Alejandro Guerra NochezPMO Project Manager| Corporación Multi InversionesGuatemala, Guatemala
your company's PMO manages different kind projects: mainly ERP implementation, M&As, HR Projects, logistics optimization. One of the organization's manufacturing plants is running below standard and the C-suite has nominated a 20 year plant manager as PM. they told him "fix it. the PMO will help you with PM methodology"
Should this SME be brought in to help write the business case and then let the Pros manage de project? or do you help him every step of the way as an "accidental PM"?
thanks for sharing your opinions. Saving Changes...
I would recommend leaning on the plant manager as the SME/Project Owner and the PMO managing the structure of the execution with PM best practices. Complement the org structure for this project so that the strengths of each of these 2 parties are maximized to get the organization's plant problem fixed Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
This type of things are very common mainly in some ERP implementations. I have helped fix it in multiple different ways: from training that person in project management to put a person that will assist to him in all related to project management. Between both alternatives I can write about a lot others. While I do not have all the information to write about a decision usually put a person with project management expertisse that will help him works. In this case the plant manager will perform as SME. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Given that your CxOs selected and gave that person authority over the "fix", I would not try to usurp it.
I would help the person use the most effective assets to help him achieve his goal. Fixing a problem does not necessarily require a full blown project. Be judicious in your help - you want to support the manager, not hinder and slow him down. In fact, play it more like a mentoring role, rather than coaching.
In other words, help him frame the problem and solution. Don't try to force your ideas, help him find his own. Saving Changes...
Like Samuel and Sergio put it, the plant manager IS THE SME. And YES, he may be brought in to write the business case. He might or might not have sense of financial management and project management and it is where project managers may take over or support him.
Personally, I am not in favour of "accidental PM" and supporting him in every step.
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1 reply by Stéphane Parent
May 25, 2016 8:40 AM
Stéphane Parent
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How would you justify your position to the CEO, Khawaja? Remember: CxOs don't care about accidental vs certified. They just want to see the problem fixed.
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
May 25, 2016 7:45 AM
Replying to Khawaja Saif ur Rehman
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Like Samuel and Sergio put it, the plant manager IS THE SME. And YES, he may be brought in to write the business case. He might or might not have sense of financial management and project management and it is where project managers may take over or support him.
Personally, I am not in favour of "accidental PM" and supporting him in every step.
How would you justify your position to the CEO, Khawaja? Remember: CxOs don't care about accidental vs certified. They just want to see the problem fixed.
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1 reply by Alejandro Guerra Nochez
May 25, 2016 8:33 PM
Alejandro Guerra Nochez
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To be clear, the Project has not been chartered yet and We (the PMO) are still in a position to make a recomendation to senior executives who:
a) have not put a lot of thought into their nomination. (Just that a veteran plant manager is more technically knowledgeable and thus likely to identify inefficiencies faster).
b) don't have a very profound understanding of how projects are managed.
If there is still room for advice to the CxOs, does your answer change?
O, I missed that. My bad. The C-suite nominated him.
Alejandaro, accidental or not, he is your PM. You have to support him. After all, its in the best interest of the company (and yourself). Saving Changes...
Harpreet SethiProgram Manager| Sapient CorpHouston, Tx, United States
This a very common scenario where senior management asks people to play hybrid roles. I totally agree with Stephane that if senior management has decided to take this step then there is definitely some thought process went into it. the problem that an organization is facing which has brought "C" leadership attention is in itself a big problem and any decision went into it should be honored. However I feel that the person asked to take up that role should also be comfortable doing it. It should not be an imposed responsibility. It will be more disastrous if its imposed. A lot of organizations these days try to cultivate this approach by stepping people up to play multiple roles. In fact I have observed that there are titles like technical program manager becoming quite common these days. There is no harm in doing that. In fact it helps in making a strong set of professionals who can play multiple roles in different situations. it is beneficial in various ways - cost saving, job security, motivated employees, quicker turn around to resolve problems to name a few Saving Changes...
Alejandro Guerra NochezPMO Project Manager| Corporación Multi InversionesGuatemala, Guatemala
May 25, 2016 8:40 AM
Replying to Stéphane Parent
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How would you justify your position to the CEO, Khawaja? Remember: CxOs don't care about accidental vs certified. They just want to see the problem fixed.
To be clear, the Project has not been chartered yet and We (the PMO) are still in a position to make a recomendation to senior executives who:
a) have not put a lot of thought into their nomination. (Just that a veteran plant manager is more technically knowledgeable and thus likely to identify inefficiencies faster).
b) don't have a very profound understanding of how projects are managed.
If there is still room for advice to the CxOs, does your answer change?
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1 reply by Stéphane Parent
May 25, 2016 9:19 PM
Stéphane Parent
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Alejandro, are you stating facts or assumptions about your senior management? I hope for your organization's sake it is the latter.
My experience is that once senior managers have made a decision, it is very difficult to change it. Your opportunity, as a PMO, is to influence the decision before it is made.
Good luck with telling your senior managers they have not put a lot of thought in their decision and don't understand project management.
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
May 25, 2016 8:33 PM
Replying to Alejandro Guerra Nochez
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To be clear, the Project has not been chartered yet and We (the PMO) are still in a position to make a recomendation to senior executives who:
a) have not put a lot of thought into their nomination. (Just that a veteran plant manager is more technically knowledgeable and thus likely to identify inefficiencies faster).
b) don't have a very profound understanding of how projects are managed.
If there is still room for advice to the CxOs, does your answer change?
Alejandro, are you stating facts or assumptions about your senior management? I hope for your organization's sake it is the latter.
My experience is that once senior managers have made a decision, it is very difficult to change it. Your opportunity, as a PMO, is to influence the decision before it is made.
Good luck with telling your senior managers they have not put a lot of thought in their decision and don't understand project management. Saving Changes...
Alejandro, since you have yet to make your recommendations, yes there is room for SUGGESTION.
I'd say that in making your suggestion (not advice - we do not advise our seniors) make sure you respect, acknowledge and endorse the value their recommended person will bring to the project even though he hasn't got experience of running projects.
Are you ABSOLUTELY SURE that the recommended person hasn't got "profound understanding" of managing projects? I'm sure you do realize that you will look really really bad if you register your concerns and reservations and still he is appointed as PM and goes on to run the project better than expected.
I haven't experienced it but has relentlessly appeared in all the articles and case studies I have read about PMO that in it's creation and processing a PMO faces resistance. Resistance to change is a natural phenomenon (literally). Here we have a PMO who is resisting the decision/change being imposed on it. I'd say the PMO here needs to be a little more open.
There are quotations and saying at the bottom of pages here on projectmanagement.com. Just yesterday I read this:
"The degree of one's emotion varies inversely with one's knowledge of the facts--the less you know, the hotter you get."
