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How would you handle a SME who was the acting PM on your project?

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Anonymous
How would you handle a SME who was the acting PM on your project? And the Sponsor insists that she has a leadership role? I was brought in on an implementation project after it was unsuccessful under the SME/acting PM and external consultants. The SME insisted there was no documentation and/or artifacts from her tenure as the acting PM. She created barriers and obstacles on every aspect of the project and then insisted that she is not the project manager so it isn't up to her. She participated in team meetings and then went behind my back and assigned tasks to team members. Team members feared her and would relent to her instructions. The sponsor needed her expertise and relented to her every demand as well.
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Eric Simms Senior Program Manager Baltimore, Maryland, United States
I've worked on projects where weak Sponsors allowed SMEs to run rampant, and it's a no-win situation for the Project Manager. You should meet with the Sponsor and lay down the law concerning how the project needs to be run - under your control. Be frank; remind the Sponsor that the SME had a chance to run the project and failed miserably (and expensively, from the sound of things). If the Sponsor is too weak to support you (which I'm guessing will be the case) then you should take steps to leave this position ASAP, for the SME is going to undermine your efforts, and you'll likely be blamed for the failure she causes.
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1 reply by anonymous
Aug 07, 2017 12:37 PM
anonymous
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Were you there? You called it exactly! I did have the conversation with the Sponsor and while he agreed during our conversation, nothing changed. I was wondering if there was anything else that I could have done. Thank you for your response! (P.S. I did leave the position.)
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Anonymous
Aug 07, 2017 7:05 AM
Replying to Eric Simms
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I've worked on projects where weak Sponsors allowed SMEs to run rampant, and it's a no-win situation for the Project Manager. You should meet with the Sponsor and lay down the law concerning how the project needs to be run - under your control. Be frank; remind the Sponsor that the SME had a chance to run the project and failed miserably (and expensively, from the sound of things). If the Sponsor is too weak to support you (which I'm guessing will be the case) then you should take steps to leave this position ASAP, for the SME is going to undermine your efforts, and you'll likely be blamed for the failure she causes.
Were you there? You called it exactly! I did have the conversation with the Sponsor and while he agreed during our conversation, nothing changed. I was wondering if there was anything else that I could have done. Thank you for your response! (P.S. I did leave the position.)
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Mohamed Abo-Hussein Applications and Database Manager| The Egyptian Credit Bureau I-Score Cairo, Egypt
Hmmm! I have been there in this awkward situation. The best way is to take it into two levels: First: Speak one-on-one, be aggressive and decisive about her role in the project.
Second: If she does not obey, practice your leadership in project group meetings. Show your views and insist on listening to hers; if they are useful, praise her in public and win her on your side; if they are opposing your own views prove her wrong in public and enforce your vision. You have to be aggressive.
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1 reply by anonymous
Sep 11, 2017 12:03 PM
anonymous
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Thank you for your response. The problem I had with the SME was that I did address the situation with her and how it would benefit both of us if she focused on her role so I could focus on my role and the team. She was all onboard -- for about an hour!
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Stéphane Parent Self Employed / Semi-retired| Leader Maker Prince Edward Island, Canada
You have good advice here from Eric and Mohamed. The other thing I would add is get team members to own tasks (maybe ask them which one they want to do?), negotiate a target date and hold the people to those dates.

Check on them regularly to ensure they will focus on those tasks. If you can keep them sufficiently busy, they won't have time for interjections.
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1 reply by anonymous
Sep 11, 2017 12:07 PM
anonymous
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Thank you for your response. Because it is an Oracle Cloud implementation - the roles and tasks were very specialized and assigned. Because we were all located in the same room - the interjections were constant.
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Anonymous
Sep 07, 2017 4:09 AM
Replying to Mohamed Abo-Hussein
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Hmmm! I have been there in this awkward situation. The best way is to take it into two levels: First: Speak one-on-one, be aggressive and decisive about her role in the project.
Second: If she does not obey, practice your leadership in project group meetings. Show your views and insist on listening to hers; if they are useful, praise her in public and win her on your side; if they are opposing your own views prove her wrong in public and enforce your vision. You have to be aggressive.
Thank you for your response. The problem I had with the SME was that I did address the situation with her and how it would benefit both of us if she focused on her role so I could focus on my role and the team. She was all onboard -- for about an hour!
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Anonymous
Sep 07, 2017 3:25 PM
Replying to Stéphane Parent
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You have good advice here from Eric and Mohamed. The other thing I would add is get team members to own tasks (maybe ask them which one they want to do?), negotiate a target date and hold the people to those dates.

Check on them regularly to ensure they will focus on those tasks. If you can keep them sufficiently busy, they won't have time for interjections.
Thank you for your response. Because it is an Oracle Cloud implementation - the roles and tasks were very specialized and assigned. Because we were all located in the same room - the interjections were constant.

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