I am the project manager of a small software development project. I have a member of my team who has a friendship with the consultant/owner who has one the contract to develop the final product. I am also the individual who has signed off on the contract. The dilemma is that the consultant prefers to take direction from my team member rather than myself. I have asked the consultant to cease including this team member on our email discussions that involves topics that I have had with my managers. Yet, he continues to do so. How would you suggest that I handle this matter as the PM? Please note that the team member is not innocent in this situation! Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear Donald Interesting your question Thanks for sharing
We are faced with a question that has been related with Power and Authority
What is more important? The hierarchy or the project?
Are there any policies and processes in your company (Governance) on this topic? What is your organization's culture?
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1 reply by Donald Ragland
Feb 15, 2020 4:26 AM
Donald Ragland
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Thanks for your response Luis! Per your questions, I'm trying to keep the situation in perspective. I do believe that the project is more important than hierarchy! I have only been working for this company for approximately 6 months. So, I am still learning the organization's culture. Also, the only way to learn more about the organization's governance regarding this topic, I think I will need to explain the project situation to others and possibly my superiors; something I am trying to avoid. As the PM, I rather solve the problem, then to go complaining to my superiors.
Dear Donald Interesting your question Thanks for sharing
We are faced with a question that has been related with Power and Authority
What is more important? The hierarchy or the project?
Are there any policies and processes in your company (Governance) on this topic? What is your organization's culture?
Thanks for your response Luis! Per your questions, I'm trying to keep the situation in perspective. I do believe that the project is more important than hierarchy! I have only been working for this company for approximately 6 months. So, I am still learning the organization's culture. Also, the only way to learn more about the organization's governance regarding this topic, I think I will need to explain the project situation to others and possibly my superiors; something I am trying to avoid. As the PM, I rather solve the problem, then to go complaining to my superiors.
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1 reply by Luis Branco
Feb 15, 2020 9:01 AM
Luis Branco
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Dear Donald
Thank you for answering the questions I asked
I sincerely hope that I have helped to clarify this situation
It depends on the nature of the discussions. If they are purely technical and that team member is able to provide better direction to the consultant than you then there is nothing wrong with that, on the contrary the project would ran better this way.
If the discussions are related to commercial and financial matters or other matters that are not the responsibility of your team member then solving this problem depends on your relationship with him/her:
- if you have no formal authority over him then you must escalate the issue to your manager who will make a decision; he could talk to the team member's manager or he could do nothing and then you have to live with this situation - if the team member is your direct report (which I doubt otherwise you wouldn't have created this topic) then you must use disciplinary actions against him even firing him.
Also it is important to clarify what are your responsibilities in your organization or on the project. Maybe it is not your job to give direction to external consultants.
Sorry I haven't realized that the problem is more with the consultant rather than with the team member. With the team member I still support my opinion.
With the consultant it depends. Again if he works good with your team member(s) I would not bother to do anything since things are going well.
On the other hand if things are not going well and the main reason for this is the fact that the team member and the consultant bypass you then I would consider terminating the contract and finding another vendor. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Feb 15, 2020 4:26 AM
Replying to Donald Ragland
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Thanks for your response Luis! Per your questions, I'm trying to keep the situation in perspective. I do believe that the project is more important than hierarchy! I have only been working for this company for approximately 6 months. So, I am still learning the organization's culture. Also, the only way to learn more about the organization's governance regarding this topic, I think I will need to explain the project situation to others and possibly my superiors; something I am trying to avoid. As the PM, I rather solve the problem, then to go complaining to my superiors.
Dear Donald
Thank you for answering the questions I asked
I sincerely hope that I have helped to clarify this situation
It depends on the nature of the discussions. If they are purely technical and that team member is able to provide better direction to the consultant than you then there is nothing wrong with that, on the contrary the project would ran better this way.
If the discussions are related to commercial and financial matters or other matters that are not the responsibility of your team member then solving this problem depends on your relationship with him/her:
- if you have no formal authority over him then you must escalate the issue to your manager who will make a decision; he could talk to the team member's manager or he could do nothing and then you have to live with this situation - if the team member is your direct report (which I doubt otherwise you wouldn't have created this topic) then you must use disciplinary actions against him even firing him.
Also it is important to clarify what are your responsibilities in your organization or on the project. Maybe it is not your job to give direction to external consultants.
Thanks for your response Takeshi! Please note that this team member is expecting to be involved with the logistics of overseeing the project, not just his involvement with technical discussions. As the PM of the project, it is my responsibility to disseminate any information obtained from my superiors to my team members. So, yes, I do share this information with the team. Also, keep in mind that only this team member is having direct communications with the consultant, no other team member. He then comes back to the team and recites what discussions have taken place with him and the consultant and their consensus regarding the topics discussed. It's confusing to the team overall who is leading the project. Is it me? Am I being a control freak? Thanks!
As a prerequisite, the linking of information through informal meetings should not be ruled out, as it can be helpful in smoothing out the project. The problem is when this informal meeting causes specific inconvenience, such as defaulting on matters decided at the formal meeting. This time, however, the unofficial content seems to be confusing to the project, so I think there is definitely a problem. I think you may want to consult with a senior executive and consider ways to encourage improvement. Saving Changes...
In addition to the last point, I would also remind in writing, that the employe is not authorized to represent the company. And be ready to have a more formal document send to the vendor.
