Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
You are running an upgrade project and there is a Support person who is the liaison between you and the business. You are trying your level best to keep them in the loop regarding solution related decisions and at the same time trying to interact with the vendor and the Business owner. Every time you ask a question of either the Business or the Vendor, this person tries to butt their head in between and answer on behalf of either the business or the vendor.
You have even acknowledged that this resource is a key to your project success and have expended all efforts to keep them engaged.
In spite of this, what do you think drives this person to continue to be difficult and are there any innovative ways to effectively manage relationship with this person and also guarantee the success of your project? Saving Changes...
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Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I could suggest a few reasons, but the only way to find out for sure is to talk to the person. Describe to the person what you're seeing, and as why they're doing these things. It's quite possible they have a good reason that's not readily apparent, or they believe they're being helpful by trying an answer on behalf of the vendor and business.
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1 reply by Edward Daniels
Mar 24, 2017 9:57 AM
Edward Daniels
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Hi Eric, I like the direct approach but i have seen a situation deteriorate so fast talking to the person that i would never make it my first or second choice. I would advocate approaching the business/vendor and engaging them on why they are not adhering to the established communication protocol.
Individuals can be unpredictable, and I will rather have the business/vendor mad at me before a helpful advocate who is my liason with them. I can easily explain my error to the business/vendor and ask for their forgiveness. A staunch advocate who feels personally criticized on a personal level is more detrimental to the success of any project than multiple stakeholders' collective anger.
Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Team Roles .... Constructive OR Destructive. In this case, the latter.
Edward DanielsProject Manager| IndependentGlen Burnie, Md, United States
The ever helpful resource we all want to shut down! INSECURITY is #1 on my list of motivators. It creates a lot of haranguing among teams and not something i will subject anyone to.
First business ethics dictate that if an email is not directly addressed to you, you don't need to take action. So I am guessing you are adding the support person on the INFO/CC line rather than the Action/TO line in your communication.
I will suggest you have a meeting with everyone and directly ask the vendor / business why they are not responding directly to your requests. Make it sound like they (vendor/business) are giving the support person extra work when he/she is already doing so much for the project. Don't ever make the mistake of ever accusing an integral part of your project of doing too much. Everyone would protest and you can reopen the roles matrix and communication plan (response times) to discuss what is required from everyone.
Try another indirect approach if the first one doesn't work, by thanking the support person for the update but ask the question again from the vendor/business if they have any additional input if they haven't responded.
If Joe/Jane doesn't get it, and the input isn't wrong, then chuck it up to things happen. A project is afterall, a temporary endeavor undertaken to create a unique product or service. I wouldn't advise you to get into butting heads with an ever helpful advocate!
Remember, a person's reaction to perceived criticism is unpredictable, and unless i have had a chance to know someone well, if their input isn't hurting the project per se, i may leave well alone. Flexibility is one of those things PMs have to learn, different folks, different strokes. Saving Changes...
Edward DanielsProject Manager| IndependentGlen Burnie, Md, United States
Mar 24, 2017 12:22 AM
Replying to Eric Simms
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I could suggest a few reasons, but the only way to find out for sure is to talk to the person. Describe to the person what you're seeing, and as why they're doing these things. It's quite possible they have a good reason that's not readily apparent, or they believe they're being helpful by trying an answer on behalf of the vendor and business.
Hi Eric, I like the direct approach but i have seen a situation deteriorate so fast talking to the person that i would never make it my first or second choice. I would advocate approaching the business/vendor and engaging them on why they are not adhering to the established communication protocol.
Individuals can be unpredictable, and I will rather have the business/vendor mad at me before a helpful advocate who is my liason with them. I can easily explain my error to the business/vendor and ask for their forgiveness. A staunch advocate who feels personally criticized on a personal level is more detrimental to the success of any project than multiple stakeholders' collective anger. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Life is simple. You have to understand two simple things; 1-Newton Laws of Universal Movements. I published an article for a PMI newletter but in spanish. This will help you to understand the dynamic of changes in the world. 2-Reality from the point of view of quatum mechanics. This will help you to understand what people behaives in a way. AND there is not dificcult people. That is your perception of reality. Saving Changes...
S RajasekarSenior Project Manager| AllscriptsBangalore, Karnataka, India
Insecurity might be the reason
He/she wants to be there everywhere and prove how knowledgeable..
He/she might express own views/answers if you need input from specific individual ask them again/directly
If it is annoying and become too much despite teaching , Warning should be made he/she needs to understands irrespective of how much valuable/knowledgeable you can be replaced Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Good suggestions everyone. The result was that I directly talked to the person and conveyed the importance of both of us working together for the customer. I also delineated my role and the fact that I wasn't trying to step on any one's toes and just trying to clarify scope so I can better prepare my schedule... Looks like that person now feels that we may be on the same page. I just have to assume that they are my customer unless there are decisions that the customer absolutely needs to make. Saving Changes...
Lisa KomidarService Delivery Manager - Sr. Engagement Manager| Optimum Healthcare ITKane, Pa, United States
I find one on one conversations should be the first line. After the in person (online or in an office) conversation, put it in writing via email. Summarize your conversation and have the other person respond in email by simply saying something like "Do you agree?" at the end. Or while you are in the meeting, fire up a tool such as google docs or box notes and take notes on the screen so the other person can see the note and have an opportunity to "correct" any piece of the conversation notes. You have to get their buy-in on any conversation. Find a solution that works and is agreed upon.
I have a difficult person. One thing I've realized is that I should limit my emails with this person. She tends to take anything and everything in the wrong tone. She reads into it way too far. So face-to-face or online chats via zoom, bluejeans or google hangouts if we can't do it in person. (Most of my work is remotely done.) We talk it out. It is more time consuming it seems at first. But when I spend way too much time with the back and forth emails trying to get her to see my points properly or to calm her down, it is worth just putting that time in up front. Saving Changes...
