a crucial issue that many times due to not passing all information to the project manager in time, the PM looks stupid in the meeting, this can be a chronically problematic with such a team used to operate without a project manager for a period of time and then the company hire a PM to lead existing team, you tried to set aground rules and you move softly to win everyone trust but still due to old habit they missed occasionally to keep you informed
Sometimes this issue is caused by culture of the company, your manager approach the team directly and vise versa but you are still accountable!
What other measures you would suggest to tune the team for better communication?. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Until the team starts understanding the role of a PM and starts working well with a PM, there could be a blanket agreement between the PM and the team to Cc PM in every project related e-mail communication. Initially there will be a lot of email noise but in time, this should settle. Alternately , assign a collaboration tool like share-point and encourage everyone to contribute to any project related discussions there . Start Daily stand-ups with your team so you know the progress of the project . In the team meetings have a standing agenda for Risks and Issues and encourage the team to report risks and issues promptly. Before a Project Board/Steering committee meeting , ask your team members through a Calendar meeting invite , to make sure they give you the project updates for the month in a format that you require for your reporting. Reinforce in every daily standup that team should come back to you in the first instance for any project related issues
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1 reply by Riyadh Salih
Jan 25, 2019 1:14 AM
Riyadh Salih
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Deepesh, thanks for stepping in to provide your feedback
Deeesh, Thanks for all your good points, Yes all have been applied daily toolbox meeting but the problem with cc they are not used to cc every email to the PM, this can be ongoing issue no matter how much you spend to entertain the team with perks like pizza party or sweets treats
It takes time to change but sometimes the project reach to an end and they still need to improve. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Have a meeting with your team and set expectations.
For example , you can assign them work packages and then ask them to send you bullet point progress every week if its a waterfall project or have a daily stand-up where you will get an idea of their progress anyways.
If you have a software program like JIRA then you can have an idea of how the sprint is progressing by looking at your JIRA Kanban board.
Reinforce the understanding that the team can progress on their work and you are not there to be an impediment, but rather a facilitator and you are the conduit between the team and the management.
Ask them to let you know of resource constraints and training needs so you can raise it up with the project sponsor.
Reinforce that the team needs to promptly highlight any risks or issues that are affecting the time/cost/scope/quality of your project so you can highlight them to your project board.
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1 reply by Riyadh Salih
Jan 21, 2019 9:49 PM
Riyadh Salih
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Deepesh, thanks for your continuous support and feedback yes these are good points.
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Amit SharmaProject Manager| IT MajorDelhi, Delhi, India
Since it is a transitioning phase for the team, ask them to keep you in loop on all relevant emails. But nothing beats the morning/start of day connect (informal) to get you what's really happening on the floor.
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1 reply by Riyadh Salih
Jan 23, 2019 10:35 AM
Riyadh Salih
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Amit, thanks for your comment and sometimes it is more than transition phase it might prolong that's why we need to take action accordingly
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Ganesh KumarProgram ManagerBangalore., Karnataka, India
Hi Riyad,
For a new PM, it could be frustrating at times. It need not be a culture issue, it could be the sheer need of information and who can provide fast in the absence of a PM. Constant communication with the team – sharing and receiving information related to projects and progress, building trust within the team helps. Engaging the teams with knowledge sessions, training can build a sense of togetherness. Thereby, the team realizes that PM is an important person who could help, if the situation gets difficult and added embarrassment to the entire team. And of course as Deepesh suggested additional things to follow to keep the flock together.
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1 reply by Riyadh Salih
Jan 21, 2019 9:51 PM
Riyadh Salih
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Ganesh, thanks for your feedback the more cooperative team you have the more easy all these points looks like
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RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
PM role needs to implemented in letter & spirit. Only then we can answer / comment on the issue.
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1 reply by Riyadh Salih
Jan 25, 2019 1:15 AM
Riyadh Salih
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Rajesh, I appreciate your comment
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Khai Ng.IT PMO | IT Project Manager| TTGROUPHanoi, Viet Nam
I think the first and most important thing in this case is to have a project communication plan and have project team members as well as managers know and agree to follow it. Strictly monitor the plan during execution, raise and resolve any issues right after they emerge or before they tend to be emerged. Gradually, team members and managers will respect and follow the plan.
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1 reply by Riyadh Salih
Jan 21, 2019 9:52 PM
Riyadh Salih
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Nguyen, yes thanks for your comment the plan of communication is already there and keep reminding them but the problem they don't follow the plan.
I think by default project teams bypass the project manager as the team members see no benefit in informing the PM about their activities.
It is the responsibility of the PM to ask the team members the right questions before he goes to a meeting where information from them is needed. In practice however relevant team members do attend most meetings so they can respond the questions.
Most PMs are facilitators and don't have to know the details they just have to connect the right people to discuss between them the project details.
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1 reply by Riyadh Salih
Jan 21, 2019 9:54 PM
Riyadh Salih
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Adrian, I agree with you and that's what we do keep asking them but even then sometimes they missed passing the right information in the right time when you have so many points to look after and the critical matters keep changing every day
Assuming this is happening in the early stages of the new PM joining and not over a longer period of time (which would be indicative of a more serious issue), I'd suggest setting expectations with stakeholders when asked about anything which may be subject to such information gaps that this is what you know to the best of your knowledge but you will verify and confirm in a fairly short period of time.
This is one of the advantages of using online collaborative tools like Slack or even instant messaging. A PM can't be expected to have ALL the info about a project in his/her heads, but they should be expected to know who they can call to quickly locate an answer.
Kiron
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1 reply by Riyadh Salih
Jan 21, 2019 10:01 PM
Riyadh Salih
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Kiron, you have brought a very important point but the question does the top management the key stakeholders understand that the PM is not expected to have all info, this is one of the area where they do expect the PM has the right answer any time they ask any question which is hard to achieve because the PM has more to look after.
Second what could the pm do more if it takes longer time and the team does not reach to maturity
That may happen. Defining the structure of reporting and information flow as well as working on the organizational culture can be a solution. However, the environment, situations, causes and other factors need to be considered.
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1 reply by Riyadh Salih
Jan 23, 2019 10:36 AM
Riyadh Salih
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Aboalfazl, I agree with you it is more related to the organization culture and how they run their business
