Start with understanding why the project is being slowed down. Is it office politics, or is it strategic? What does the strategic leader see coming that you don't? If there aren't any penalties for slowing down there could be a valid reason. Having a conversation with the leader, or someone who reports to the leader if it's difficult to get time on their calendar, would be worthwhile. Saving Changes...
Senior IS Project Manager| Baycare Health SystemsClearwater, Fl, United States
If there was a strategic leader that wants to slow down my project, I would try to have a meeting with them to determine the reason for these 'delay tactics'. In some cases there are good reasons to delay a project, for example you do not want to create a project before the proper operational support is in place. Another reason might be to coordinate your project's release with a specific marketing campaign so that you will get the maximum benefit. Saving Changes...
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
I agree with both points. The first step is understanding the intent behind the slowdown. I’ve seen cases where it looked like resistance, but it was actually about timing, dependencies, or risks that weren’t fully visible to the team. Having that conversation early usually changes the dynamic and helps you adjust instead of pushing against it. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
No strategic leader is above what has been likely approved at steering committee (or similar) level. As a PM, you have the mandate to safeguard what was approved and is your obligation to understand his motivations to slow down the project, and eventually escalate the issue at the appropriate forum. Saving Changes...
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