Starting a new project function...and staying in the loop

Communications Management Strategy

Anonymous

I started at my company 3.5 months ago as the HR Project Manager, a role that did not exist previously. I'm currently managing a variety of HR and org-wide projects that involve multiple executive and manager level stakeholders. I think because the function of PM is new here, I'm often left out of meetings and decisions that affect my projects, only to be updated later on after a lot of work - by both myself and my project teams - about decisions and new directions. Any suggestions on how to encourage high-level, very busy people that having me in on decisions makes everything a lot smoother? I haven't gotten any negative feedback about the process and procedures I've set up so far, but I am wondering if there's any advice out there for someone trying to build a new function.

Posted: Aug 30, 2019 2:35 PM

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Adrian Carlogea Australia

Aug 31, 2019 1:40 PM

Replying to Vijay Kumar

...

I am surprised to hear that product development projects can be done in business as usual mode. If thats hold true then any project can be. For that matters, even SMEs or functional consultants can also complete projects.

I understand that companies often follow methods that suits to their business but in such environment meaning of project management often gets lost in translation. It is imperative to understand that merely handling a client’s engagement is not a project management, there is a methodology behind this.
Thanks for sharing your experience. I should not deviate this thread from the actual topic. Let’s hear out what other folks have to say on it. :)

I don't want to deviate too but I think it is important to detail my work as a software developer in that product development department.

The company had a product for which it was selling licenses to customers, similarly to Microsoft Office for instance. The product development department was fixing defects raised by users and also was adding new features releasing new versions.

The activity was ongoing there was no fixed budged allocated to deliver a set of features defined in a scope of work. Business Analysts were proposing the features they though were needed by the users and the software engineers and architects were implementing them making also the technical decisions.

The department had an operational budget to keep itself working and also pay for software licenses if needed and also for contractors when they were needed (I was contracted). I don't think organizing the work in projects would have made any sense.

Probably software product companies operate as described above without project managers.

Posted: Aug 31, 2019 1:57 PM (Updated by author: Aug 31, 2019 1:58 PM)

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Starting a new project function...and staying in the loop

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