Rachel MProject Manager| NoneRichmond, Va, United States
I have been working at a company now for 6 months, my first PM position. After studying why the projects were late or delayed I found the answer. It's my boss. He will take on tasks, but not finish them on time and delay the project. I have tried talking to him about this and came up with some solution like taking these tasks that turn into bottlenecks away and giving him a daily to-do list. Nope, tasks still don't get to me on time. It turns into weeks of delays. I will tell him daily I need something and he will say, "yes, this afternoon" and nada. I can't exactly fire the owner, haha! I need help. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The only way to solve this situation is to make her/him visible what she/he is talking about. If she/he is a stakeholder in the team then she/he must be treated with the same rules as any other. No matter the position she/he have inside the organization. Saving Changes...
That is an incredibly difficult position to be in, because generally Rule #1 is make your boss look good. Making all the things they're not doing well visible outside your organization is a big violation of Rule #1.
I have seen Obeya boards and other similar tools effective in this situation. As the PM, I have to put on the board what I need to complete, and where I need help (my manager). My manager needs to include what he's doing to help his team, and how he's supporting his own supervisor's goals. It becomes clear very quickly when the manager is the one holding up everyone's goals.
That's hard to push from the bottom up. Typically managers implement stuff like that to manage you, not so that you can manage them.
I do agree with Sergio that you need to make it visible where you are held for some action. Perhaps you could have an action item review with your manager before you have to review your project plan with a broader audience, and it will become clear for them how everything is: Held for Action from My Own Manager Saving Changes...
Khai Ng.IT PMO | IT Project Manager| TTGROUPHanoi, Viet Nam
Maybe, to him, your studied projects are not important. If it is his working style, then PMs should re-schedule projects to accomodate more float time for tasks asigned to him. Remember he is your boss and he is sponsor or must be accountable for projects, not PMs. Just report work status correctly and timely to make him visible to his assigned tasks and continue to re-schedule if need until he changes his own working style by himself. Saving Changes...
Tough situation, will recommend to not stop the communication until the problem solved, at the same time all the communication should be minute or email as proof to show you have done your job properly. Saving Changes...
Bill DowPMO Director| University of WARenton, Wa, United States
That's a tough one, and I would say that you have to use facts and data with him and show him how is delays are impacting the project. So, maybe try different techniques to communicate with him. If one approach is not working, try something different so he understands the impact and sees what you are dealing with. That is a tough one, good luck and let me know if I can help more.
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1 reply by Rachel M
Apr 14, 2021 9:40 AM
Rachel M
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I agree. I am going to try to associate delays with actual financial impacts. I'm not sure how I will find that equation yet, but I am open to hearing them if you have any ideas.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Rachel
apparently you do not hit his nerves with your approaches.
Think about (listen, learn, read) what drives him, what interests him and find ways how to influence him (get his attention).
If you continue like this, you might become a pain for him.
Startup CEOs are difficult animals, it is important to read them in order to have a satisfying job. From what you write, he might be an idea jumper, permanently creating new things but not finishing. Like fail fast. Maybe visualize and document his ideas. And jointly with him decide which of those to follow thru.
Are you prepared to adapt to his style?
Thomas
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1 reply by Rachel M
Apr 14, 2021 9:38 AM
Rachel M
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I can see that. He is super motivated by ideas and gets pumped up when cool projects startup. I think that money is also a big motivator.
Product Operations Program ManagerBarcelona, Cataluña, Spain
You have gotten a lot of good feedback already. In additon to that, are the tasks sequenced? If this is the case, you could try to explain to him the concepts of critical path and slack/float. Eventually, add a price tag to the caused delay (dollar per delayed day/week, etc.).
If these activities are instead post-it on a scrum or kanban board, you could explain him the principles that govern them and help him delivering valuable work.
Good luck, keep us posted if things work out.
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1 reply by Rachel M
Apr 14, 2021 9:39 AM
Rachel M
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I like that idea, money does motivate him so I might try this out. We use a waterfall method so this could fit into that equation.
Saving Changes...
Rachel MProject Manager| NoneRichmond, Va, United States
Apr 13, 2021 1:00 PM
Replying to Thomas Walenta
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Hi Rachel
apparently you do not hit his nerves with your approaches.
Think about (listen, learn, read) what drives him, what interests him and find ways how to influence him (get his attention).
If you continue like this, you might become a pain for him.
Startup CEOs are difficult animals, it is important to read them in order to have a satisfying job. From what you write, he might be an idea jumper, permanently creating new things but not finishing. Like fail fast. Maybe visualize and document his ideas. And jointly with him decide which of those to follow thru.
Are you prepared to adapt to his style?
Thomas
I can see that. He is super motivated by ideas and gets pumped up when cool projects startup. I think that money is also a big motivator. Saving Changes...
Rachel MProject Manager| NoneRichmond, Va, United States
Apr 14, 2021 5:46 AM
Replying to Eduard Hernandez
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You have gotten a lot of good feedback already. In additon to that, are the tasks sequenced? If this is the case, you could try to explain to him the concepts of critical path and slack/float. Eventually, add a price tag to the caused delay (dollar per delayed day/week, etc.).
If these activities are instead post-it on a scrum or kanban board, you could explain him the principles that govern them and help him delivering valuable work.
Good luck, keep us posted if things work out.
I like that idea, money does motivate him so I might try this out. We use a waterfall method so this could fit into that equation. Saving Changes...
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