Candice ShubbieConsultant| PROJECT40 ConsultingOntario, Ca, United States
As a PM, one of the most difficult aspects of the job has been managing a project team of individuals who do not report to me, or who rank much higher than me within the company. I understand that project management isn’t about “authority” but it may not always seem that way to the project team when the PM is constantly shining a light on their shortcomings.
Being responsible for the outcome of a project, but having no authority to set deadlines, adjust scope, allocate resources etc. is not a new point of contention for project managers but we all evolve and change in the way we do things. What strategies do you use to push back? How do you deal with team leaders who don’t manage their teams, but who also don’t want you to “manage them?”
Saving Changes...
Candice ShubbieConsultant| PROJECT40 ConsultingOntario, Ca, United States
Apr 18, 2024 3:16 PM
Replying to Sergio Luis Conte
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That is the "art" in the project management profession. I can wrote a lot, but I resume this in one sentence: you have to make all project stakeholders feel that they will be more rich with the solution you are creating than without it, where rich does not mean more money only. That´s because a business analyst must be assigned to the initiative from the very begining and that´s because stakeholder management methods and techniques must be following.
Sergio, you raise a good point about having a consistent BA or SME assigned to the initiative from the start. An ever changing team can definitely make matters worse when managing a project with already disengaged or resistant team members. Saving Changes...
Glenn ChundrlekProject Manager| BelcanLoveland, Oh, United States
Apr 17, 2024 10:43 PM
Replying to George Freeman
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Candice,
When we hear that a PM is “responsible without authority,” we usually relate that to an accountable project manager having limited authority and control over project resources due primarily to weak matrix structures where functional managers hold the decision-making power. This use case is relatively common, and as mentioned, employing soft leadership skills and working closely with the line managers can mitigate most concerns.
However, your setup states that the PM is [A] accountable but lacks the authority to [B] set deadlines, [C] adjust scope, and [D] allocate resources. This combination is essentially untenable as it’s a breeding ground for [1] frustration, [2] helplessness, [3] productivity issues, and the least favored word of all, [4] failure (or forms of it).
Project professionals who are NOT accountable and have these authority issues may have the title of project manager but are functionally fulfilling a “project coordinator” role. But again, that is NOT the scenario you are describing.
As Keith Novak mentioned, having an “empowerment-based project charter” is the medicine for this ill.
George
I put my reply in the wrong comment. Saving Changes...
Glenn ChundrlekProject Manager| BelcanLoveland, Oh, United States
Apr 17, 2024 10:43 PM
Replying to George Freeman
...
Candice,
When we hear that a PM is “responsible without authority,” we usually relate that to an accountable project manager having limited authority and control over project resources due primarily to weak matrix structures where functional managers hold the decision-making power. This use case is relatively common, and as mentioned, employing soft leadership skills and working closely with the line managers can mitigate most concerns.
However, your setup states that the PM is [A] accountable but lacks the authority to [B] set deadlines, [C] adjust scope, and [D] allocate resources. This combination is essentially untenable as it’s a breeding ground for [1] frustration, [2] helplessness, [3] productivity issues, and the least favored word of all, [4] failure (or forms of it).
Project professionals who are NOT accountable and have these authority issues may have the title of project manager but are functionally fulfilling a “project coordinator” role. But again, that is NOT the scenario you are describing.
As Keith Novak mentioned, having an “empowerment-based project charter” is the medicine for this ill.
George
George, I find myself in a similar situation. I have project team members who communicate with each other but not with me. I have attempted to point out instances where plans were made and not followed only to be told that I should not be negative. Management wants to be seen as "Agile" but are unwilling to communicate an overall strategy and appear to view project management as coordinators. It's disheartening,
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1 reply by George Freeman
Apr 30, 2024 2:24 PM
George Freeman
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Glenn,
Here are a few quotes I’ve written in the past that may be helpful for your situation. Note that I’m not insinuating that you are doing anything wrong; these are just principles.
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[1.A] That which you are willing to do in the trenches for your team establishes a care fund that pays dividends in perpetuity.
[1.B] The realms wherein your advice is sought are the realms where you have delivered value and asked for nothing in return.
[2.A] Faith in one’s team accelerates results and breaks down barriers to success.
[2.B] Cracking the whip without evidence of your own flogging produces little value.
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The [1.A] quote is about “breaking through” to a team where you are viewed as an outsider, with the [2.A] quote representing one of the fruits of [1.A].
[2.A] presents the mindset that when you build up a team by speaking positive, forward-looking, inspiring statements over them (deserved or not), you gain benefits that pay off over time. Whereas [2.B] states with a bit of humor that you gain little value when you “crack the whip” (i.e., state something that is falling short with a consequence) unless you can show that you have been “whipped” as well by your management.
Bottom Line: Focus on helping the team and providing unexpected value to THEIR objectives, and, at least for now, hold off on “pointing out” where they are falling short.
George
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Candice, as Rami and others say, this is not an uncommon situation.
Project management is indeed about authority and power, and there are different types of authority besides formal hierarchy, e.g. expert, referent, informational, penalty, and more. Even a formal authority is sometimes not accepted though.
As an IBMer, I attended a class called 'Managing without (formal) authority'; it helped a lot, maybe you find a similar course.. As a volunteer, I learned to lead without authority, as volunteers can walk away.
If you have no power and authority, you at least have the power of a caretaker and enabler. Don't pull them from above, push them from below. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Apr 30, 2024 11:01 AM
Replying to Glenn Chundrlek
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George, I find myself in a similar situation. I have project team members who communicate with each other but not with me. I have attempted to point out instances where plans were made and not followed only to be told that I should not be negative. Management wants to be seen as "Agile" but are unwilling to communicate an overall strategy and appear to view project management as coordinators. It's disheartening,
Glenn,
Here are a few quotes I’ve written in the past that may be helpful for your situation. Note that I’m not insinuating that you are doing anything wrong; these are just principles.
------------------
[1.A] That which you are willing to do in the trenches for your team establishes a care fund that pays dividends in perpetuity.
[1.B] The realms wherein your advice is sought are the realms where you have delivered value and asked for nothing in return.
[2.A] Faith in one’s team accelerates results and breaks down barriers to success.
[2.B] Cracking the whip without evidence of your own flogging produces little value.
------------------
The [1.A] quote is about “breaking through” to a team where you are viewed as an outsider, with the [2.A] quote representing one of the fruits of [1.A].
[2.A] presents the mindset that when you build up a team by speaking positive, forward-looking, inspiring statements over them (deserved or not), you gain benefits that pay off over time. Whereas [2.B] states with a bit of humor that you gain little value when you “crack the whip” (i.e., state something that is falling short with a consequence) unless you can show that you have been “whipped” as well by your management.
Bottom Line: Focus on helping the team and providing unexpected value to THEIR objectives, and, at least for now, hold off on “pointing out” where they are falling short.
George
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1 reply by Glenn Chundrlek
Apr 30, 2024 3:11 PM
Glenn Chundrlek
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George,
I appreciate the reply. Perhaps I wasn't making myself clear, but the instances where I was highlighting potential areas for improvement were with the PMO and Leadership team, not any of my project teams. They're doing great things and I try to build them up whenever possible, but since I'm in a very weak matrix organization I'm not always kept in the loop and it gets frustrating when I'm being whipped because I'm not always aware of what the team is doing.
Lesson learned: don't post when agitated :)
Glenn
Saving Changes...
Glenn ChundrlekProject Manager| BelcanLoveland, Oh, United States
Apr 30, 2024 2:24 PM
Replying to George Freeman
...
Glenn,
Here are a few quotes I’ve written in the past that may be helpful for your situation. Note that I’m not insinuating that you are doing anything wrong; these are just principles.
------------------
[1.A] That which you are willing to do in the trenches for your team establishes a care fund that pays dividends in perpetuity.
[1.B] The realms wherein your advice is sought are the realms where you have delivered value and asked for nothing in return.
[2.A] Faith in one’s team accelerates results and breaks down barriers to success.
[2.B] Cracking the whip without evidence of your own flogging produces little value.
------------------
The [1.A] quote is about “breaking through” to a team where you are viewed as an outsider, with the [2.A] quote representing one of the fruits of [1.A].
[2.A] presents the mindset that when you build up a team by speaking positive, forward-looking, inspiring statements over them (deserved or not), you gain benefits that pay off over time. Whereas [2.B] states with a bit of humor that you gain little value when you “crack the whip” (i.e., state something that is falling short with a consequence) unless you can show that you have been “whipped” as well by your management.
Bottom Line: Focus on helping the team and providing unexpected value to THEIR objectives, and, at least for now, hold off on “pointing out” where they are falling short.
George
George,
I appreciate the reply. Perhaps I wasn't making myself clear, but the instances where I was highlighting potential areas for improvement were with the PMO and Leadership team, not any of my project teams. They're doing great things and I try to build them up whenever possible, but since I'm in a very weak matrix organization I'm not always kept in the loop and it gets frustrating when I'm being whipped because I'm not always aware of what the team is doing.
Lesson learned: don't post when agitated :)
Glenn
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1 reply by George Freeman
Apr 30, 2024 4:00 PM
George Freeman
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It sounds like your PMO may have slipped into “PAAO” mode (Project Accountability Avoidance Office) :-)
I will spare you my quotes on that side of the fence.
George
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Apr 30, 2024 3:11 PM
Replying to Glenn Chundrlek
...
George,
I appreciate the reply. Perhaps I wasn't making myself clear, but the instances where I was highlighting potential areas for improvement were with the PMO and Leadership team, not any of my project teams. They're doing great things and I try to build them up whenever possible, but since I'm in a very weak matrix organization I'm not always kept in the loop and it gets frustrating when I'm being whipped because I'm not always aware of what the team is doing.
Lesson learned: don't post when agitated :)
Glenn
It sounds like your PMO may have slipped into “PAAO” mode (Project Accountability Avoidance Office) :-)
I will spare you my quotes on that side of the fence.
I agree with Sergio Luis from Argentina in the sense that that´s exactly the art of being a PM. When I was a rookie, I had the case in which I empathize with functional leaders who asigned inadecuate resources and I justified the cost overruns, poor quality, schedule overruns, client rage by thinking that the Organization represented by the functional leaders had a hell os a goof reason for the por quality. The day of the Final Judgement I was told that as PM I was the ONLY ONE and ONLY accountable for that project. Literally, I was smashed with the heavy hammer that as PM, I had no excuses and that I was supposed to do whatever eas neccessary to meet all the stakeholder expectations. Lesson Learned. Project Charters later in my career as PM was key in getting all involved, including Sponsors and Top Management. Saving Changes...
Candice, this scenario is quite typical in a weak matrix organization structure. In such setups, project managers can effectively navigate by leveraging their strong interpersonal skills. I have personally experienced this dynamic in my career, and although it wasn't my preferred environment, it provided valuable opportunities to hone my soft skills.
What proved beneficial for me was establishing strong relationships with both team members and leaders by actively listening to their concerns, understanding their viewpoints, and empathizing with their challenges. Subsequently, I utilized my expertise and knowledge to influence decisions and actions which involved providing insightful data-driven recommendations and industry best practices.
I agree with your point that it is a strong sign of a very weak PM Organization. Many key members do not know how this business functions. The 3 -legged constrain stool (Cost -Schedule-Quality) is not known, or it is misunderstoon, hence it is misapplied. Saving Changes...
Bob PatrinoConsultant/Senior Technical Project Manager| TamazariNewport, KY, United States
Apr 17, 2024 2:37 PM
Replying to Keith Novak
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This is where it is beneficial to have a project charter. Ideally the sponsor is at a level sufficient where they do have the authority to ensure your support. If not, they should act as your champion to influence the people who's support you need. When presenting your case, be clear about the facts. What is the benefit of the project, and what is the risk if you lack support such as missing your financial window of opportunity.
Hi Keith, great answer!! The project charter, or the equivalent with a different title, is the agreement between executive leadership (sponsors) and the project team giving them the 'authority' to proceed with the work. Very rarely does a project leader have direct functional authority over the project team. Saving Changes...
