Sebesi MihalyIndipendent Contractor| SMPMTargu Mures, Mures, Romania
In my previous job, I have worn the hat of the Product Owner as the PM. Requirements first ended up by me. I did the clarification, prioritization after which I passed it to the IT department.
As such, I had the necessary knowledge, to properly execute the plan (make course corrections, etc).
I have changed to a new PM role, where the project management activities are shared among the team members. Example
I receive the plan (not even there when it is created), developers are talking to Product Owners, creating requirements, etc.
I'm still in charge of executing the plan, however, it is more difficult for me since I lack much info, details.
I already shifted from thinking about details, about how a task is completed, to how it contributes to a project’s overall goals. I feel this is not enough.
Any new advice is highly appreciated.
Thank you and Happy New Year Saving Changes...
Sort By:
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sebesi,
tough environment.
Somebody gave you the job role of PM and he/she could be in position to express what you are expected to do. It may differ from your previous role.
For example, are you in charge of controlling project cost? achieving milestones? - then you should have the power to control activities that cost and use time (from the sponsor). If the teams are distributed you need to establish some centralized plan, get commitment from the teams about it and control it. And actually scope and requirements control might be needed to do this to baseline the plan.
Maybe expectations to your jobrole are different, like just observing progress and risk, creating consolidated reports and enabling/aligning communications. Then your actions to support the sponsor and the team are different.
Avoid becoming a scapegoat for project failure by understanding the expectations of the sponsor and organization and highlighting any gaps.
Thomas
...
1 reply by Sebesi Mihaly
Jan 05, 2022 5:46 AM
Sebesi Mihaly
...
I'm not in charge of the project cost, but hitting the milestones yes. Understanding the expectations is the key here, so this is what I need to clarify. Thank you.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Based on the situation you described (I facing it lot of times mainly inside transitions from one approach to other) let me comment. First something obvious: the plan is not the schedule, so I assumed that when you talk about the plan. Second, what you describe is closer to what in Scrum framework is called Scrum Master. You are not in charge to execute the plan. You are in charge of to facilitate the execution of the plan. You have to put clear that. It does mean you will work as the bridge between all people needed to create the solution for walking from the current state to the next state. Development team is accountable for all the components inside the plan, not you. You are only accountable for helping things doing. The first change in mind if from yourself, just in case you did not that. In this types of environments you do not need to stay in control. Team is accountable for stay in control. The only thing you can control is all related to minimize the inherent risk by helping on removing stone on the roads.
...
1 reply by Sebesi Mihaly
Jan 05, 2022 5:50 AM
Sebesi Mihaly
...
"in charge of to facilitate the execution of the plan". Exactly what I'm working on now, setting up a checklist for myself of what does it mean to facilitate in my environment.
Similar to what Thomas has said, I'd suggest getting a clear understanding of your responsibilities and accountabilities relative to the other key roles - a RACI or similar tool might be one way to do that. I'd also suggest evaluating the current plan to determine whether it is achievable or not. This process will help you surface many of the risks and assumptions which might not have been communicated before.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Sebesi
My fellow colleagues provided sound and solid advise. Getting clear understanding of all dimensions before you accept the role or shortly after is key, otherwise you will end up with a messy situation.
RK
...
1 reply by Sebesi Mihaly
Jan 05, 2022 5:51 AM
Sebesi Mihaly
...
Lessons learned here. Getting a clear understanding before accepting a role is of utmost importance! Thank you.
This is a very common situation on very large projects, or where there are multiple teams with very different technical domains, each with a significant development statement of work.
If you think of a program, you will have several projects supporting the program goals. Each project has multiple sub-teams often working with suppliers and/or subcontractors. The suppliers/subs have their own project teams. It forms a management hierarchy, and you are working at a higher tier. This has been my job role for many years.
You need to manage the higher tier plan, that aligns the many lower tiers, and enough information to understand the integration points of the many teams, and their relative progress. If it's big enough, there is no possible way you can understand the details of every plan.
I review the milestone level plans of each team with them, to understand what work is involved, their own major milestones, and the interactions with other teams. I evaluate their plans against the higher tier plans and look for conflicts, bottlenecks, or whatever issues. We will likely have "green room" activities where we review all the plans as a team, integrate the schedules, and commit to due dates across the teams.
Understanding the plans, I can hold regular team planning reviews with focals from each sub-team. If there are issues we determine who else is involved, risk mitigation if needed, and refine the working plan. We may need to re-baseline the entire schedule if needed which affects almost everyone.
You are still managing the project similar to before, except with your broader area of responsibility, you need to re-frame your perspective to what you need to know, and how much information you can practicably work with to manage the project outcome. Saving Changes...
Sebesi MihalyIndipendent Contractor| SMPMTargu Mures, Mures, Romania
Jan 04, 2022 10:08 AM
Replying to Thomas Walenta
...
Sebesi,
tough environment.
Somebody gave you the job role of PM and he/she could be in position to express what you are expected to do. It may differ from your previous role.
For example, are you in charge of controlling project cost? achieving milestones? - then you should have the power to control activities that cost and use time (from the sponsor). If the teams are distributed you need to establish some centralized plan, get commitment from the teams about it and control it. And actually scope and requirements control might be needed to do this to baseline the plan.
Maybe expectations to your jobrole are different, like just observing progress and risk, creating consolidated reports and enabling/aligning communications. Then your actions to support the sponsor and the team are different.
Avoid becoming a scapegoat for project failure by understanding the expectations of the sponsor and organization and highlighting any gaps.
Thomas
I'm not in charge of the project cost, but hitting the milestones yes. Understanding the expectations is the key here, so this is what I need to clarify. Thank you. Saving Changes...
Sebesi MihalyIndipendent Contractor| SMPMTargu Mures, Mures, Romania
Jan 04, 2022 10:41 AM
Replying to Sergio Luis Conte
...
Based on the situation you described (I facing it lot of times mainly inside transitions from one approach to other) let me comment. First something obvious: the plan is not the schedule, so I assumed that when you talk about the plan. Second, what you describe is closer to what in Scrum framework is called Scrum Master. You are not in charge to execute the plan. You are in charge of to facilitate the execution of the plan. You have to put clear that. It does mean you will work as the bridge between all people needed to create the solution for walking from the current state to the next state. Development team is accountable for all the components inside the plan, not you. You are only accountable for helping things doing. The first change in mind if from yourself, just in case you did not that. In this types of environments you do not need to stay in control. Team is accountable for stay in control. The only thing you can control is all related to minimize the inherent risk by helping on removing stone on the roads.
"in charge of to facilitate the execution of the plan". Exactly what I'm working on now, setting up a checklist for myself of what does it mean to facilitate in my environment.
...
1 reply by Sergio Luis Conte
Jan 08, 2022 5:40 AM
Sergio Luis Conte
...
Good to read. In my humble opinion this is the first step, or at least what I did when I was in the same situation. For example, to take something which is "the new fashion" suppose you are using Scrum. Then, all related to Scrum Master role is about to facilitate the work.
Saving Changes...
Sebesi MihalyIndipendent Contractor| SMPMTargu Mures, Mures, Romania
Jan 04, 2022 12:28 PM
Replying to Rami Kaibni
...
Sebesi
My fellow colleagues provided sound and solid advise. Getting clear understanding of all dimensions before you accept the role or shortly after is key, otherwise you will end up with a messy situation.
RK
Lessons learned here. Getting a clear understanding before accepting a role is of utmost importance! Thank you. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
It sounds like you have moved from managing the project to making sure the project gets managed.
That's exciting! You get to train and coach your team members in what is near and dear to you: project management. As the project management expert, you can make sure they hit all the management activities that will make the project a success.
You also get to provide them with a safe and encouraging environment. Some will say it's your job to remove obstacles; resist the temptation! Even obstacles can be learning opportunities for project team members. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jan 05, 2022 5:50 AM
Replying to Sebesi Mihaly
...
"in charge of to facilitate the execution of the plan". Exactly what I'm working on now, setting up a checklist for myself of what does it mean to facilitate in my environment.
Good to read. In my humble opinion this is the first step, or at least what I did when I was in the same situation. For example, to take something which is "the new fashion" suppose you are using Scrum. Then, all related to Scrum Master role is about to facilitate the work. Saving Changes...
Community Champion
