I have recently joined a Design Team as their first ever Project Manager - they have been operating without them for the last 8+ years. Being the one PM amongst 20 designers, I am finding myself being put in the position where I am being asked to do tasks that are more along the lines of an administrative assistant and office manager (setting up meetings and IT questions), rather than actually being brought in to provide PM value. Although I have had multiple discussions with our leadership team about this and have been setting boundaries, the more I push back on those admin requests, the more I am not being added to projects as a whole.
Does anyone have any advise on how I can continue to set these boundaries but still provide actual PM value to my team? Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
While this is a frequent problem for project managers, it doesn't stop there. In my current role as a release manager, I am expected to take care of client meetings, agendas and minutes. I try to take it in stride: it gives me a chance to interact with my clients a lot more than if I was simply meeting them. Servant leadership is about supporting the people around you. Try to see the value and the help doing this work provides you and everyone.
Having said that, you have other choices. You can ask the team members to pitch in. Lay your prioritized workload on the table and ask them the tasks with which they can help. Another option is get help. This could be some admin who can pitch in on some task or it could be a brand new employee or student. Since your leadership is aware of your workload problem, loop them in to the actions you are taking.
Keep us posted on how this situation progresses. We can at least provide you with emotional support, if nothing else. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
McKenzie, Depending on the type/size of the organization, and projects you are operating within, sometimes you can find yourself doing administrative tasks and I bet you that majority of us do. To a certain extent this is acceptable while you are providing value as a PM as long as administrative tasks doesn't become all what you do then that is a problem.
Setting boundaries is important for sure but from what you've mentioned, it seems your organization probably do not understand the role of a project manager and the value they do/should bring to the table so a constructive discussion with them about the role would be helpful if you didn't do that already.
Quick question: When you were offered the job, what was the job function description for the post?
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1 reply by McKenzie Whitlow
May 16, 2023 5:54 PM
McKenzie Whitlow
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Thanks for your feedback.
I've been at the organization for 2 years now and was contacted directly by a recruiter. Part of the job description was to identify ways that this position could be incorporated into this function and I've also noticed that there'a also a lot of pushback with wanting to work with a PM. I've started to have discussions with our greater Ops and Leadership teams to help pave the way for cooperation with my role.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I faced this type of situations lot of times. There is a hard work to change the culture and understanding about what a project manager is. The question is: what do think provide value as project manager in general? Then, what do you know provide value as project manager in the environment you describe above? That is the "dilemma" to solve. Then, is up to you to decide if you will be an agent of change or you quit the job. Both decisions requires a benefit anaysis and a strategy for moving forward. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
McKenzie,
as others said, you are in a common situation. As Rami asked, what was the reason you were installed as a PM in the first place? And was this reason communicated to the team?
As a PM, we need to understand that our task is primarily people oriented. We reduce complexity and increase security for stakeholders like the designers by enabling them to focus on designing, managers by freeing them up from daily conflicts, customer by increasing their trust in the organisation. Sounds a bit like servant leadership, but is more than that.
If the designers have a major problem with bureaucracy, then reduce it. Maybe its worthwhile to employ an admin assistant. Find out what their other pain points are and help them with that. Your PM training might have given you access to a set of tools & techniques, now you have to select the best suitable for the context.
Once you provide a value to stakeholders, their respect in you will grow, they will start to trust you and your influence will increase. Saving Changes...
Like everyone else, I have seen this occur far too often, and many job listings for PMs are really looking for an administrative assistant rather than a leadership role. I've moved into the lead role of PM organizations before where I found it was mostly administrative, and some people actually freaked out when I expected them to be an actual PM, and not just build status charts or run the computer for others' meetings.
It helps if you can find at least one person in your leadership chain who can be an advocate. That can provide some weight behind your expected job role. I have had the conversation numerous times with different managers that if I could train a monkey to do my job, my employer doesn't need someone with my level of qualifications to do that job. They need me to train the less experienced people. Saving Changes...
Darlene WatsonBusiness and Corporate Project Manager| Ontario Securities CommissionOntario, Canada
McKenzie, I can appreciate exactly what you are going through. I started off at my organization in an administrative role and thus as I worked myself up through the ranks I found that some people continued to see me in the administrative role - in spite of having moving well beyond it. I felt that I would never get to actually flex my PM muscles and that I would always remain a slightly glorified administrative assistant.
That was until one day, as I complained about my "admin role", my mentor said something that I hadn't excepted - she said "you were appointed PM - now act like it - don't ask for their permission to do what you have been hired to do". She explained that as long as I was content with being an admin - then people would be content to treat me that way.
So my advice - act as a PM - get support from an admin - and never ask for permission to do the job you were hired to do! Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
Plenty of great feedback already given.
I have encountered individuals that look down on project managers and consider them mere paper pushers. You could consider holding a session to inform the designers about the role of a PM and how it is embedded to the organization.
You may want to use change management tools (ADKAR). The company seems to be Aware of the need for a PM, but the designers seem to be less convinced (less Desire) to adopt the organizational changes. Use the session to address their concerns and tackle the WIIFM (What's In It For Me). Invite your manager - the person that hired you as a PM - to reinforce the message. Saving Changes...
this situation we often meet for juior PM, first to be assissant, to build trust, create credit to team members, then lead team, this is a normal way. Saving Changes...
Candece DuclosExecutive Director, Legal Operations| Revolution MedicinesNj, United States
McKenzie, I'm in a similar position with respect to starting a new PM function for the Legal and Compliance teams - something they are not as familiar with. Knowing this, I have been spending a time educating them about the role of Project Management, what a Project Manager is and is not, as well as the roles and responsibilities for Sponsors, Stakeholders, Project team members, etc. We are even going to be conducting training sessions with some of the team on various PM activities. I have found this to help with bringing understanding to the area and reduces some of the friction. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
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