Has anyone have experience with `paper' project managers? They have the PMP certification but not the skill or experience. Resist to any coaching or mentoring efforts, follow the project sponsor undermining the true role of the project manager. They insist on doing things their way (there are standards in place) ultimately being tolerated or ignored by their project team leading to `eventual' project delivery. What has been your experience and were you able to turn the situation around? If so, how did you do it? Saving Changes...
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Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Incompetence is found everywhere and in all professions. However, first make sure the problem is not with you. Seems like you are finding fault with everything and see only weakness, no strength. Why is that? Were you expecting the position? Do you think you can do a better job? Is there a characteristic or trait that bothers you (wrong colour of tie, too formal, too informal)?
You have two choices: 1) find another assignment where you can contribute and grow, or
2) Do a unbiased weakness/strength analysis of your PM - shore up the weaknesses and assist in applying the strengths.
Rarely is someone with some standing in the industry (PMP) a total failure. Saving Changes...
Anonymous
I think you need to step back and read the question again. I read the initial post as one requesting help. If expectations are defined which are ignored, how do you help someone like this. I don't see where the pms are called `incompetent' or a `total failure'. From what perspective do you answer from? What in your reply provides a suggestion for addressing this situation? While I don't have a suggestion I do sympathize with the initial poster and wonder the same thing, how does one address this situation?
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1 reply by Peter Rapin
Jul 27, 2021 5:02 PM
Peter Rapin
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Seeing that both you and the initial poster are identified as "anonymous" I don't know if you are one and the same.
The initial post indicates that the PM is 'incompetent' in the eyes of the poster: "...not the skill or experience. Resist to any coaching or mentoring efforts, follow the project sponsor undermining the true role of the project manager. They insist on doing things their way..."
I suggested three options: self analysis followed by quitting and lastly situational analysis and support. I suppose a forth approach would be to whine about the situation but I don't see that as a step forward and it is already being activated.
Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Jul 27, 2021 4:19 PM
Replying to anonymous
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I think you need to step back and read the question again. I read the initial post as one requesting help. If expectations are defined which are ignored, how do you help someone like this. I don't see where the pms are called `incompetent' or a `total failure'. From what perspective do you answer from? What in your reply provides a suggestion for addressing this situation? While I don't have a suggestion I do sympathize with the initial poster and wonder the same thing, how does one address this situation?
Seeing that both you and the initial poster are identified as "anonymous" I don't know if you are one and the same.
The initial post indicates that the PM is 'incompetent' in the eyes of the poster: "...not the skill or experience. Resist to any coaching or mentoring efforts, follow the project sponsor undermining the true role of the project manager. They insist on doing things their way..."
I suggested three options: self analysis followed by quitting and lastly situational analysis and support. I suppose a forth approach would be to whine about the situation but I don't see that as a step forward and it is already being activated. Saving Changes...
Anonymous
I posted the question as a last ditch effort to come up with a strategy that has not been tried by myself or HR. No one wants to see them loose their job. My error was assuming that some one in the community had experience in building a team of project managers, encountered the same if not similar situation and would share their approach that yielded some results. I withdraw the question as the only reply is from a 'Independent Consultant'. I am not getting positive vibs. Sorry anonymous, I think you were closer to understanding the quandary but you did not make a suggestion. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Anonymous,
I can relate to Peter's impression that the problem may be your perception of what a competent PM should be like. I also suspect that you are not eager to understand and help that person.
Following the sponsor is a good thing, knowing when not to follow a path that did not work is courageous.
Coaching and mentoring is working best when there is mutual trust and agreement to mentor and coach.
Existing 'standards' may not be mature and up-to-date to help in a new situation.
A problem is if they do not lead the team, and do not get buy-in from most of them.
People who are asked to introduce change may run into resistance (and should be able to overcome it).
Sometimes, if conflict management is not a strength, a solution is to divorce. Often, the next marriage does not get better. The way to improve lies within yourself, only.
When I read the original post, I started to reply but then it occurred to me that you were not clear of your relation to the "paper PM", and that is quite important in determining how you might choose to respond.
I've been through this situation multiple times. Sometimes I have been successful resolving the situation, and other times one of us changed jobs depending on our relative positions in the org. If they're my boss, my direct report, or another PM with whom I must collaborate, my approaches will differ significantly.
The first thing I would suggest is using emotional intelligence. The behavior of the PM sounds like someone defensive about their lack of contextual knowledge or organizational process knowledge, so they auger in on process, and doing it their way. That may not be the case, but you need to try and understand their emotional situation which is motivating their actions.
The second part of emotional intelligence is applying it to yourself as well. With the ambiguity in the original question, and multiple anonymous posters, it's difficult to follow the line of inquiry, and you quickly took a confrontational position with people who are taking their own time to try and help. That also appears like a defensive reaction on your part. I can literally hear a terse tone of voice in my head as I read the posts. If you approach the "paper PM" the same way, you are unlikely to get a positive result. Each of you will dig in, fortify your positions, and seek victory over collaboration. Saving Changes...
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
This can be quite challenging!!! Continuous education must be cherished by any serious PM and this involves learning from peers and accepting coaching from seniors Saving Changes...
nancy armyEnvironmental Planner| Bureau of Land ManagementSparks, Nv, United States
I must confess that I would most likely be considered a "paper PM." I'm a PM on a couple of projects and am struggling with taking what I've learned in my classes and applying it in a real-world environment.
I agree with Keith; try understanding the situation from your PM's point of view. Is there anything you can do to help them through this project? You noted that they are resistant to mentoring or coaching; is it possible that the PM is receiving the mentoring/coaching as something more like criticism or negative judgement? While I may say something I think is encouraging, others receive it as negative or critical. Saving Changes...
This problem can come us for any role or contributor in the organization. We can use Describe, Explain, Impact of the Behavior, Expected output discussions with the concerned person. One might not know whether the behavior person is showing is intentionally or unintentionally. If this doesn't work then you have to involve the HR as a last alternative. Saving Changes...
Andrew SoswaTechnology leader| Leading global financial institutionElk Grove Village, Il, United States
I would pin this post under Stephen M.R. Covey — 'We judge ourselves by our intentions and others by their behavior.' Saving Changes...
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