PMs need to be like Swiss Army Knives on occasion to ensure that their projects are delivered as expected and sometimes this means doing tasks which you might not have expected fall within the scope of the role.
So thinking back over the projects you've led, what is the strangest activity you had to do? Saving Changes...
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Kiron Bondale Over the years, I’ve experienced some curious situations while managing projects, but one in particular (in a dyeing facility within the textile industry) remains hard to forget.
We were implementing a new automated chemical dosing control system — with sensors, valves, and integrated PLCs. Everything was going smoothly… until the operator called in a panic: the dyes were being dumped… onto the factory floor!
I rushed to the site, wearing safety boots and a hard hat, and there I was — the project manager — holding a shovel to help contain the spill, while simultaneously validating SCADA parameters and coordinating the automation team.
None of this was in the project plan.
It was a chaotic — and colorful — moment that reminded me of a fundamental truth: in industrial project management, “PM” often stands for “Primary Mover” when things go sideways.
Thanks for sharing, Luis! Sounds like a great opportunity to make some tie-dyed T-shirts!
Kiron
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1 reply by Luis Branco
Sep 04, 2025 12:04 PM
Luis Branco
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Thanks, Kiron Bondale . Tthankfully the dyes have dried, and no team members were permanently "color-coded"! 😄
We even joked afterward about launching a limited edition of “PMO tie-dye uniforms” — a tribute to those unexpected frontline moments when you're managing valves with one hand and a shovel with the other.
Lesson learned?
Always pack an extra pair of socks… and maybe a waterproof Gantt chart!
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Sep 04, 2025 11:13 AM
Replying to Kiron Bondale
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Thanks for sharing, Luis! Sounds like a great opportunity to make some tie-dyed T-shirts!
Kiron
Thanks, Kiron Bondale . Tthankfully the dyes have dried, and no team members were permanently "color-coded"! 😄
We even joked afterward about launching a limited edition of “PMO tie-dye uniforms” — a tribute to those unexpected frontline moments when you're managing valves with one hand and a shovel with the other.
Lesson learned?
Always pack an extra pair of socks… and maybe a waterproof Gantt chart!
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
These events and our responses were always unpredicted and surprising and that is why they are in our memory after decades. They determine if you are seen as 'good' project manager: how you respond to crisis, if you stay ethical, decide quickly and communicate appropriatly (I loved Scully's concise communication to passengers: Brace for Impact) and still continue to 'make it happen'.
As an example from my career, I dealt with a fixed price contract with eleven pages of requirements, which expanded into a 600 pages requirements document. No changes identified, just detailing contract provisions. The estimates went to the garbage bin, as did the fixed price. The project ended successful, the client tripled payments and the project duration extended from three to six years. Make it happen.
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1 reply by Kiron Bondale
Sep 05, 2025 2:08 PM
Kiron Bondale
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Thanks for sharing, Thomas. Did you have to write the significantly expanded requirements baseline yourself as my question related to something very much beyond the norm which a PM had to do themselves?
These events and our responses were always unpredicted and surprising and that is why they are in our memory after decades. They determine if you are seen as 'good' project manager: how you respond to crisis, if you stay ethical, decide quickly and communicate appropriatly (I loved Scully's concise communication to passengers: Brace for Impact) and still continue to 'make it happen'.
As an example from my career, I dealt with a fixed price contract with eleven pages of requirements, which expanded into a 600 pages requirements document. No changes identified, just detailing contract provisions. The estimates went to the garbage bin, as did the fixed price. The project ended successful, the client tripled payments and the project duration extended from three to six years. Make it happen.
Thanks for sharing, Thomas. Did you have to write the significantly expanded requirements baseline yourself as my question related to something very much beyond the norm which a PM had to do themselves?
Kiron
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1 reply by Thomas Walenta
Sep 05, 2025 9:48 PM
Thomas Walenta
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Yes.
it was an effort of the whole team for almost one year, and I owned the document. Others contributed according to their roles, like architect, technical expert or legal advisor.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sep 05, 2025 2:08 PM
Replying to Kiron Bondale
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Thanks for sharing, Thomas. Did you have to write the significantly expanded requirements baseline yourself as my question related to something very much beyond the norm which a PM had to do themselves?
Kiron
Yes.
it was an effort of the whole team for almost one year, and I owned the document. Others contributed according to their roles, like architect, technical expert or legal advisor.