I can't add anything after Sergio and Vicent comments.
Sometimes we need to look inside us and our management or lead strategy before to point our team members. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
To follow on Craig's comment, project managers have to develop leadership skills and qualities in every team members, not just themselves. Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
I have been once in a situation where a resource was imposed to me by the Director of a large world-wide program. Her role was to coordinate the communication between my project and the Program Directorship team !!!!! Of course I escalated this abnormal case but I was told her role was to consolidate and to format different project information to help the program Communication Manager to create an regular communication to different audiences. This was typically a "no added value job" for my project (I suspected she was only a kind of spy!) so I did not allocate one cent to her for her participation and after a clear clarification and discussion about what she can and cannot do, I invite her only to some specific events so that both me and the Program Directorship could be satisfied.
Later during the project post-mortem I raised the point the program money could have been used more effectively.
...
1 reply by Mayte Mata Sivera
Jan 09, 2017 2:54 PM
Mayte Mata Sivera
...
Hi Philippe,
I've checked your bio, and I've realized that you've worked in big organizations.
Based on my own experience (I've also worked in HP), sometimes we had the impression that the resources are "imposed", but when we worked with PEOPLE, I prefer to use the word "team member" and "assignation".
On the other hand, I worked with the role of Communication & Change Manager in some big projects, my first thought was..."really, why I need a C&C Manager?", but after I've realized that a new team member always is amazing and an opportunity to learn other things. My experience was amazing, and help me a lot to get a great project success.
Maybe your situation was completely different, and with your small explanation, I can't understand why you don't invite her to the meetings. Sincerely your bio is impressive, and you'll have much more experience than me, but...did you think that maybe you'll have a misunderstanding between both and the roles or task that she should do? How is possible that having a +1 team member was impossible to get more value to all team?
I have been once in a situation where a resource was imposed to me by the Director of a large world-wide program. Her role was to coordinate the communication between my project and the Program Directorship team !!!!! Of course I escalated this abnormal case but I was told her role was to consolidate and to format different project information to help the program Communication Manager to create an regular communication to different audiences. This was typically a "no added value job" for my project (I suspected she was only a kind of spy!) so I did not allocate one cent to her for her participation and after a clear clarification and discussion about what she can and cannot do, I invite her only to some specific events so that both me and the Program Directorship could be satisfied.
Later during the project post-mortem I raised the point the program money could have been used more effectively.
Hi Philippe,
I've checked your bio, and I've realized that you've worked in big organizations.
Based on my own experience (I've also worked in HP), sometimes we had the impression that the resources are "imposed", but when we worked with PEOPLE, I prefer to use the word "team member" and "assignation".
On the other hand, I worked with the role of Communication & Change Manager in some big projects, my first thought was..."really, why I need a C&C Manager?", but after I've realized that a new team member always is amazing and an opportunity to learn other things. My experience was amazing, and help me a lot to get a great project success.
Maybe your situation was completely different, and with your small explanation, I can't understand why you don't invite her to the meetings. Sincerely your bio is impressive, and you'll have much more experience than me, but...did you think that maybe you'll have a misunderstanding between both and the roles or task that she should do? How is possible that having a +1 team member was impossible to get more value to all team?
...
1 reply by Philippe Schuler
Jan 11, 2017 6:09 AM
Philippe Schuler
...
Hi Maria, Just a little bit more of context. In HP we must have a formal and approved governance or communication plan in place for each large and complex programs. This was the case with well defined roles and responsbilities. Never such a "satellite" resource was mentionned. But just after the Program Kick-off, this person was introduced without any formal role description. She was just presented as Communication Coordinator (not a defined role)!!! She attended different events taking notes without presenting something. Also she did the same during some business travels. So what? I had many discussions with her but I could not get any other explanations than: "I attend all events where Program Communication is important". Her manager told me she COULD be very useful if any disagreements occur about communication within or outside the program. At the end noone from my team perceived any added value for our work and despite she was very open and friendly, she disappeared from our radar after the program completion.
So if you know HP you can understand I could not accept this situation as responsible for a large worldwide project.
I wish you a very Happy New Year.
Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Jan 09, 2017 2:54 PM
Replying to Mayte Mata Sivera
...
Hi Philippe,
I've checked your bio, and I've realized that you've worked in big organizations.
Based on my own experience (I've also worked in HP), sometimes we had the impression that the resources are "imposed", but when we worked with PEOPLE, I prefer to use the word "team member" and "assignation".
On the other hand, I worked with the role of Communication & Change Manager in some big projects, my first thought was..."really, why I need a C&C Manager?", but after I've realized that a new team member always is amazing and an opportunity to learn other things. My experience was amazing, and help me a lot to get a great project success.
Maybe your situation was completely different, and with your small explanation, I can't understand why you don't invite her to the meetings. Sincerely your bio is impressive, and you'll have much more experience than me, but...did you think that maybe you'll have a misunderstanding between both and the roles or task that she should do? How is possible that having a +1 team member was impossible to get more value to all team?
Hi Maria, Just a little bit more of context. In HP we must have a formal and approved governance or communication plan in place for each large and complex programs. This was the case with well defined roles and responsbilities. Never such a "satellite" resource was mentionned. But just after the Program Kick-off, this person was introduced without any formal role description. She was just presented as Communication Coordinator (not a defined role)!!! She attended different events taking notes without presenting something. Also she did the same during some business travels. So what? I had many discussions with her but I could not get any other explanations than: "I attend all events where Program Communication is important". Her manager told me she COULD be very useful if any disagreements occur about communication within or outside the program. At the end noone from my team perceived any added value for our work and despite she was very open and friendly, she disappeared from our radar after the program completion.
So if you know HP you can understand I could not accept this situation as responsible for a large worldwide project.
I wish you a very Happy New Year. Saving Changes...
1. Coach, guide and provide trainings if needed
2. If still not improved, provide verbal warning
3. If still not improved, provide written warning.. Saving Changes...
