Project managing the following situation:
- The client is asking for a timeline/status update. We just lost a key dev resource potentially impacting the project's deadline.
- Clients and resources are all working for the same company, in different divisions under the board. My team is also in a different division. No direct hierarchical relationships between the client, the dev and the project manager.
- Senior exec of the division of the dev resource we lost doesn't want me to communicate on the resource loss. Instead he is asking me to remove resource assignment to my client status, so they can figure it out internally without "justifying" themselves to the client, and not "offering" me any alternative ("we have time to figure it out" - technically we don't as that resource to work on a task from the critical path now).
- It's been now almost a month on a 9 month scale project - still no alternative plan ("next week..."). I can't give an update to the client except "we are figuring it out", leaving the client in the dark.
- And in fact not only the client is in the dark, but I am too. I feel like have a good idea of what's going on the critical path of my project is one of my primary responsibilities. Other stakeholders (not just the client but other divisions involved in the project) could complain about this and put me in a bad situation.
- Senior exec only wants to talk to my manager, can't confront him directly unfortunately. My manager (head of the project management team) agrees that in theory we should be more transparent but for political reason we shouldn't go "against" this senior exec, it's not in our "best interests" and could negatively impact my career in this company.
- But I also feel like not being transparent will significantly damage my abilities to manage the project. I feel it's like "damned if I do, damned if I don't".
Any advice would be much appreciated.
PS: apologies for posting anonymously. Saving Changes...
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George FreemanThought Leader | Author | Architect| Florida, United States
Hi Anonymous,
If your project is materially impacted by corporate politics and normal reporting channels (e.g., sponsor, steering committee, PMO, etc.) have been unable to resolve the concern, then the PM should recognize the device/instrument, which is “corporate politics” is also available for them to wield.
For instance, corporate politics are typically played out through back channels (e.g., executive corridors), making it highly difficult for a PM to influence the concern unless they get another executive to proxy on their behalf. If that’s not possible, then the PM needs to find a way to bring the conversation into the view of many, or maybe more importantly, bring the perspective/belief that the conversation may be presented in the light of many. Either one influencing accountability.
Towards that end, one technique is to leverage the “accountability perspectives” offered by workshops. It’s often not difficult for a PM to have a reason for a practical workshop on a subject indirect to an unresolved issue, knowing that there’s a strong possibility that questions regarding your direct concern (i.e., the resource issue) will be begged as well.
In this scenario, the workshop gives you the practical benefit of resolving the issue/concern associated with the workshop, but also provides the extra benefit of “shaking out” your un-stated resource concern, not during the workshop, but magically after you schedule the workshop and publish its agenda.
Keeping a light on your project that can be seen by the cross-divisional/functional many is always a good practice. So, if you do not have these types of structures in your project, create the opportunity to do so now.
Food for thought. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Interesting problem you have and a good opportunity to learn.
Who is your project sponsor, who gave you the role of project manager - this person should help you on the executive level. And the person also should hold a steering committee with client management.
Ethically you should be honest and not hide serious facts from your client.
The senior exec could use you as a scapegoat, hiding a problem but being able to blame you as PM later. He might not be there even if the project blows up. So he may think - not my problem and your boss may think the same.
I have experienced this and luckily I wrote an email describing the problem, factually to both of them. They did not respond. It saved me my job.
Another tactic would be, if you have a trusted relationship, ask the client to ask for the reasons for the delay in writing, from your management. It is also questionable as your loyalty is first with your company, but it sometimes helps. Saving Changes...
I agree with Thomas. Being transparent and telling the truth is always adequate. But you can inform this situation with a set of possible solutions. The client will see the panorama more calmly if you demonstrate that you're working in various manners to keep the project on course. Saving Changes...
This solution requires escalation if you are unable to convince this senior executive to allow you to report on the project status in a fulsome manner. If you continue down the path of hiding info from the client and the project fails, you will be the scapegoat for the outcome, not the senior exec.
Kiron Saving Changes...
Anonymous
Very helpful. Thank you all for the suggestions! Saving Changes...
I am considering indeed an escalation, after trying one last time to confront that senior exec using the workshop "opportunity" proposed by George, I know he won't resist attending a workshop involving his team and the client on a few points we need to brainstorm. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
Very interesting, Thanks for sharing Saving Changes...
Gary CampbellSenior Project Manager| Western International Gas Cylinders Inc.Tx, United States
Please read the PMI Code of Ethics - Chapter 5 - Section 5.3 Honesty: Mandatory Standards. 5.3.1.
Project Managers are leaders and have been chartered by executive management to execute projects to a successful conclusions. As a leader, sometimes you have to lead your sponsors and executive staff to the right course of action. The practice of deception will insure that the project and customer relations will not be successful in the future.
"Communication, communication, communication" were the words of my mentor in my head everyday. As issues arise they need to be communicated to the project team (of which the client is a member) such that possible solutions can be discussed and agreed upon. The practice of inclusion of the client as an integral member of the team will strengthen customer relations. As PM, you are to be the Master Communicator, facilitator, and the leader of the team in the elimination of road blocks for a successful project. No matter where that may lead. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
