Project Management

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Challenging Work Environment

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Patrick Elias Montreal, Quebec, Canada

I've been a project management in government in an area responsible for customer service related projects. I began my role as a manager with one resource which was a supervisory project leader who led activities. We worked together for a number of years where I had to be hands on because I had no resources. We sometimes had an administrative assistant. There are many departments in our organization they refer to our structure as a matrix. Departments have dedicated staff. Some 20 some a few staff. But myself despite my seniority (more than other managers) am relegated to one resource. After I onboard them they are also taken away and reassigned to other projects.



Recently, I've been told that my one resource I was sharing already would be assigned a department and that I would need to rely on sharing resources for projects that require several staff. The issue is that managers who are assigned these staff are two faced. They agree in front of their superiors but as soon as you meet with them one on one they put up so many blocks and undermine my work in very clever ways. I'm borrowing resources currently form four managers and when one pulls away a resource it has a ripple affect and I need to update the other three managers the project is delayed. They then want me to get authorization to get additional time using those resources which is time consuming.



Does anyone work in a similar environment? There is aside of me that thinks I'm getting taken advantage of.

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Kiron Bondale Retired | Mentor| Retired Welland, Ontario, Canada
Patrick -

This is a fairly common situation in a weak matrix structure combined with a lower level of organizational PM maturity. Unfortunately, there are no silver bullets to slay this problem but building strong relationships with the functional managers who provide the staff to your projects, leveraging your powers of persuasion and influence to the hilt, having your project sponsors help to knock over staffing road blocks and being very transparent about the impact of staffing challenges can help.

Kiron
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Abolfazl Yousefi Darestani Manager, Quality and Continuous Improvement| Hörmann-TNR Industrial Doors Newmarket, Ontario, Canada
I agree with Kiron. It is very prevalent.
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Keith Novak Tukwila, Wa, United States
What you describe is a very common situation in large organizations. There are a few ways you can deal with it to try and convince others to support or exert your power skills either directly or indirectly but you do need to be careful about giving too many managers a black-eye in the process.

Start with the value proposition, not the personal conflict. What is the value of the project, and what is the risk if you lack the necessary support? Then it is not about you, but the importance of the objective to the organization.

My rule of thumb is to always first ask nicely. If that doesn't work, ask more directly including that the issue will be elevated if necessary. That can can escalate conflict but I try to keep it from being an issue of me vs. them but rather one of organizational priorities. Elevating the issue for resolution is the last resort as now you are poking people in the eye in front of their own bosses. That can produce a confrontational environment rather than one of working together to find mutually acceptable solutions which may turn things personal in the eyes of the other party.
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Kwiyuh Michael Wepngong
Community Champion
Financial Management Specialist | US Peace Corps Yaounde, Centre, Cameroon
It can be quite tough, a gentle approach of talking to lower level and eventually if there is no positive response, escalating may help matters here

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