Conflicting with my recent level of Responsibility as a PM
Anonymous
Hello,
Recently there was a person hired to assist but has started to move and shake things faster than planned. They were part of my company prior, and came back to assist in another capacity. They already had the connections built in-house and were of high esteem prior. It just seems like they are doing a little too much to get things done, and as the Project Manager, I just watch and report the status. A great asset, but at times I feel stifled. I am still regarded as the PM, but they are considered the expert and run to them for guidance. As a young PM, should I be concerned and if so, whats the best thing to do about it?
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Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Dear Ana
Interesting subject.
To be fair it is great they are in the project being the expert and helping you out, having the trust of the customer etc. As you indicate you are a young pm so senior support in the project is a welcome.
However the catch is that the solution they choose, decision made etc might not be aligned with the project scope or even worse not meet the project objectives. The result is an impact on the budget or timeline for both you as a pm are responsible. WHen the proejct runs out of control the project sponsor and senior manager will look at you. You let your team advise in that manner.
So yes I would be concerned.
What to do is the trick part of the question. They have the trust and the experience. I would follow a couple of steps:
- insist you join the meetings so you are aware what is happening
- ask decisions to be communicated to you when these are taken outside a meeting (this is the trick bit)
- ask what the consequences are in number of man days and what the difference is compared to the original solution
- present to senior management the difference and obtain committment from senior management upfront
Hopes this helps
Hans
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Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
Good Discussion. It sounds like this individual is your peer for this initiative. Perhaps having a couple of coffee breaks with the individual is needed. It sounds like a little team building is needed.
My recommendations are to discuss the project with the individual, and have tasks which focus on each of your strengths. Maybe even a little of the old roles and responsibilities discussions. This way the two of you can help begin the construction of a powerful change agents team.
The mark of a good manager is delegating tasks to colleagues which exhibit and utilize the colleague's strengths.
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Hi Anon, great question and replies by Hans and Elyse. I would only add for your consideration that famous quote attributed to President Reagan, "There is no limit to what a man can accomplish if he doesn't care who gets the credit." And of course the corollary in the negative, "There is a limit to what a man can acomplish if he cares who gets the credit." So, focus on the accomplishment at hand, not the credit that follows. Saving Changes...
Anon:
Wow, hopefully you realize you are watching a leader. Yes, you are the PM but this person understands the culture, makes things happen, has influence and followers and knows how to get things done.
So, if I were you, ask this person to coach and mentor you. Listen and learn and you will gain the confidence and experience this person has acquired through hard work and experience. Humbling yes, but this is a teachable moment; you've recognized your weaknesses. Go out and discover your strengths and work on personal growth and development; your rewards will be in success and in failure.
Reading your post it states this person was hired to assist. Assistant means assisting the Project Manager as you were hired to Project Manage. It is OK having this expert person as he will be of benefit to your project however, what has happened he has taken over from you and somewhere along the line this did not happen by default, some higher authority has approved. My question is what is his formal role and responsiblity on your project, apart from being the expert subject matter? has his role formally been defined and agreed? Things are moving past you quickly you need to take control of your project as ultimately you are responsible, you are accountable, it is not about gaining credit it is about doing the job you were hired to to with the resources available including the expert person. I really do think that you need to approach this issue diplomatically in a nice a way with this person to ensure he understands the positioning and to ensure he is working with you - it is all about team working.
You dont want a loose cannon around, it sounds harsh but in reality it could turn out to be a nightmare if you dont take control of your project.
I think you have a great resource on your project but you are not managing the project. "as the Project Manager, I just watch and report the status", this is not project management, this is sitting on the sidelines and letting the project happen around you.
So start getting actively involved, attend the meetings and pick up on the things PMs need to be aware of, simmering issues, possible risks, inadequate communication channels. Sit down with this person and get the schedule updated so that you know what they are supposed to be doing at any time and can make sure that they are focussed on the deliverables and not getting side tracked or worse increasing the project scope by making promises they have no authority to make.
A Project Manager should not have ego!! As you said, the new person was hired just to assist!! If your team is effectively utilizing the person and his knowledge for the projects success, why should you worry? You should feel proud that your project is going on track!!
I wanted to add one more point. Instead of complaining, why dont you identify what skill/knowledge that you lack when compare to the other person and start working on self improvement. Just by writing/expressing your thought or feelings is not expected from a matured person like PM!
This learning will definitely help you in resolving similar issues in your team in future!
Many of us have given you our opinions and feedback on your dilema; have you resolved the issue? it would be appropriate to provide feedback as to whether you have resolved appropriately and that you as PM are now leading, managing your project.
