Hello everyone! We are developing a system that will integrate all departments within the organization. One of the departments will be converted first, followed by the others. For this reason, the first department is under the assumption that we are building a system for THEM rather than for the entire organization. When we discuss things such as use cases, for example, the stakeholders within this department dismiss anything that doesn't pertain to them. To make matters worse, they demand that everything goes through them for approval. How do each of you deal with a situation such as this?
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Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Sounds like a management has not stated the objectives of the project correctly in a way that each department understands. Of course implementing silo by silo could also be hurting the effort. I suggest re-evaluating the rollout process to make it more cross-functional. Always have cross-functional work and planning sessions. Things like that. This way they are but one voice among many. Saving Changes...
George WhyteAirdrie, North Lanarkshire, United Kingdom
In times of conflict you should return to your project charter as laid out in agreement with the project sponsor. You should the be able to drill down into a deployment strategy in your project plan and also have clrealy defined roles and responsibilities for team members and stakeholders. This won't prevent conflict, but should enable effective resolution and minimise the level of grief you experience as the PM! Saving Changes...
I see where one young boy has just passed 500 hours sitting in a treetop. There is a good deal of discussion as to what to do with a civilization that produces prodigies like that. Wouldn't it be a good idea to take his ladder away from him and leave him up there?
