You are managing a software development project, and one of the developers tells you that he added a new feature that he heard the sponsor talking about in a hallway conversation. The developer compl
You are managing a software development project, and one of the developers tells you that he added a new feature that he heard the sponsor talking about in a hallway conversation. The developer completed the work after hours, and it does add a lot of value to the solution. How should you manage this?
A. Thank the developer for his hard work and communicate this as a win in your next status report.
B. Document this as a change request and follow the Change Control process to ensure it is documented and approved.
C. As there were no costs incurred from the work and no schedule impact, you do not need to do anything.
D. Ask the developer not to implement the change as it was not approved, and explain that any scope changes must be reviewed and approved before implementation. Saving Changes...
If ethical and accountability lines have NOT been crossed, then the call is in the hands of the project manager recognizing the tolerance of the organization and the state of the project.
What I have spoken to in both of my comments relates to a project manager who is working under charter and who is fully accountable for the success or failure of the project. Under that structure, as long as ethical and accountability boundaries are intact, the right answer is only known contextually.
If the PM is a permanent employee of a Project Management department or PMO or if he/she is a consultant or contractor then he would not have the power to make such decisions.
On the other hand if the PM works for the business department to which the project is being delivered then he can be delegated the authority to make such a decision. In my opinion fully accountable for the project is the sponsor and not the PM and making business related (scope) decision is not the responsibility of the PM. At least this is what I have seen so far.
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1 reply by George Freeman
Mar 28, 2020 11:29 PM
George Freeman
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Hi Adrian,
As I mentioned, I’m speaking of an “accountable PM” who is sanctioned under charter, empowered by executive management to fulfill their mandate/initiative/strategy. In this scenario, it doesn’t matter where the PM is sourced from (Business, IT, Internal/External, or other), as they are empowered the same regardless.
Think of it this way, as an executive makes informed decisions by surrounding themselves with trusted advisors and subject matter experts, so does the “accountable PM” accomplish the same through the resource structuring of their project. Although the PM may have relied on expert advice to make a decision, the decision is theirs none the less.
We should accept the fact that there is no single mold for a project manager. I’ve learned when discussing topics like this, that it is wise to describe the style of project manager you are discussing, as without it we are just shouting to the wind.
George
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Mar 28, 2020 7:50 PM
Replying to Adrian Carlogea
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If the PM is a permanent employee of a Project Management department or PMO or if he/she is a consultant or contractor then he would not have the power to make such decisions.
On the other hand if the PM works for the business department to which the project is being delivered then he can be delegated the authority to make such a decision. In my opinion fully accountable for the project is the sponsor and not the PM and making business related (scope) decision is not the responsibility of the PM. At least this is what I have seen so far.
Hi Adrian,
As I mentioned, I’m speaking of an “accountable PM” who is sanctioned under charter, empowered by executive management to fulfill their mandate/initiative/strategy. In this scenario, it doesn’t matter where the PM is sourced from (Business, IT, Internal/External, or other), as they are empowered the same regardless.
Think of it this way, as an executive makes informed decisions by surrounding themselves with trusted advisors and subject matter experts, so does the “accountable PM” accomplish the same through the resource structuring of their project. Although the PM may have relied on expert advice to make a decision, the decision is theirs none the less.
We should accept the fact that there is no single mold for a project manager. I’ve learned when discussing topics like this, that it is wise to describe the style of project manager you are discussing, as without it we are just shouting to the wind.
George
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1 reply by Adrian Carlogea
Mar 29, 2020 12:14 AM
Adrian Carlogea
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Hi George,
I agree, we are talking about different PMs. I have never seen an "accountable PM" I only heard about this term from you. :P
While I don't understand what an accountable PM is for me it still makes no sense to let someone that is not an expert in a certain domain to make decisions, while the experts in that domain just to "advise".
In a project you usually have a group of people that want a product to be built and delivered to them and another group of people that has the knowledge to build and deliver the product. Why would you want someone that does not have the knowledge to build the product decide how the product should be built?
Anyway I admit, it may be my fault, I just don't understand the concept, no worries. :) Thank you for your message George.
As I mentioned, I’m speaking of an “accountable PM” who is sanctioned under charter, empowered by executive management to fulfill their mandate/initiative/strategy. In this scenario, it doesn’t matter where the PM is sourced from (Business, IT, Internal/External, or other), as they are empowered the same regardless.
Think of it this way, as an executive makes informed decisions by surrounding themselves with trusted advisors and subject matter experts, so does the “accountable PM” accomplish the same through the resource structuring of their project. Although the PM may have relied on expert advice to make a decision, the decision is theirs none the less.
We should accept the fact that there is no single mold for a project manager. I’ve learned when discussing topics like this, that it is wise to describe the style of project manager you are discussing, as without it we are just shouting to the wind.
George
Hi George,
I agree, we are talking about different PMs. I have never seen an "accountable PM" I only heard about this term from you. :P
While I don't understand what an accountable PM is for me it still makes no sense to let someone that is not an expert in a certain domain to make decisions, while the experts in that domain just to "advise".
In a project you usually have a group of people that want a product to be built and delivered to them and another group of people that has the knowledge to build and deliver the product. Why would you want someone that does not have the knowledge to build the product decide how the product should be built?
Anyway I admit, it may be my fault, I just don't understand the concept, no worries. :) Thank you for your message George. Saving Changes...
