I work on the implementation side of commercial hardware/software system projects which typically have little or no development activity. One of my customers I have a strong relationship with is now requesting a decent sized custom software development project ($400K+) and my boss and others in the organization want me to lead it.
I would normally have no issue with this, however our development team is completely mismanaged, with an abysmal track record in cost, schedule, quality, and I am frequently treated as an outsider and left in the dark on any progress related to development of products that are a part of my projects.
My boss and I met with the head of engineering at the company and I stated my concerns, and that I would only take on the project if I would be allowed the autonomy to implement the processes I felt are necessary for the project to be successful (detailed scheduling/WBS generation, schedule reviews, issue/risk reviews, etc). He essentially refused to allow his team to operate under any new/different processes from their usual. I am certain this would lead to a trainwreck of a project of this customization/complexity.
-Do you all feel I am reasonable to refuse such an assignment given the situation? I do seem to recall PMI ethics state not having proper processes/work products is unethical (in this case, to both the customer and shareholders). -How would you explain this to leaders in your organization who are unfamiliar with best practice PM processes? -Would you worry about backlash for taking such a stance (such as if leadership insist I take the assignment)?
Thanks for your insight,
Anonymous in Orlando (Don't want to reveal company information publicly). Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
I agree with you that as part of the ethics and social responsibilities of the PM, you can say no when you are confident that you won't be able to deliver (Be honest) under certain circumstances.
As for explaining to the organization's leader, you can state the facts and clearly mention how the current system will impact the project and how your proposal would make it a success. That's the best you could do !
Hope this helps. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Why do you need a detailed schedule, a detailled WBS, etc? That is the key. You need to understand the whole project, you need to understand the process that your software team is using and after performing and impact analysis you have to state the risk the situation will have for your company (if any). With all of this in hand, if your top level management decide to continue I think you have to take the opportunity IF AND ONLY IF you see that the project can be accomplished taking into account the acceptable deviation because of risk and the information you have on hand. Remember: reality is a matter of perception. And perception is a subject matter that we need to make objective by creating our estimations. Your perception defines your reality that could not be the same than others.
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2 replies by Patrick Dicey and anonymous
Mar 14, 2016 2:33 PM
Patrick Dicey
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Mar 14, 2016 2:33 PM
anonymous
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Hello Sergio,
Thanks for the reply. I think to paraphrase your message; you are saying to make sure I'm not simply uncomfortable with processes which are different than I am used to (fear of change).
I would welcome some alternate processes if they were successful! However, like I said this team has a track record of poor cost, technical, and schedule performance. I would contend they don't operate under a different process but rather a lack of processes (of any best practices).
I'm trying to keep the issue brief, but they really don't let me become involved from a PM standpoint, only the customer face/fall guy and then manage things as they see fit behind closed doors and I'm stuck to deal with the results. I feel somebody else should be accountable to the customer and the organization if I am not given autonomy/authority over how to manage the project.
Thanks,
Anonymous in Orlando
Saving Changes...
Cathleen TracySupervisory IT Specialist| Department of Homeland Security Falls Church, Va, United States
From your summary, it sounds like you are concerned with project risk that you can't mitigate. That's how I would explain it to your senior leadership - -identify the risks you see on the project and how you would mitigate them. Discussing in terms of risk may make the discussion more neutral and less charged.
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1 reply by anonymous
Mar 14, 2016 2:34 PM
anonymous
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Thanks for the input Cathleen... I'll give that a shot. Unfortunately they don't practice risk management (one of my qualms) so not sure if that terminology will resonate or not :)
Saving Changes...
Patrick DiceyManager, Customer Project Management| CentralSquare TechnologiesOrlando, Fl, United States
Mar 12, 2016 7:55 AM
Replying to Sergio Luis Conte
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Why do you need a detailed schedule, a detailled WBS, etc? That is the key. You need to understand the whole project, you need to understand the process that your software team is using and after performing and impact analysis you have to state the risk the situation will have for your company (if any). With all of this in hand, if your top level management decide to continue I think you have to take the opportunity IF AND ONLY IF you see that the project can be accomplished taking into account the acceptable deviation because of risk and the information you have on hand. Remember: reality is a matter of perception. And perception is a subject matter that we need to make objective by creating our estimations. Your perception defines your reality that could not be the same than others.
Saving Changes...
Anonymous
Mar 12, 2016 7:55 AM
Replying to Sergio Luis Conte
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Why do you need a detailed schedule, a detailled WBS, etc? That is the key. You need to understand the whole project, you need to understand the process that your software team is using and after performing and impact analysis you have to state the risk the situation will have for your company (if any). With all of this in hand, if your top level management decide to continue I think you have to take the opportunity IF AND ONLY IF you see that the project can be accomplished taking into account the acceptable deviation because of risk and the information you have on hand. Remember: reality is a matter of perception. And perception is a subject matter that we need to make objective by creating our estimations. Your perception defines your reality that could not be the same than others.
Hello Sergio,
Thanks for the reply. I think to paraphrase your message; you are saying to make sure I'm not simply uncomfortable with processes which are different than I am used to (fear of change).
I would welcome some alternate processes if they were successful! However, like I said this team has a track record of poor cost, technical, and schedule performance. I would contend they don't operate under a different process but rather a lack of processes (of any best practices).
I'm trying to keep the issue brief, but they really don't let me become involved from a PM standpoint, only the customer face/fall guy and then manage things as they see fit behind closed doors and I'm stuck to deal with the results. I feel somebody else should be accountable to the customer and the organization if I am not given autonomy/authority over how to manage the project.
Thanks,
Anonymous in Orlando Saving Changes...
Anonymous
Mar 13, 2016 9:26 AM
Replying to Cathleen Tracy
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From your summary, it sounds like you are concerned with project risk that you can't mitigate. That's how I would explain it to your senior leadership - -identify the risks you see on the project and how you would mitigate them. Discussing in terms of risk may make the discussion more neutral and less charged.
Thanks for the input Cathleen... I'll give that a shot. Unfortunately they don't practice risk management (one of my qualms) so not sure if that terminology will resonate or not :) Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
What I tried to say is: you allways follow a process. The process could be formally or informally defined. And I am not saying that you are experience some kind of fear to change. But after your replay to me I am really confuse about your assigment. But ok, Good Luck. Saving Changes...
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