I have seen some PMs dismissed due to incompetence, but I've also seen a few who were dismissed as scapegoats when the real issue lay with the sponsor or a functional manager.
The success of a project is not entirely dependent on the actions of the PM. On the contrary many times the PM can't do much to achieve the success. The most important factor of success is represented by the people that are doing the work. You can have a super-PM but if the team is unable to deliver then he can't do much.
But not always the PMs are considered scapegoats.
I know a PM that lost millions on a software development project but he was not dismissed because it was not his fault. He did a very good job on the project management side.
I don't know all the details but what I do know is that during the work the technical experts said that they need at least another year to deliver and in the end it took even longer than that. The customer then said, OK another year but we are not going to pay you any more money. So they had to deliver while loosing money otherwise they would have been sent to court and had lost even more money.
What I don't know is who made the original estimates the technical experts or the sales people. Hope you understand what i mean. :D
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2 replies by Luis Branco
Oct 20, 2019 4:19 AM
Luis Branco
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Dear Adrian
When sales people are making estimates what should the Project Manager do?
Let's imagine that after project planning has been done the Project Manager concludes that for the negotiated scope with the client it is not possible to deliver the project according to the negotiated budget and / or within agreed deadlines and / or meeting requirements (quality)
How should the Project Manager act?
Oct 20, 2019 4:25 AM
Luis Branco
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Dear Adrian
You wrote: "The most important factor of success is represented by the people who are doing the work.
You can have a super PM but if the team is unable to deliver then he can't do much "
After what I wrote, it occurs to me to ask:
1. Who is responsible for recruiting and selecting the project team?
2. Is there a process in the PMBOK Guide related to project team development?
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Oct 19, 2019 5:47 PM
Replying to Kiron Bondale
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I have seen some PMs dismissed due to incompetence, but I've also seen a few who were dismissed as scapegoats when the real issue lay with the sponsor or a functional manager.
Dear Kiron
Unfortunately, and using a Portuguese expression: "When the sea hits the rock, it is the mussel that is screwed" Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Oct 19, 2019 7:29 PM
Replying to Adrian Carlogea
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The success of a project is not entirely dependent on the actions of the PM. On the contrary many times the PM can't do much to achieve the success. The most important factor of success is represented by the people that are doing the work. You can have a super-PM but if the team is unable to deliver then he can't do much.
But not always the PMs are considered scapegoats.
I know a PM that lost millions on a software development project but he was not dismissed because it was not his fault. He did a very good job on the project management side.
I don't know all the details but what I do know is that during the work the technical experts said that they need at least another year to deliver and in the end it took even longer than that. The customer then said, OK another year but we are not going to pay you any more money. So they had to deliver while loosing money otherwise they would have been sent to court and had lost even more money.
What I don't know is who made the original estimates the technical experts or the sales people. Hope you understand what i mean. :D
Dear Adrian
When sales people are making estimates what should the Project Manager do?
Let's imagine that after project planning has been done the Project Manager concludes that for the negotiated scope with the client it is not possible to deliver the project according to the negotiated budget and / or within agreed deadlines and / or meeting requirements (quality)
How should the Project Manager act? Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Oct 19, 2019 7:29 PM
Replying to Adrian Carlogea
...
The success of a project is not entirely dependent on the actions of the PM. On the contrary many times the PM can't do much to achieve the success. The most important factor of success is represented by the people that are doing the work. You can have a super-PM but if the team is unable to deliver then he can't do much.
But not always the PMs are considered scapegoats.
I know a PM that lost millions on a software development project but he was not dismissed because it was not his fault. He did a very good job on the project management side.
I don't know all the details but what I do know is that during the work the technical experts said that they need at least another year to deliver and in the end it took even longer than that. The customer then said, OK another year but we are not going to pay you any more money. So they had to deliver while loosing money otherwise they would have been sent to court and had lost even more money.
What I don't know is who made the original estimates the technical experts or the sales people. Hope you understand what i mean. :D
Dear Adrian
You wrote: "The most important factor of success is represented by the people who are doing the work.
You can have a super PM but if the team is unable to deliver then he can't do much "
After what I wrote, it occurs to me to ask:
1. Who is responsible for recruiting and selecting the project team?
2. Is there a process in the PMBOK Guide related to project team development? Saving Changes...
Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
Oct 19, 2019 11:37 AM
Replying to Luis Branco
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Dear Alexandre
It must have been an unpleasant situation
What happened to the project?
What about the team?
Fortunately there were no repercussions for the team and the project. The Project Manager was replaced by someone from the company and ran smoothly to the end within the expected criteria.This are always unpleasant situations we must, use this cases as lessons learned.
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1 reply by Luis Branco
Oct 20, 2019 6:15 AM
Luis Branco
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Dear Alexandre
Luckily everything went well
I agree: "we must, use this cases as lessons learned"
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Oct 20, 2019 6:09 AM
Replying to Alexandre Costa
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Fortunately there were no repercussions for the team and the project. The Project Manager was replaced by someone from the company and ran smoothly to the end within the expected criteria.This are always unpleasant situations we must, use this cases as lessons learned.
Dear Alexandre
Luckily everything went well
I agree: "we must, use this cases as lessons learned" Saving Changes...