Do you believe that Project Managers should be involved in Micro-Managing some aspects of a project ? Is yes, what specifically ?

Agreed, until what level we decide that activity or task a a micro-managed one? I feel that it depends on the role we play in the project, say for example a PM could as well play a PL activity in a small Project team. There might be a need of more than one dedicated project manager in a decent sized project. It depends on quantum of work involved and the roles pre-assigned.

That is not micro-managing, Paolo. Micro-management is when you tell people how they should execute their tasks.

What you are pointing out is the need to teach or coach someone in managing their workload. Either the PM or the person's functional manager can do that.

With all respect to everyone, a team that does not have the habit of planning its tasks is not an efficient and motivated team - I agree with Stephane, you should target Coaching and Training in this situation,

@Rami The point I'm trying to make here is the role he/she plays. In your case you might have deployed 4 PMs but still the roles are preassigned as PM. In a small project or a single PM manageable projects, he may as well do technical aspects of PL if that's additional role being defined for him. I strongly believe that being a PM even if a dedicated PM, he/she can go any depth to solve a problem and is our responsibility as well and that is when needed in any project. I myself when engaged as a PM don't want to see my project fail because it needs so called micro-management to recover to its controllable state. It depends on PM's expertise how he/she solves the problem, bring in a SME and incur cost to the project or if you have required knowledge solve it within the project. At a times, when there is a need we go into detail level at any level to understand and so there is no boundary or mechanism to clearly say it is micro-managed.

Hi Rami, you are right. But it is difficult when some people believe that plan before doing is a loss of time. In particular if these people have worked with this approach for many years. Do you have some ideas on how could I coaching and change this approach without impose it in order to avoid a rejection?

Different point of views and managing perspectives but I would like to comment on one thing: Solving Problems is not called Micro-Managing.

In my experience, Micro-Management comes only when you have no or less trust in your team / member. I can give following reason right now :

1. You are excellent when working individually : I have seen many who are superb individually but when the time comes to work with a team, they tend to micro-manage because they are not sure the team will deliver as expected.

2. EGO : Sometimes, It is sheer EGO thinking that they cannot work without your micro-management.

3. Your team / member are not trustworthy : Your team member are not working properly & you want to achieve the targets thus cover the traits of team by Micro-managing.

These are the few i recon.