I am having conflict with a line manager controlling resources and making decisions outside the project team. What are the roles and responsibilities between a line manager and project manager?
I'm trying to gather data on the negative impacts the line manager is having on the deliverable dates and quality of the project. But while I'm doing this, I'm beginning to second guess myself on who has what responsibilities.
I would think not... classically in PM theory, if the PM doesn't have control of the resources then he/she can't estimate/warrant performance. But that's so pipe-dream as to be ridiculous. I work in an environment where I control none of the resources; we have internal and external stakeholders who hold that function. So one of my primary responsibilities as PM is to become a diligent risk manager and facilitator. Here, we stress communication to those stakeholders the risks and consequences of resource unavailability. Once they understand what the costs are, through EVA, Monte Carlo analysis (I just love that one!) etc.; then I have the back-up to go to my and/or their superiors and say, "Here's what's happening, and here's the cost." If you're not the controller of the reources, then show the controller of the controller of those resources what its costing the organization, in time, and ultimately money. Then let the head cheeze-whizzes in executive management earn their money and decide which way the wind blows. Perhaps the guy controlling the resources is actually doing so with the blessings of upper management, for work on something else. Bottom line to me as a PM is I don't care who controls what; as long as a)that person is identified and brought in as a stakeholder, b)lines of communication are kept open, and c)measurements can be taken and reported to show the real cost of delays in such a system. Saving Changes...
Brian -- Your response is refreshing. Too often I hear PMs whining about the lack of control over resources. Talk about ego-mania!!
Project and Resource managers need to play nice together, and understand their respective roles. As you suggest, supporting information and communication systems are the social/institutional lubricant that supports that goal. I might argue with the idea of complex approaches like EVA and Monte Carlo as effective means of accomplishing this, but if it works for you, good enough.
Saving Changes...
Russell GeakeProject Management Consultant| Deciduous Partners LtdLostwithiel, Cornwall, United Kingdom
Anonymous et al,
I had a similar situation last year, my boss handed the project to me(via e-mail, naturally) with a note saying "looks like another hospital pass, I have every confidence in you". This was the implementation of the company's flagship product.
My team was a virtual one of over 80 associates including third parties, implementing massive infrastructure changes across 33 locations throughout the UK. The project had not gone through correct validation processes, had been started and stopped several times and was notoriously in a complete state of disarray. Being only 24 at the time it seemed quite daunting, especially when one finds that the overall "Programme Manager" was someone with whom I had had "previous negative encounters" and there were a number of line managers who could be less than helpful at times.
During the 8 month lifespan of the project I learned the art of conflict resolution and ensuring good progress the hard way.
As Frank and Brian have said, the idea (which worked for me) is to grab the bull by the horns and psychologically "encourage" others to make a decision regards the prioritisation of resources.
Your initial query with regards the roles of the PM vs the Line Manager can be looked at as follows: 1) The PM is there to overcome all obstacles to achieve the desired project results within time and budgetary constraints. 2) The line manager is there to perform the basic administrative function of ensuring that their department staff are kept busy, profitable, and sometimes happy.
Not knowing your organisational structure, it is hard to be precise, but I found that in general, if you are in a multi-project environment and in need of a scarce shared resource (be it knowledge or whatever) the approach to take is to settle down with the line manager and try to understand where their issues lie with assisting your efforts and then look for ways around the issues - that's what PMs do.
If the LM is worried that you are taking too much of one particular resource's time, then see if they can provide someone else with appropriate knowledge/skillset to assist you and their colleague to acheive the results you desire - if the skill you need is unique to an individual, and that individual is needed on other projects, you have the perfect excuse to bring someone else in...the person holding the knowledge are themselves a single point of failure within the project and even the organisation as a whole, this must be corrected (as with any SPOF) and you can argue the need for additional staffing and use the training aspect as a bargaining chip.
It also sounds like you could do with talking to them about the change control procedure (presuming that there is one), it is not for the LM to decide when and how to change the resources, at least, not without the PMs and sponsors prior agreement. Similarly, the PM should not do this either.
If things still can't be sorted out, it is time to sit down with the rest of the senior project team members and re-define the roles and responsibilities of those concerned...don't go behind backs, it doesn't help in the long run.
Of course, another solution could be just to throw more cash at it, generally in the wrong direction - my former employer is now in severe financial difficulty (who isn't nowadays) and unfortunately I was made redundant (along with the rest of the best) just before 2002
