Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
When the subject matter expert and the project manager disagree on the estimated effort required for an activity, what do you do to resolve that issue? Saving Changes...
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Jude XavierGlobal Solution Architect & Director - SAP| Cognizant Technology Solutions, Inc.Hyderabad, India
Both should be encouraged to explain their reasons for disagreement and should try to build on a common ground based on the project requirements. This way they will come to a consensus. Saving Changes...
arlene trimbleAssistant IT Director| Local GovernmentAlamo, Ca, United States
In every project, there has to be a working agreement and clear definition of roles and responsibilities.
Sometimes, there are conflicts of interests if the PM used to be a hands-on developer or tester or requirements analyst so estimation can be tricky because the PM may try to influence the project estimates if the core team members provide a different estimate. The PM role needs to be clear that the PM is a facilitator and is someone who removes the impediments not create the impediments. Perhaps implementing a paired system for programmers, or ba's or testers would resolve the estimate discrepancy as the PM would be getting the estimate from two persons via one person. Yes, there needs to be consensus and discussion before any final decision. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Well, the nice thing about projects is there is a clear hierarchy.
The PM is deciding what he puts into his plan as estimates. He should document that there is a deviation and the reason why he decides the way he does.
But he also has to take the SME into account, in several aspects:
1. he has to make sure, that the relationship with the SME is not damaged, he has respect the different view and explain why he decides otherwise
2. if there is time, he might try to get a 2nd opinion from another SME
3. he should document the deviation as a risk and followup by watching the real efforts tightly, maybe including a contingency
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Gabriel GarciaProduct Owner| LEGOPorto Alegre, Rs, Brazil
In case a consensus cannot be reached, I would try different approaches:
- Bring an additional expert to consult (who can work as a mediator)
- Try a new estimation technique (for i.e. pert /three points estimation), which would consider different estimations scenarios and may consider risks and fears from each part.
In my opinion, the ultimate owner of the schedule is the project manager, however, overrule a estimation from SME would mean take this risks to himself/herself (plus it may generate side effects, such as losing support of SME and team).
I would only do this in extreme cases and if I am comfortable and experienced within the project scenario.
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Rubaiyyaat AakbarHead of IT and Cybersecurity| DocDocSingapore, Singapore
PM should take the final call. But first s/he should should clearly understand the rationale behind SME (Subject Matter Expert)'s explanation and also clarify his own reasons. If still unresolved, PM may invite team members who will be working on this activities and then decide on the duration based on feedback from all. There is no democratic rule can be applied always and at the end of the day PM has to take decisive call with calculative risk Saving Changes...
Michael AdamsSolutions Architect| LANLLos Alamos, Nm, United States
Having been on both sides of the controversy, I can't side with the people who say the PM can override the SME's estimate.
I've worked construction and technology, and one thing I can say is that if a general contractor told their roofing contractor, "No your estimate is wrong." That will take xx number of hours, that GC is setting himself/herself up for failure.
I've seen it done, and usually with poor outcomes. If the PM can't reach agreement with the SME, they may try getting a new resource, or incensing the outcome, but overruling is a BAD idea.
Whether in tech or in construction, SME estimates should be taken seriously, and the PM should remember that they aren't the expert, which is why they are consulting with a subject matter expert. Saving Changes...
Joanna NewmanHead of Innovation and Transformation , Telecoms| VodafoneCholderton, United Kingdom
In these cases I find it helps to find the source of the misalignment.
Is it possible the PM is looking at when the activity has to complete and the SME is looking at the time to undertake the work?
Or the PM has no contingency and the SME has a lot?
Or (unfortunately, and the subject of my talk at Congress) - that the PM thinks this activity is first on the SME to do list and the SME disagrees?
Regardless of the source of the disconnect, the SME might have the power to make your workstream late. Try to understand if there is any background work you can arrange to help make the activity easier. If its a matter of priority (common, but people don't actually say so v often) then ask for a reprioritisation.
Agreeing on a reasonable, pragmatic timeline is best for both of you. I don't think it's good to leave a massive gap in expectation as it can damage the relationship when you work together again. Hope this helps! Saving Changes...
