#1: Obey and discipline
How to manage resources while they don't want to follow your order or direction and your boss or HR doesn't care about your report about them so they (your boss or HR) only want to know that you can manage them, that's it!
#2: Knowledge transfer
You join a new company as a PM/leader where unfortunately you don't know about this project (this kind of project is totally new for you). While you have to manage a project and resources you also required to learn and understand about this project including the issue and what is your suggested solution. You ask some persons in your team to explain to you but they explain only a little bit for some kind of reason but when your boss ask them directly whether they already explain to you completely or not then they answer is yes. How to make them explain to you completely without something hiding and they cannot lie to your boss?
#3: Limited resources
You are at the end of a deadline (eg: requirement, develop, test, etc) and suddenly some of your member is resign, and they are a key person in the project. You don't have much time to find the substitute and your company doesn't have a budget to pay additional resources. What will you tell to your client and of course to your company about this situation? Will you required a delay/additional time in your schedule? For a notice, they don't want to be paid higher than currently, they insist to ask a resignation.
#4: Resource influencer
You have a very good person in your team but he/she is so selfish. He/she only want to get what he/she want and he/she will do anything that can make her profile become very good in front of you/your boss. The problem is he/she always makes the other team member become fool by looking their fault and expose that to you/your boss. You are very depend to this person but you also realize that you also need the other team member as the project should be done by team. If there is an option whether to release or to treat him/her very well, which one will you choose? Is there another option? Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
If you did not have to deal with this type of situations then nobody will pay you or will hire you to lead a grupo no matter the job title. Lot of literature outside there that in my humble opion more of 80% are pure buzzwords. The world is simple to understand and because of that is complex to deal with. First, take a look to Isaac Newton´s Laws of Motion. They will explain any situation, mainly the third. Second, when you undertood the Newton´s Laws then take a look to sombody related to quantum physic mainly about what reality is. You will find that reality is a matter of perception and becasue of that is a subjective matter. Is the basic for Project Stakeholder management. The last thing, is to understand yourself as a component of the environment and the reality as part of a whole system. And then, making your strategy. To put your strategy in action you have to have the needed skills to do that, which is the hard part. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
There's an old line that says "Managing projects is easy. Managing people is difficult."
As for #1, most of us are in the same situation. Project managers rarely have direct authority over their project teams. You will have to find some other way to motivate them. This might include appealing to a higher authority such as the project sponsor, or convincing them that the project is something that they want to complete. There are a lot of motivational techniques, but none of them work on everyone, so you'll have to adapt to your team.
For what it's worth: even when I've had direct authority over my project team, I've still had to explain why they should care about the project. Saving Changes...
Stakeholders management, considered easy for students at PMBOOK level, difficult during our daily job.
All my answers are based in my own experience, and trying to help you, but we don't have a lot of information about the project size, industry and other topics that will help us to understand your concerns.
As for #1, most of the projects that I've managed are in a matrix organizations, then the authority that I had was near to zero. My personal recommendation is try to engage them, try to understand their needs, preoccupation, in order to attract them to your side.
Regarding #2, you are the new in the team, this kind of childhish behavior is difficult to manage, communication with your team and peers is fundamental in this case. Sometimes we are expecting that people teach us in this kind of knowledge transfer, but their schedule don't allow them to do it. Did you check you peer schedule? Did you try to send a formal meeting request?
Point #3, first of all, tell the true, if you don't have this resource, explain to your company and to the client. Do your best to get a resource that can do the same. Sometimes you will be surprise how in your team you have more experts that you expect.
Point #4. Did you think about a team building session?
#1 :
-Have a one-to-one discussion with each of them and try to understand the issue
-Convey to them that you care for them, but at the same time project deliverables cannot be impacted
-Try to take the team out for dinner/lunch
-Also the team should be informed of the consequences of not completing the work (like impact on their performance etc)
-Talk to your bosses manager(since ur boss is not listening) and convey your concerns and the support required
#2 :
-Here the expectation should be set to the team that you are the BOSS for them
-You are going to support them in project execution and their career growth.
-During KT ensure to take notes and do the reverse KT to identify any gaps
#3:
-Ensure to utilise the notice period of the employee effectively
-Highlight the risk to your senior management and get the support
-If you think, it is going impact delivery, inform the customer in advance
-Start hunting for resources
#4:
-Have a discussion with the resource and appreciate the good work he is doing. -At the same time, inform him that he has to improve on his communication methods of exposing others fault. Instead of blaming the other guy, he can say 'i would suggest to do this way ....'
-Also ask the other team members to improve their technical skills through cross sessions,mentoring,quiz etc
-In couple of months you should have other guys in par with your strong guy
-Then you can take a decision of whether to keep him or can live without him
I am not sure what is the situation in your company but in the organizations on which I have worked the PM was expected to be able to influence people with little or no formal authority. In a project there is usually no one having formal authority over all the stakeholders so the PM has to facilitate the communication and act as a mediator to get everybody to be on the same page.
By what you said at #1 it appears that you want to be regarded as a boss that is feared by the project team members. Be careful it is not a good idea to behave as a boss when you are not one as you will irritate both the team members as well as their line managers.
Unless you are also the best technical expert on the project team you should not give direction to the team as your "orders" may end up being just foolish. You should engage the team members or their technical leads/managers to take the best decisions in order to complete the work successfully. Saving Changes...
