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Respect their skills and knowledge and use them to your advantage.
Present yourself as the facilitator, problem solver , someone who will champion their efforts to the management and someone who will shield them from unnecessary "noise" and will focus their attention on the scope and deliverable.
Be very anal about scope, deadlines, risks, issues, dependencies, budget , change management.
They may be technically very good but they have to work within the tolerance levels set by your sponsor.
Its a challenge most of PM's encounter during their early years of their PM career.
Experience is strongly linked with the time spent on a job but workers who have less work time can be more skilled and better at their job than other workers that have worked for more time.
For instance an engineer with over 20 years of experience is almost always better than an engineer with less that 1 year of experience. An engineer with 10 years of experience however can be more skilled and more capable than an engineer with over 20 years of experience.
In a project or in any other work activity it is crucial that the best worker should have the final say when it comes to technical decisions. Experience is not that important it is the skills and competence that matter in the end.
No matter the position you have if you are less skilled then the other team members they will know it and would not follow you or if you have the authority to force them then they will but they will not be happy and in the end they will do a poor job. Not to mention that some workers forced to follow the orders of a less skilled worker would want to find a better job.
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