Brian NaylorProject Manager| Visier SolutionsVancouver, British Columbia, Canada
Hi All, I was wondering if anyone has had experience working with an organization where managing the project management tools (tracking software, etc.) get more attention and priority than the actual work. Particularly when you are not the lead and this behaviour is coming from the lead. Saving Changes...
Yes, some organizations prioritize the correct tracking than the work. Saving Changes...
Dominic LawProduct Manager| PCCW GlobalHappy Valley, Hong Kong
I see the problem is how the Project Management Office or Senior Management track the project progress and performance. Those tools are simple means, although I strongly agree the tools can never give the full picture. So a good PMO or Senior Management would encourage other means of communications and reporting. Perhaps the Project Manager should also initiate better methods of communicating and reporting to the Management and major stakeholders. Saving Changes...
Sadly, this wrong-headed emphasis is more common than not, especially in large organizations. Saving Changes...
Tom BjörkholmConsultant| Knowit ConnectivityLinköping, Sweden
Unfortunately I have no really good advice.
I have seen this happen in several larger companies. As others have already pointed out this is rather common.
What I have tried (with mixed success) is to raise the question "What are the customers paying for? Will customers queue up to buy our product, or do they queue up to buy our performance reports?"
With some leads that questions like that have a positive effect, with other leads there is sadly no effect. Saving Changes...
Simon LangeProgram Manager| NSW HealthNorth Strathfield, Nsw, Australia
Hi Brian,
Sounds like a tricky project situation to work within. I have heard that construction projects in NSW are adversarial, and if this is the case, its not a nice way to work.
Not knowing the situation specifically, and assuming that you do not agree with the current approach to projects, my advice would be to meet with the lead and try to understand the reason for the focus. Its really important to establish common ground, rather that set up a conflict, and I would suspect that the lead, like Tom suggests, is trying to deliver some value to a customer. Perhaps the customer is internal (upper management) or perhaps it is driven by a bonus structure. Whatever the case, you should build a relationship with the lead and find out the driver behind the "focus on tools" strategy .
Next step, once you understand the reasons, is to offer support to your lead without undermining your own values. Perhaps providing some support will develop an alliance, and make your working environment more rewarding. And maybe you will find that the project lead is keen to try a new approach but is overwhelmed and protecting professional reputation in a complex situation. Good luck!
I would try several alternatives depending on what the motivation for such focus is:
- Better tools, more automation. There are issue tracking, activity management tools providing more accurate real time data and out of the box downloadable reports (also, they allow team members to update the information by themselves) than the traditional asking the team what they completed then updating the project plan then reporting based on the project plan. This is if these metrics/reports are used to invoice customers, for financial controlling... They can also help to identify issues and risks earlier
- More proactive, transparent , open and frequent communication. This is if the concern is really with the project performance (e.g. identifying risk and issues timely)
- Better more realist project KPI definition together with better processes (e.g. for risk management). Again if the concern is really with project performance
Good luck,
Marisa Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Is not a matter of priority. Most of the times is a matter of governance. I hate very much this type of situations but I have been involved in this type of situations for years. One of my duties is to work at organizational level avoiding this type of statements like yours Brian. But is hard to do. I understand you (I guess, with the information I got from reading all the comments). Saving Changes...
