Here’s a scenario: Having joined a new organisation, you are making good progress and have bonded very well with the team. Three months down the line you are given another task, to replace the current PM. Difficult right? What would be the best things you would do? Thank you for your thoughts! Saving Changes...
Replacing an existing PM on a project can be a risky task. But if it has been done due to poor performance of existing PM then first thing is to analyze the negative effects on stakeholders. You may need to motivate the project team to increase productivity and build trust afresh. It will also involve analysis of present stage of project and deliverable. Root cause analysis of things that went wrong and taking corrective actions after carefully prioritizing tasks will be the key.
So you political and cultural awareness of the project team and organization will help.
One cannot overemphasize the continuous interaction with all stakeholders in this scenario.
But the happy scenario is when the existing PM has been promoted. In that case, have a one to one session with her and get guidance on project. Build an informal relationship with her and get feedback on stakeholders and project plan elements and key risks to project and any variances from plans and expectations of stakeholders.
This will be a good scenario and less painful but still challenging as project team will compare you to old PM initially.
Thank you Pankaj, very thoughtful and comprehensive advices! Saving Changes...
LORI WILSONRETIRED - Technical Project Manager| RETIRED - LifePoint HealthClarkston, Wa, United States
Hello Suzi: My colleagues above have done a great job with their responses already. I had a similar experience, and at times there was awkwardness, but I tried to be sensitive to the feelings of my peers and over time won their respect in my new role. The only additional thing I can think of adding is just from today forward, do your best, believe in yourself and your skills. Leadership asked you to step into this new role because they see your strengths. Good luck in your new endeavor.
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1 reply by Suzi MS
May 02, 2019 4:11 AM
Suzi MS
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Hi Lori, thank you for your thoughtful points, much appreciate it!
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Al TaylorI.T. Contractor| IndependentWaterloo, Ontario, Canada
let's slow down here...three months down the line I am still looking fr my stapler! Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Just go about your job . First you need to understand the scope of the project , the objectives, the stakeholders, the sponsors, timelines, cost etc.
You need to spend a lot of time focusing on where the last PM has left the project and build relationships with the people who will help you along in the journey.
It's a waste of time focusing on why the previous PM moved on. Be the best version of yourself and work hard to succeed Saving Changes...
Hello Suzi: My colleagues above have done a great job with their responses already. I had a similar experience, and at times there was awkwardness, but I tried to be sensitive to the feelings of my peers and over time won their respect in my new role. The only additional thing I can think of adding is just from today forward, do your best, believe in yourself and your skills. Leadership asked you to step into this new role because they see your strengths. Good luck in your new endeavor.
Hi Lori, thank you for your thoughtful points, much appreciate it! Saving Changes...
Start like it was a new project: (1) Go through the basic steps of project planning: Scope, Schedule, Cost, Risk (!), stakeholders, ... For many topics, already loads of material will be available. So it might be faster than starting from zero. On the other side the ammount of material might overextend your capabilities. Get help from the team!
Searching for info in a structured way will help you to get up to speed.
(2) Work to find out where are the biggest deviations between plan/baseline and reality.
(3) Priorize, which topics get your attandence first.
Maybe an important first step: (0) Accept and communicate, that there will be friction losses due to the handover from other PM. If you follow these steps, you will do the best to reduce the losses.
And one point more: (x) if you identify some critical points in the project, communicate early.
e.g. "I have analysed the project. Basically its ok. But I see a bigger risk (scedule/cost/...) at workpackage xyz. I do my best to minimize it, and keep you updated on actions and progess." If you avoid this, it might affect your reputation if some hidden bombs blow off some time later.
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1 reply by Suzi MS
Jun 02, 2019 4:09 PM
Suzi MS
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Great tips Bernd thank you!
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Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Replacing the project management is a calculated risk: Is the risk to the project higher with the previous project manager or with the new one?
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1 reply by Suzi MS
Jun 02, 2019 4:10 PM
Suzi MS
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Thank you Stephane
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Mark StewardDirector| Arrow Zee AustraliaSydney, Nsw, Australia
Suzi
Without an understanding of the reason why you would replace the PM, then all one can do is speculate, as there are multiple scenarios.
Is the PM 1] leaving, 2] being promoted or 3] are they underperforming. If it is the latter, is it the PM who is seen to be underperforming or are they simply failing to live up to unreasonable expectations?
I have seen many cases where blaming the PM is a plausible way to justify why a project is failing, where in reality it had little chance of such success in the first place. In this case, the PM is used by others to deflect blame and given their marching orders. Often a new one will be parachuted in to replace them. In this scenario check carefully to see if they are handing out parachutes.
Sante, I’m not surprised if you knew but of course it wasn’t him (btw did you mean Nigel?)- if so omg what a small world but he’s one of those respectable VPs ;-) With that I seek to close this discussion... thank you all, really appreciate the thoughts and advices!
