I'm moved to new account / multiple projects, which is headed by Sales Background Person and other junior PM also comes from sales than PM role. My challenges are
1. For any customer request, this person replies so quickly without careful thought on timelines and agrees to customer demand without thinking through solution
2. Perspective is that PM is only for trouble shooting issue than solutioning because solution /scope need to be driven by product manager & engineers.
3. Customer request - enhancements, defect fix is driven like operations by passing to respective team without analysis by PM
4. Opinion on streamlining existing workingstyle is ignored and emphasis to drive things faster is encouraged Saving Changes...
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Anonymous
It is hard to give you advice on this because there are multiple factors at play here: the culture of the company you are working for, how the Program Manager to whom you report to is connected to senior leadership, your standing in the company, etc.
Looks like you have been attached to a clique; been there done that.
You will probably be advised to take the issue to the project owner(s) and they will understand your concerns and will address the dis functionalities.
Good luck with that... from my own experience, in some situations going against the tide is not an option, so either grind your teeth and stay for the paycheck, or pack and go. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Pack up your bags and leave. This company does not understand Project Management .And from your analysis of everything that is wrong with how this company handles projects, it seems your time and talents are wasted here. Saving Changes...
Sounds like you're drowning in a functional organization. If you decide to stay, I guess try and change the culture by pointing out the benefits of project management. Or as Deepesh said, run as fast as you can and get a job that will appreciate and utilize your PM skills. Saving Changes...
Mansoor MustafaSenior PM| Government DepartmentRawalpindi Punjab, Pakistan
Hirdesh SinghalChief Executive Officer| Center for Electronic Systems Research Education and IncubationHyderabad, Ranga Reddy District, Telangana, India
Sharath - This is a typical case of stakeholder expectation management. Your project head is one of the critical stakeholders. You need to understand his/her expectations and also, projects' expectations from him/her. It will be applicable to other stakeholders as well.
Another advice will be to have a meeting with him/her and set the expectations right from him and from you. I am sure when there is some alignment, you will be able to swim through. Saving Changes...
