I have been hire by a major Telecom as a contract project manager. The project itself has a lot of visibility(all the way up to the CEO) and upside potential so it is actually a great opportunity. Problem is that I was not brought on during the project initiation process. All the deadlines are set and the work has already been laid out. Now I have to get my direction from the person who was previously spearheading the project. Now this person is very knowledgeable about the business but from what I can see is not good at getting things done. Thus is why I'm here. Now, I need this person to navigate along, due to the fact that she has been here for many years and has all the necessary contacts for the project. Ultimatly I believe she will hinder the project process because she is way too linient and disorganized. What I want to do is take the reigns from her completely but in a tacful manner. If anyone could advice me on how to handle this person I will certainly appreciate it... Saving Changes...
As project manager, provide clear, unequivocal, straightforward reports of status, risk, and issues, so that it is immediately clear to everyone, including your "lenient lead," what needs to be done, and the relative priorities if more than one thing is on that list.
Back it up with frequent and regular updates, so that action is clear and non-action is embarrassing.
First thing that you have to do is to verify if the deadlines are reasonable or feasible to be completed based on the given schedules. You may have to coordinate with the previous PM who handled the project initiation phase and to the team that are involved in the project. If you think deadlines are not reasonable, negotiate with to the management. Otherwise, you will putting yourself to trouble and your team as well.
Second, you have to establish a good communication channel to the person who previously took the project lead to help you on the business processes and other project related issues.
Lastly, in order to take the overall lead, you might want to establish a bonding with your team and other stakeholders so that the can get comfortable in working with you. Saving Changes...
Gordon MacMasterw3r Consulting/Day Is Done Inc.Grosse Pointe Woods, Mi, United States
I read over your situation and Steve and my gut feel was - RUN! You have been brought in to manage a project where:
1)You had no influence over the initiation phase. All deadlines and scope were set. 2)The person in charge of the initiation is an Expert. Therefore, there will be many assumptions made that will be completely lost on an outsider (you). 3)The project has high visibility.
However, the situation is not totally bleak. The first thing to think about is the difference between responsibility and authority. Ideally, a project manager has both. In your situation, you have the responsibility but the authority, or power, rests with the Expert. What you have correctly pointed out is that you want to take control of authority – a transfer of power.
First thing I’d suggest is to formalize the handover – actually produce a transition plan. List the basic functions of project management, and add a few lines on how the transition is going to be done. From PMBOK they are: Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Procurement Management
If, as you suggested, there are many project functions that have not been set-up yet, include them in the plan. Always state these areas were not established due to the fact the project was only in its initiation phase so not to publicly antagonize the Expert.
Second, it is important to play up the role of the Expert as the leading advisor for the project (which is true) so as to not step on egos. Describe that you are assuming the “boring” mantle of project management while the Expert keeps her hand in the “exciting” product development.
Third, in our business, communication is the key to power. Make sure you have anyone under you keeping you in the loop and not going to the Expert directly for decisions. At the very least, be notified when this occurs. What will be more difficult will be cutting off her access to people above you since you are a contractor and she is a long-term employee. This includes day-today- communications, status reports and meetings. Saving Changes...
Steve, I would agree with the sentiments displayed by the other respondents.
One thing to keep in mind, the Expert is the Project Manager and Sponsor and you (as a consultant) are the Project Controls. This is the avenue that we take and it works well. They stay in control while you are doing everything. You are there for your PM expertise not the expertise of the project itself. Being a consultant, you will never get total control nor would you want to. You are an outsider to the functional group, however you can be viewed as a part of the team. Keep in mind, your scenario is not new and is too often very political. I don’t do well in politics myself, however I have learned what battle to fight and which ones to just flow with.
Some basic communication paths are needed to make sure you have all the information you need to maintain project control, make sure the expert agrees with these paths and that it is in place only to make this project a success.
In addition I would make sure I had a manageable WBS and utilize the WBS for the reporting mechanisms. Develop earned value reports to at least the third level of this highly visible project. Make sure the reports have visibility.
I could go on and on, however I think you get the jest. You are a contractor, who signs your bill? That is the role of a contractor and a delicate one at times. Saving Changes...
Thank you for all of your responses. I certainly agree that communicating with all the stakeholder is the best possible way to assure that I have more control over the project. Obviously as the Project Manager if something goes wrong I will be used as the scapegoat. While, I don't anticipate that happening it is still a risk to consider. But hey, that is why I got in this line of work in the first place. I don't mind the pressure. I must say that all the project management techniques that I have suggested are being implemented, it just going to take sometime to get this department used to the PM method of getting things done... Saving Changes...
I would suggest that you set up a meeting in the presence of your manager and redefine and document your roles and committments in the project management plan.
Do formalize the takeover and have a checklist prepared where the WBS and the exact status on each of the activities and deliverables can be documented. You should also be able to tactically extract any verbal committments made (if any) while running through this checklist. Saving Changes...
