Greetings. I've never posted here before, though I've been reading articles on here for a long time. I'm a Project Manager for a software development company, and am currently facing conflicts with another employee who has serious difficulty following procedures. Although he and I are both essentially on the same level, he is relatively new to the company (about 3 months), and has a lot of his own ideas about how procedures should be followed, carried over from his last job.
As this person is naturally argumentative, and extremely abrasive in his reaction to other people's ideas, it is very difficult to address the issue. Normally, it would be a simple, and clear cut response - these are the rules, follow them, or get out.
Many of our procedures are not the best, but they have suited us in the past, and we are usually open to change as needed. In the meantime however, while everyone else has no problem with this, he will simply argue and refuse to follow procedure. Specifically, these are our coding practices, and our development guidelines for testing and distribution. When I brought the issue up with my boss, he said "well, you'll just need to work that out with him" though I do not have the authority to reprimand or resolve. If he continues to refuse, the best I can do is continue to report it, but those reports are being ignored, mainly because as a small company, the owner sees it as just a personality conflict that will eventually resolve itself, and doesn't wish to deal with it professionally.
Should a project manager not have the authority to resolve an issue such as this, and have a person removed from a project if they refuse to follow the guidelines? How should this sort of issue be addressed? I feel as though I'm walking on glass whenever the issue is brought up. Saving Changes...
To me, it looks like you have been empowered to deal with your challenge by the coaching your manager provided "well, you'll just need to work that out with him".
I have found that relationships and individual personalities are always potential wildcards in a project, which typically are driven by unique motives/agendas, some good and just misunderstood while others just plain out of place. It is important to get this understood before actions can be developed to address the situation.
If you can, have this individual clearly explain his objectives and intent around not following pre-established processes and ensure you explain the value of reuse to quality. This may provide you an understanding of what is driving them. Technical resources on projects need to feel they are experts in their perspective fields. Sometime acknowledging the thought/idea as a positive idea that can be explored at project end will yield some conformance to existing processes. Keep in mind that when companies hire “experienced” employees they are looking beyond their immediate skill set on their résumé and want their thoughts ideas and experiences too.
If you really want to draw attention to this I suggest the following;
1. Remove emotion and focus on data, easier said than done but necessary. It is difficult to determine actions when there is too much emotion involved.
2. Tie the issues you are experiencing to quantifiable values in project terms.
3. Clearly call out the quantifiable impact to the project delivery by not using reuse and established policies/procedures… All the SW-CMM basics.
4. Explain to the individual that by not following established processes he/she has brought a new project risk to the table that will need to be addressed. The risk can be quality, budget, scope or the schedule. Example: Jim/Jill by not reusing our code practices we will need to redevelop our QA processes which will take 3 weeks. This will be a 3 week slip to the product release.
Data Drives Decisions
Jst my .02
-mark
Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Anonymous, Mr. Dominguez' advice is excellent and on the money. I would only offer to continue being the "quiet professional". Would it be possible to have a dinner one night, you buy, and really make an effort to first, establish a mutually beneficial relationship; second, develop an understanding of each other's experiences, strengths and weaknesses; and third, discuss candidly your issues and why you need him to follow procedures. I doubt you will get any "action" from your boss, but in small companies things have a way of just working out. Sometimes you catch more flies with honey, than with a fly swatter. But, don't throw away the fly swatter. Cheers. -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
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