I could use a little help. I am a vendor (Contract) PM engaged because the client doesn't have anyone with experience running really big projects. Yet I have to deal with PMO staff who spout theory and appear to have little or no practical experience. These PMO staff wish to direct me - and I know their direction would be detrimental. I think these folks run "Projects" that are the scope of one "Activity" in my current project (4 years $20,000,000)
Throw me a rope - any one have good advice for me? Saving Changes...
You do have the upper hand! when a company recruits a PM to manage and deliver big projects due to lack of internal expertise you do have a say, this is why the company recruited you in the first place - don't fall into the beurocracy that is so frequently found within PMO's; generating paper, more documents; rules. Your experience speaks volumes and they should be learning and taking advantage of your invaluable knowledge and experience. PMO governance is one thing but to try and direct you through theories will not work.
In my opinion you are the PM given the overall responsibility to deliver these big projects activate your experience and do the job. If the PMO requires the norm PM documents for their records and monitoring that is fine, but PMO must not interfere with the actual management of projects, your reporting line is the Board - Stakeholders. Saving Changes...
Alan CaseySenior Project Manager| Ford Motor Credit CompanyDewitt, Mi, United States
Well Said Vasoula! Take this PM's advice! Saving Changes...
JD DurrettProgram Director| Clear Channel CommunicationsFulshear, Tx, United States
I agree with Vaoula as well.
Roles and responsibilities definition are key as well. They hired you instead of doing the work in house. Why? Theory will only get you so far.
Practical application of theory into successfully completed projects appears to the order of the day for you.
So here is the question for you, "has your new boss communicated to the team where you far in the "peeking order?" If not that communication needs to occur ASAP. "Is he happy with the current processes and procedures, and their implementation?" If not how does he wish to address those shortfalls? "What are the metrics by which you will be measured and defined?" That needs to be resolved immediately.
If your there your new boss is missing something from the current team. Effective communications is 90% of what we do. Do it early and often.
Nuff said.
Saving Changes...
Huw EvansSenior Manager, Projects and Partnerships| Vicinity CentresMount Waverley, Vic, Australia
Agree with several of the other comments. Escalation is your friend here. However I don't believe it's as easy as getting your boss to lay down the law. It sounds like you need to ensure you don't upset the PMO people - so you need to take the emotion out of the argument.
Step one, a written communication (email or document) outlining the approach that's been suggested by the PMO, and your alternate approach. Back this up with the benefits of your approach from your perspective.
Step two, arrange a meeting with your boss to review this document, and let them decide. If you boss backs the PMO, then you have to follow that approach - that's who is signing your pay cheque. At least you'll have it on record that you suggested an alternate if the outcomes are detrimental.
Step three, if your boss agrees with your suggestions, get them to identify the best way to implement your method of working - and notifying the PMO of this.
Mmm interesting if rather confrontational advise. Given this is a four year project getting the PMO "on side" rather than "off side " will make life so much easier for everyone.
I suggest that a different approach be taken. Using your large project experience I would offer to educate the PMO staff on the realities and uncertainties of running long projects. You cannot schedule and estimate 4 years out it is just too inaccurate.
So volunteer some of your time to "help" the PMO come up with a large project framework/templates that are compatible with your approach. Saving Changes...
JANICE POWELL BRYANTDirector, Project and Portfolio Management| Clemson UniversityClemson, SC, United States
Yes, this is a tough situation. I would agree that there is a reason you were hired and placed in the role as opposed to the PMO staff.
I would consider going to the project sponsor/steering committee with my project plan information to see if they see any flaws. At the end of the day, those of who've been in the trenches know it doesn't matter if we used format A or B for our plans, but the content is the key. If you cannot get backing from the sponsor/committee, I can see you'll have a real struggle given the project cost. I guess it is too late to say, "here, I quit" right?
