While trying to defend the reasons for delay in a project completion (all risks were highlighted on a daily basis leading into the issue) and miserably failing in doing so, my boss asked me "If I had to get into all the details, what are you here for?". I'm dumbstuck and at the same time amused at the personal attack. I would like to listen to all the experienced people in this community, as how to cope with situations such as this. I wanted to quit immediately but didn't due to inevitable reasons. Saving Changes...
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Michael ZiyadehContracts Negotiator Sr. | Sikorsky, a Lockheed Martin CompanyBranford, Ct, United States
Rajan, is there a project stakeholder that appreciates the risk identification and status? i.e. customer or sponsor? Can you use communications (email) to these stakeholders as a means of bringing your supervisor into the discussion? You may be able to leverage communication with a stakeholder who is interested in risk management in order to get your boss' buy-in. What do you think? Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
This is common. Many people outside of project management are unsure what project managers do. I get this question a lot, although usually more from curiosity. It's unfortunate that you have to defend yourself to your own boss, but that is something we must all remain prepared to do. What value do we bring to our organizations?
Without knowing your situation or your relationship with your boss, I can't give you an easy answer. Perhaps you could perform your own analysis and defend your position to your boss (who, in turn, can defend your position to her boss). How would your project have performed without your involvement? What can be done differently to make the next project better? Saving Changes...
There are a few things that need to be addressed - 1) how you got into this situation, 2) how to get out of it, and 3) how to avoid it in the future.
For the first topic, my initial question is, "what were you communicating on a daily basis?" If you were providing a highly detailed report on a daily basis, it probably wasn't getting read. If you were providing simple status, they might have read it but not understood the significance of what you were reporting. Take a look at what you were providing and consider how it might have been received.
To get out of this situation, you may need to talk to your boss. Before you talk to your boss, figure out what went wrong and come up with options for how to avoid this situation in the future. Then you can discuss what happened and how to improve. Your boss won't appreciate it if all you do is ask what went wrong and expect him to tell you how to fix it.
One option to avoid this in the future is to send less detail in the daily status report, highlighting those areas that need immediate attention, and setting appointments to discuss areas of concern. Saving Changes...
First of all, as Anupam pointed, never take it as personal. On the other hand, I agree with Wade and Rami, if you can provide a little more information, will be helpful to give you more accurate advise. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
My 2 cents to add to all previous messages: try to use an easy and approachable language to the boss. It sometimes happens that the schedule variation is due to a very technical reason - it is crucial to explain this to the "boss" in simple terms to ensure that the important key message is not lost in translation. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Let me say: your boss is right. Perhaps is not the way to communicate it, but she/he is right in escence. Now, the context where I am say that. The first thing to do when you communicate something is to put on the shoes of your receiver. I mean, you have to understand and to know what your stakeholders need to hear and listen. Why, between others, people hire a project manager? Because they need sombody that demostrate them she/he is in control. And before we face this type of situations our perception about to demostrate that we are in control is to publish all the details into each communication. Then, we are lost. Know your stakeholders, know how much information they are waiting for, know the type of information they are waiting for and you will avoid this type of situations. Take this as a learning step. Do not take this as personal. Saving Changes...
"Life is but a walking shadow,
a poor player that struts and
frets his hour upon the stage
and then is heard of no more.
It is a tale told by an idiot,
full of sound and fury,
signifying nothing."
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