We often say that project management drives organizational transformation, but could it be possible for a project manager to lack decision-making authority and be relegated to a reporting role, or even micromanaged by a superior? Have you ever encountered such a situation, and if so, how did it impact the project's success and team dynamics? Additionally, what are your opinions on how this scenario could be avoided or mitigated? Saving Changes...
This is extremely common in functional or even weak-matrix type organization structures. It also is common when organizational project management maturity is low, or when the organization has PMs but the PMs are glorified admins.
In such cases, the PM is usually at a significant credibility disadvantage with stakeholders (especially the team) and has to invest much more effort in demonstrating the value they bring.
If it is an organization cultural issue, there might be little a PM can do, but if it is restricted to the behavior of one sponsor or other senior stakeholder, coaching upwards and simultaneously demonstrating that the PM is quite capable of operating autonomously can help but it is a long game.
Kiron
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1 reply by Shannon Lewis
Dec 18, 2024 1:08 AM
Shannon Lewis
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Unfortunately, you have summed up 75% of industry outside of IT.
It happens quite frequently because there is no universally accepted definition for project managers. I have been in multiple situations where we had a PMO of high performing PMs, had senior management changes, and the new manager treated us like early-career admin types. Senior level employees typically don't like being treated by children, and it doesn't take them long to find new jobs that match their skills. 100% PM turnover and a huge loss of capability within the PMO in those cases is not unexpected.
If the senior manager had better vision and role clarity for the organization, they could have maintained or even expanded the team rather than all the smart people leaving for better jobs and replacing them with inexperienced employees counting late deliverables and pestering people for status. Saving Changes...
This is extremely common in functional or even weak-matrix type organization structures. It also is common when organizational project management maturity is low, or when the organization has PMs but the PMs are glorified admins.
In such cases, the PM is usually at a significant credibility disadvantage with stakeholders (especially the team) and has to invest much more effort in demonstrating the value they bring.
If it is an organization cultural issue, there might be little a PM can do, but if it is restricted to the behavior of one sponsor or other senior stakeholder, coaching upwards and simultaneously demonstrating that the PM is quite capable of operating autonomously can help but it is a long game.
Kiron
Unfortunately, you have summed up 75% of industry outside of IT. Saving Changes...
Danny,
There are many explanations as to why you are experiencing this and can be resolved with the organizational maturity that Kiron mentioned. However, as Kiron and Keith both have stated, PMs are at the mercy of the organization and their upper managements philosophies. Even though we are called "managers", we are not considered management in most organizations in my experience. I have fought this for years. If there is a positive side to these organizations structures and micromanagement, it is rare that the PM is accountable for the results of projects because they really do not manage the project, rather perform coordination, expediting, and administration work of the plan developed by operations.
I personally cannot function well in classical or weak matrix organizations, so I specifically ask what type of structure the organization utilizes to ensure it is a good fit for my management style and philosophy. If you want to have a PMI definition type of project manager position, you will need to seek a strong matrix structure, were PMs are in the drivers seat of the project, and accountable for the results. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Danny, 30 years ago, as a PM for IBM clients, I attended a course called 'Managing without Authority.' It is a common challenge for PMs, and even if you have some authority, it might not be enough to push through decisions.
There is a permanent strive to gain authority or power beyond anything given by the sponsor or charter. It is a political capability PMs need to develop, including negotiations, persuasion, influencing, building alliances, finding additional funding sources etc. All of this runs under the umbrella of stakeholder management, dealing with people primarily outside of the project.
Once accepted, PM is seen as a people business, not a process machine. Saving Changes...
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