Rachel MProject Manager| NoneRichmond, Va, United States
I need some advice.
I was hired at a small company to bring organization to it. This is my first PM job. I felt like I was working hard and succeeding in fact! Yay! BUT...
I'm starting to figure out that the linchpin to getting things done on time is the owner of the company. He has too much on his plate and wants to stay involved in the production part of the job. However, since he runs the business, that comes first. So, I've come to a point where if he doesn't do what he said he would the team is at a standstill.
I've tried several things:
1) Chopping the schedule into weekly focus tasks
2) Delegating other member to take on work he would have picked up
3) Reminding him to do the tasks.
4) Provided resources to help manage his own time.
5) Asking if there is anything I can do to help.
If he doesn't change our project are going to be late and the team will be mad. Help!!! Saving Changes...
This is a common challenge in small organizations which are growing with the "big brain" who started the company wanting to be involved in all key work.
Have you had a 1:1 with him to share your perceptions and to ask what his concerns are which are making him behave in this manner? How directly have you been in letting him understand that his workload and the resulting inability to get things done on time might be the cause of the project's failure? As the owner, I'd expect the project's success would be of importance to him and, if not, why is the project underway?
Kiron Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
I agree with Kiron and would go further using a risk management approach. This may be a sensitive area but you have to show him as a risk (and benefit) not only to the project but the larger operation. Once identified as a risk it becomes easier to analyze and develop mitigating measures for risks and enhance his beneficial contributions. I would start by identifying decision and input delays as risk (rather than the owner directly) and have him help you find ways to address the concerns. Just a thought but owners tend to be very tuned in to risk and you might get his attention Saving Changes...
Rachel MProject Manager| NoneRichmond, Va, United States
Thanks guys. Here is where I am at in what I could say:
"After getting to know the team and structure of (my company) I was able to find resources and answers to some of the issues the company was facing in terms of centralized organizational structure in the form of Monday.com. Creating custom project plans for each of the clients we served has been a good resource and structure for the team to tune into. The team has been able to share their wins and hurdles as a group with the help of guided discussions and the culture is beginning to shift. It’s been an overall success and the journey has been fun.
While here I have also analyzed the risks the company is facing. One of the main challenges or risks that have surfaced is in the form of decision and input delays. The team is very capable, but without input to move forward, the projects become stuck. I have a few ideas for risk mitigation in this area and I believe that if they are implemented these risks will be lowered. "
I have several ideas on how to mitigate this and would flow into that, but what do you think about that intro??? Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
I would add some sort of SWOT (strength, weakness, opportunity, threat) analysis.
I would also focus a bit on benefits enhancement not just risk mitigation. Reducing risk is only half the battle. The S and O part of SWOT is equally important to W and T. Saving Changes...
If there is evidence of the impacts of decision/input delays, show that - the more specific you can be, the better, as the president may not respond well to generalities. Provide suggestions on how you can help address his concerns while not impeding productivity.
Rachel,
You might consider more of a STP (Situation-Target-Proposal) approach to structuring your message. It is not until your 2nd paragraph where you state, "One of the main challenges..."
I would lead off with the problem statement. If the challenge is people who are holding up the team because they are too busy, their ADHD can kick in before they get to the 2nd paragraph and things spin out of control before you get to make your point. When I am framing a message to my leaders that requires their help, I always try to be very very conscious about the intended point or impact of the message.
You may not actually word it in an actual STP format, but if you organize your notes that way, it can help frame the message in a way where the need jumps out at the reader at the beginning. Situation: Delays in executive input have led to issues including X, Y, Z. Target: Reduce schedule disruption by ensuring timely input on critical project decisions. Proposal: Your plan goes here.
It doesn't have to be that succinct, but often I will frame an executive summary in that manner so the first question: "Why do I care about reading this." is immediately apparent. You can elaborate later, but first make a strong point.
Starting with the problem statement is common for a variety of presentation types, the project charter, and product architecture descriptions. For one, it immediately and clearly states why the audience should listen. Secondly, psychology tells us that the first and last statements in any presentation are what usually sticks in the audiences' mind. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Identify the risks and impacts because his attitude, assign the risks to him and talk with him to make visible the risk situations in order he help you to eliminate the risks. Saving Changes...
Adela TataruSenior Project Manager| Self EmployedVancouver, British Columbia, Canada
I think that he does not realize the issues he created by wanting to do everything himself.
I did encounter such situations where people, being too attached to something they have built, failed to actually realize they were missing the big picture.
I think he needs first to realize this and be conscious about the changes he needs to do. You would need to illustrate that with examples, analyses etc so that he understands the problem. Try to have regular touch points where issues are discussed and decisions need to be taken by the end of the meeting. Also highlight that delegating is a powerful leadership trait that not only will help him in advancing but will also empower his employees.
Also, if he wants to be involved in the production side of things, make sure he gets frequent reports on what is being done and make sure he feels like he is involved in everything without actually having to participate in all meetings, workshops etc Insist on the fact that he is the one that decides in the end, but he has a team for the purpose of actually advancing the work.
Do remember that he is a person who has specific feelings about his work and sometimes the approach should also be emotional as much as it is factual. Saving Changes...
"The most exciting phrase to hear in science, the one that heralds new discoveries, is not Eureka! (I found it!) but rather, 'hmm.... that's funny...'"
