Product Operations Program ManagerBarcelona, Cataluña, Spain
There are individuals that perceive project managers as mere bureaucrats (paper pushers). These stakeholders can be in a supporting role to the project - not a big deal - but also in the core team (or even the sponsor!).
Have you experienced this? How did you handle the situation? Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Your stakeholder analysis should tell you what you do about unsupportive stakeholders. In particular, the salience (importance/impact) of your stakeholder will guide your efforts. Saving Changes...
You should communicate the values of what you are doing and of course, you should prove it in practice. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Eduard,
yes and there were different reasons for them to be unsupportive.
For example, they had higher priorities in their multitasking - trying to staff your project with fulltime people may mitigate this. Or they were feeling unsecure about what you as PM would take away from them - power, influence, insights - a servant leadership behaviour and 1:1 expectation setting may mitigate this Or they have not experienced the value of a good PM - explaining your role and what you do NOT do might help
Start by seeing to understand why they have this perception. Sometimes it is a lack of knowledge of what a PM does so there's a coaching opportunity. Other times it could be as Thomas suggests that they've had a bad experience with one or more past PMs - that's a chance for you to show them the value of effective project management.
This is also influenced heavily by the organization's PM maturity - in lower maturity companies, the PM might just be seen as a coordinator.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Eduard
I’ve encountered this with one of our clients few years back and as the say: “The Proof is in the Pudding” so the only way to proof that PM has more value than being paper pushers is manage those stakeholders closely and show then in action the value the PM adds. This will help change their perspective, at least it worked for me.
The best way to engage non-cooperating stakeholders is to inspire them, showing the value that the project creates. Inspire instead of being an authoritarian will give the best results on stakeholder engagement. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Veronica hit the nail on the head - the stakeholder has to see the value the project and you bring to the table. Just because you see it doesn't mean they do. If their required effort is greater than their perceived value, support will be hard to come by. Saving Changes...
Khai Ng.IT PMO | IT Project Manager| TTGROUPHanoi, Viet Nam
From my point of view, Solution will depend on each specific situation. If the unsupportive stakeholder is not in leadership position of your company (or partner), too "rebellious" and you do not be able to change his attitude then you should report it to project steering committee to get their support for replacing him with more suitable one (or you can decide by yourself if you have right to do it). Project environment does not have time for educating and changing someone's perception. But the situation is more complicated when unsupportive stakeholder is a leader and thier comments may badly affect your project. In this case you should find the help from members of steering board, who are trust and highly influential that can talk to him to change his attitude.
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1 reply by Thomas Walenta
Dec 13, 2022 9:37 AM
Thomas Walenta
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Hello Khai Ng,
agree with you that the solution depends on the situation.
In my experience I saw many situations where changing stakeholder views and behaviours is indeed part of the project, it is for example core of organisational change management and also team building.
And also taking a specific stakeholder on the team, I see it as responsibility of the PM to coach them and to help them align with the team and task. Setting team ground rules is a tool.
Thomas
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Lot of times including today. The key point is to understand that they have a perception and it is time to work on it to change it if that will help in the initiative. And very important is to understand our part on creating that perception. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Dec 12, 2022 8:58 PM
Replying to Khai Ng.
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From my point of view, Solution will depend on each specific situation. If the unsupportive stakeholder is not in leadership position of your company (or partner), too "rebellious" and you do not be able to change his attitude then you should report it to project steering committee to get their support for replacing him with more suitable one (or you can decide by yourself if you have right to do it). Project environment does not have time for educating and changing someone's perception. But the situation is more complicated when unsupportive stakeholder is a leader and thier comments may badly affect your project. In this case you should find the help from members of steering board, who are trust and highly influential that can talk to him to change his attitude.
Hello Khai Ng,
agree with you that the solution depends on the situation.
In my experience I saw many situations where changing stakeholder views and behaviours is indeed part of the project, it is for example core of organisational change management and also team building.
And also taking a specific stakeholder on the team, I see it as responsibility of the PM to coach them and to help them align with the team and task. Setting team ground rules is a tool.
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