George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
How do you select your project SME's?
Are we careless? Do we take what we get or do we revise if SME's are fit for our project, fit for our timeline, fit for our team building.
Difficult right? sometimes we just take what we get because there is no other option available. These are signs of initial risks.
In an ideal world, we should be able to have draft and should be able to select from a pool and should be able to look at other projects and exchange SME's according to expertise, timeline, location and other STRONG reasoning. Saving Changes...
Johan HattinghProject Manager| My HomeBenoni, Gauteng, South Africa
Hi, depending on the Project requirements. Experience & knowledge of the SME in the specific areas are very important. Expert judgement & historical information and lessons learned in similar Projects will also contribute to the selection of your team.
Regards, Johan Saving Changes...
Anne PijankaProject Manager - nRAH| HoneywellHappy Valley, South Australia, Australia
We would be living in Utopia if we could have what we believe we wanted in a SME. Never been in the position to pick and choose my SME's, they have just been allocated, by the business. The real challenge is to get the most out of what you have got, to get their buy in, to get them to understand what is that you require and what they can provide to the project. So I have spent a lot of time with SME's and by in large we have achieved what was needed. Admittedly always ensuring scope creep does not enter into our world, the nice to have against the needs of the scope. I have witnessed a project picking SME's and seeing that they did not really research the skill sets required, did not engage the SME's well and the project failed to be delivered and caused major angst within the business. Saving Changes...
Jose E MatteiFuntional Test Equipment Engineer| Boeing CoMukilteo, Wa, United States
Depending on what is the Task the SME should be picked with 5 to 10 yrs experience and demonstration of abilities on area. SME are another set of Leaders (leads) on their own area. Knowing or reading about your area is not enough to be a lead. The SME should have experience and practice this situations. If the experience is hard to get, then the situation should be created (physical training or OTJ) with other SME or companies ($$) in order to acquire it. (If you want this SME). Saving Changes...
I agree with Anne that free choice is a luxury rarely seen. You as a project manager have to enable your people to shine and get the most out of the cards you've been dealt. Team dynamic and eagerness will be bigger factors for success rather than a bunch of ego's that clash. Saving Changes...
William SchmidtTechnical Integration Program Manager| PMTelco/Robbins-GioiaBellevue, Ne, United States
In most instances, the SME is assigned to the team. I have an introductory meeting with him/her to discuss backgrounds and expectations. If they do not have the precise background needed I coordinate with them and their leadership to get additional training (formal or informal) to give them more understanding of the tasks ahead. After all, they are "experts", and I have found that those with the lack of specific knowledge are more than willing to go the extra mile to learn more and apply that knowledge. That is the win-win scenario. Saving Changes...
Greg GithensAuthor, "How to Think Strategically." Executive & Leadership Coach| Catalyst & Cadre LLCLakewood Ranch, Fl, United States
Sep 05, 2016 6:11 PM
Replying to George Lewis
...
Greg - Can you expand a bit more?
1) Research contrasting novices and experts show that experts spend more time understanding the context and novices spend more time looking for the best way to do something. My own experience is that we are way too generous calling people experts. Most so-called experts tend to default to conventional problem-solving styles and are unable to recognize unconventional problem situations.
2) In design thinking and strategic thinking, your "fluid intelligence" (how you approach a problem) is more significant than you "crystallized intelligence" (the stuff that is in your memory).
3) Some so-called experts are only interested in avoiding risks and errors. I want people who can develop insights that can help us innovate. Insights come from identifying outliers, anomalies, and exceptions.
4) Many project managers treat experts as interchangeable commodities - warm bodies - and don't do enough to pull out the unique talents and contributions of others. Saving Changes...
Nelson LouroPM Specialist| IBMLisboa, Odivelas, Portugal
Great post William, As a plus, the initiation off the project is very demanding, we need to create a team, and i use this to assess each team soft and hard skill's .... if needed, lets apply for additional training (formal or informal). Saving Changes...
Taylor KearneyProject Manager| Honor Credit UnionBerrien Springs, Mi, United States
I think I would really have to do a lot of ground work. At my work, the team is decided for me. (based on whoever has the least amount of work going on at the moment) To know and understand who is a SME I think it will take a lot of time and different projects to understand team members strengths and weaknesses. I will need to document a profile for each team member and track each person's expertise. So on each new project I have a track record and can profile the team members I need to negotiate for.
So ultimately. Lay the ground work and keep track of each team members expertise and then negotiate my superiors for specific roles for projects after determining the needs for said expertise. Saving Changes...
Bipul KumarProject Manager| Aurigo Software Technologies Inc.Austin, Tx, United States
I totally agree with Anne and William. The real scenario is what Anne described and as a PM we have to live with that. But am impressed with how William addressed this issue by being pro-active and willing to help the SME in need depending on project's requirements.
My understanding is together as a team we can achieve success and mitigate any risks. As a PM, we have a daunting task of people management and it's not only about managing their tasks but also about managing their expectations and aspirations. People are the biggest asset of any organization and the most critical/deciding factor for any project or organization's success. Saving Changes...
I think each context make it different. In some case we have a pool of SME available, then we can choose with the project time table, and required expertise. On other case there is only one that can fit and you need to adjust the time table.
I some case you may need/want more than one SME on a subject and that open the door to having a coaching of a more junior SME, expending the pool for future project. That is often not consider. Saving Changes...
