Newly promoted as the first PM for a small software company I am encountering resistance from coworkers. Previously in sales, I now manage new sales implementations and customization projects. Disrespect for my authority to assign tasks to the team is the #1 problem, but most nonproductive is the arguing over "what a PM does". Tasks are pushed back to me with "that's what a PM does..." so I am frequently struggling with technical or other tasks outside my area od knowledge because they push the work back. MY definition is to manage my available resources (my team: trainer, developer, support, IT and consultants) coordinate their tasks to complete the implementation. They don't want to make calls, follow up on their tasks, because...you guessed it, "that is what a pm does". HELP. Saving Changes...
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Sandeep ThoppilChief Technology Officer| CBS BotswanaGaborone, South East, Botswana
hi,thats so nice to hear anyway!no harm but guess u might have researched by this time. Anyway to be crisp, as you are a person form sales lets go step by step.1, Make sure you have enough knowledge in SDLC and all phases and how phases are executed. 2, Make sure you use the right vocabulary, I mean the jargon you throw at others should be proper dont think implementation and deployment are one and the same. 3,Project Mangement techniques, as its a small company you do research on SCRUM and hybrid it with Rational unified Process(RUP) 4,understand the requirement of the project and make a Level 1 project plan (remember the SDLC here). As a PM your duty reflects in your project and its charecter. Just like all other managers software PM also have something similar but the techniques changes according to the matter we deal with.
As a PM you dont need to do anything technically, but should have a knowledge of how things will be done this will help you to manage resources and to meet your schedules and quality objectives.
Gantthead is a nice place to refer, but do GOD (Google Oriented Developement) also. Saving Changes...
Sandeep ThoppilChief Technology Officer| CBS BotswanaGaborone, South East, Botswana
Cindy, its not easy to write everything as a post here in gantthead, if u find some of my advice useful or if u need more prompts u can always contact me at [email protected] or come online and please do feel free to write. Have a good time with your Job. Saving Changes...
Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
Cindy, If you are new to project management you are in for a good ride! A great learning opportunity! Use gantthead.com as much as you can. This site has a wealth of information and templates for your use. Some are for the general membership and some are for paid memberships. If you (or your company) can afford the paid membership - do it! From what I can get of your situation, you both might be correct. The PM does the follow up - to get status and address issues so they can continue to make progress. Your main objective is to plan, plan, plan and see that it gets executed. As you might guess, planning is critical for success. Management needs to be involved and supportive of your needs. It probably comes down to your education on what a typical PM does (will differ in each company) but in general you should find that info. You mention "managing your resources" - do you supervise those resources or are they supervised by someone else and you manage the project that they will be working on? You are welcome to ask specific questions that I might be able to assist with directly. Ed Saving Changes...
Thanks for the replies. Ed, I use internal resources (people)that I am tasked to manage for projects but do not have authority over as as manager. As PM, I am responsible for managing software implementation in an enterprise environment. Including: setting up the project with the customer, establishing a timeline, developing the SOW after the sale, obtaining the datafiles from the customer, doing the spec on customizations, engaging outside resources to do customizations, receiving and QA'ing them. While keeping the implementation planning and data migration on schedule. I may assign a task but my team has the option of going to their manager to say no to some part of the assigned task and pushing it back to me it happens). I do manage outside resources (contract labor) and that works nicely. Our projects so far have been rather out of control due to my inexperience, lack of internal processes, team members who do not "own" their tasks (pushing them back to PM), customer expectations not being set by sales. Specific questions:
Do PM's generally have authority over their team members to require they manage the tasks they are given?
When tasks and activities are assigned I consider they are "owned" by the person to take to completion. I will help push it along when needed, but if an issue arises,they return it to me incompete and say it is my responsbility.
2. As a PM I am expected to do much of a technical nature for which I am not trained, but as PM my techies say I should know how...I say no, that is why I have techie team members-
That is the tip of the iceburg and your advice and commmentary is appreciated.
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Ed ParazooSr Consultant| Understandable SolutionsKettle Falls, Wa, United States
Thanks for more info Cindy. In the "ideal world" you would have focused dedicated resources assigned to your project and have authority over them. Most of us don't live in that world! The outline of your responsibilities include typical PM tasks and some that belong to the techies. For instance, the techie should perform "spec the customization", and "QA'ing them". You should ensure they get done but a true PM role doesn't do those activities. I would say the push back has worked for them so you will continue to see that happen. That is why it is very important to make sure management (all supervisors and managers where the team comes from) needs to be on board with your responsibilities and they need some ownership of the projects. Doesn't sound like they really own - or want to own even a piece of it! You should take issues that arise from their work and drive a resolution not take ownership of assigned tasks. One part that I believe you should assume is "customer expectations not being set by sales". Sales is sales - I believe you need to set the end customer's expectations and/or set down with the sales team to include you before they make statements that you can not live up to (like that will happen!). You should, as PM, go to the functional manager to make sure they are aware of the resource requirements for your project(s) and they should provide you with members to use. You should expect them for the specified period of time or level of effort. That information is required BEFORE you develop your timeline estimates. Once you have the manager's commitment for the resource then you have authority to assign work to them and expect that they perform. I would use your role to provide information into the performance appraisal process also. Documentation of your responsibilities would be a good effort to undertake and get all managers to provide feedback and approval. Hope some of this helps you. Saving Changes...
Sandeep ThoppilChief Technology Officer| CBS BotswanaGaborone, South East, Botswana
Cindy, I guess u didnt work on the tips I suggested to you, It wont take much of your time to take a glance thru them. And moreover as a PM you dont need to be an expert in all phases to but should be aware. As you assign the tasks make sure the skill set of the resource is enough to do that job. Never ever assign a wrong job to wrong person, this will even affect you projected plan. If you cannot asses you resources run a pilot project and see the performance, this goes fine for long term projects only. Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Cindy,
Regarding being the first PM for a small software company and the pushback and issues that you are facing... I quite agree with Sandeep's and Ed's posts. I would only add that it is quite common for many small software firms to go longer than they should without a proper professional services engagement model for selling and delivering implementation and customization services. Without a proper engagement model agreed to by the heads of Sales and Services, an organization can have untold problems in delivering upon the customer expectations. In fact, many organizations no longer even refer to such projects as "projects" on account of the fact that others on the team tend to pass the buck and don't take them as seriously as they would paid, contractually agreed upon, services to be rendered with service level agreements and penalties, etc. In one such firm that I know, the CEO prohibits calling a sold customer professional services engagement a project as the term "project" (in his opinion) tends to downplay the committment to the customer and sgnificance to the business of the billable engagement. Anyway, regarding your dilema, it seems that you have a Sales and PS process problem along with significant lack of capabiltiies maturity of some of your team. You might consider addressing your issues with the heads of Sales and Services in terms of your recommended PS delivery model and not so much in terms of project management. If members of the team are not willing to perform the assigned tasks required to satisfy the customer engagement, then such performance should be addressed with their functional manager and if necessary other management. As a head a billable services for a small software company, I wouldn't tolerate non-performance of your team members and I suspect that your Sales and PS heads wouldn't either. Good luck..!
You are up for a challenge that you will learn a lot from. You need to hang in there and stay firm by your own personal objectives as well as the goals for the project(s) and the goals of the company. Not always the easiest but you need to try. You know the saying…aim for the stars…land on the treetops.
Some hints/tips&trics that might come into handy;
• Conduct an “expectations-exercise” with the team. Start of by asking them in a meeting: “what are your expectations on me as a Project manager”? List them, discuss them, agree/not agree upon them. Do only agree upon the expectations that you feel is correct and fair.
• When the team has presented their expectations you put up your, already prepared, slide with expectations on the team. Same goes here…discuss and agree.
• Techies often know the answer to the problem by them selves already when they put the question to you. Listen, support them and coach them…let them figure out the answer to the questions that they should know the answer of.
• You will get the respect of them…but you need to earn it. Work harder, longer and better than the rest.
• Shield the team. Take and win some fights for the project team. Let them know that you care for them.
• Make sure that you have an assignment description from your manager (or even better from the management of the company). This clearly needs to tell what kind of responsibility and mandate you have. Let me know if you need an example…
• Make an agreement with their linemanager that you are in charge of project-related questions. He/she needs to direct such questions directly to you.
• Correct “bad behaviour” at once with constructive feedback.
• See too that all in the team knows the targets and objectives of the project. They need to work towards the same objective. This will help…but not solve your problems.
• Last but not least… let them know who is the boss! Stand fast by your decisions and commitments.
