Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
The team worked very hard to come up with a realistic project plan but the functional manager says that the project plan is unrealistic. Losing his/her support means the project will lose key resources for completing the project.
How will you proceed or how will you handle this situation? Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Dec 31, 2017 9:23 AM
Replying to Drew Craig
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Why is it deemed unrealistic? Find out the answers to to that, then determine next steps. It may just be with improper planning. Otherwise, as mentioned above, include sponsor to garner required support.
I agree on this Andrew, but somehow the functional manager is not willing to cooperate or share his thoughts on this. I think in order to move forward on this project, we need to bring sponsor and the top management. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Dec 31, 2017 9:29 AM
Replying to Ganesan Balaji PMP, RMP, PgMP
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It has to be specific and not general that plan is unrealistic. Use measures and metrics and monitor these metrics along the execution in order to know that one is in the right track and revise wherever reqd.
Ganesan, thanks for your input on this. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Dec 31, 2017 2:21 PM
Replying to Cheikh FAYE
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In a matrix organisation where functional manager and project manager share nearly the same influence, clarifying and documenting alignment of strategic objectives and goals is crucial to the good and efficient running of the project.When needed, the arbitration of the sponsor and the other stakeholders must be required.
Cheikh, I agree on this. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jan 01, 2018 7:40 AM
Replying to Anish Abraham
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Sergio, thanks for your feedback on this.
Yes, the functional manager has lots of influence in the organization and we had the initial bye-ins from him, but later in the project he lost interest and started to skip meetings.
Then is time to talk with her/him and just in case is needed to escalate to something above her/him. Just talking about my personal case we include in our project charter the governance model we will follow as simple as a pyramid where you visually can see the percentage of issues/risks that we intended to be solved into each step, the frecuency of meetings, people must participate in those meetings and the level of escalation. In our case we manage escalation showing that we are trying to help people to find the time to participate in all needed for the project, not as a mean to punish somebody. Because for us the project charter is the "contract" with all our clients then when it is agreed it must not be broken.
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1 reply by Anish Abraham
Jan 01, 2018 7:28 PM
Anish Abraham
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Sergio, I agree with you and I know that it's time to talk to the functional manager or to escalate to top management. Anyway I don't know whether you have come across situations where even the top management cannot do anything to persuade the functional manager (I guess this happens only in public enterprises). I had a similar situation several years ago, so I approached the top management and I was told to wait until the functional manager retires in few years.
I fully understand that the motive of the project team is to help people rather than to punish somebody, but in my experience sometimes it doesn't work as expected.
I appreciate your feedback and comments on this.
Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Dec 31, 2017 1:13 AM
Replying to Sante Delle-Vergini, PhD
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Assuming the sponsor has some weight in the organization, they could assist. The weaker the organization (and this is a matrix so 50/50), the more support you might need from sponsors and influential stakeholders.
I agree here. Get the sponsor involved and let him/her act as an intermediary between the two managers. Often, the interjection of a neutral party (Who supports the project overall) can lead to breakthrough and a win-win situation Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Dec 31, 2017 2:21 AM
Replying to Drake Settsu
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I would take it up with the person the functional manager reports too. The manager sound like he/she has no confidence in the resources working on the project. The manager is trying to protect his/her staff.
Think carefully about going over a functional manager's head.
-Does he/she have some influence in the organization
-Do his/her objections have real value
-What is the culture of the organization? does it allow going around someone to make your point?
-Is there another way to achieve success, and eliminate the barrier? Perhaps the sponsor first is better
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1 reply by Anish Abraham
Jan 01, 2018 7:36 PM
Anish Abraham
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Thanks for your insight on this, John.
The functional manager has lots of influence but the team doesn't believe that the objections have any real value. Well, it's a matrix organization and from my experience it depends on the individuals who are involved rather than the culture. It's not the same in all projects. Anyway as you suggest, the sponsor would be first person to go to in this case.
Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Jan 01, 2018 4:49 AM
Replying to Sonali Malu
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Better to meet functional manager for more details about why the schedule is unrealistic. Though functional manager's view is important, you are the project manager and you must assure that the project schedule should be realistic (achievable) and agreed by all stakeholders.
Thanks Sonali for your input. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Dec 31, 2017 6:37 PM
Replying to Vincent Guerard
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You could consider a peer review of the project plan. It would play on one side, the project or the functional manager.
From there adjustement can be made.
That's a good idea Vincent, I appreciate your input. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Dec 31, 2017 12:02 PM
Replying to Theresa Gilmore
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What is the functional managers definition of unrealistic? I am challenged in weak matrix combined with indirect communication(s) from within my organization. It has helped me to have a direct meeting with the functional manager(s) to clarify and document alignment of strategic objectives of Sr. Management to achieve team success.
Thanks Theresa for your input on this.
I think a direct meeting will help to find out what the project means to him/her or to their department? Also, help to make them understand that if the timeline is too short, we can’t deliver a good product or outcome. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Dec 31, 2017 2:04 PM
Replying to Chinemerem Rufus
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The functional manager is very influential ,base on his power and interest on the project.The plan might also be a very good plan to align the project to its strategic objectives.I will need to meet the functional manager for further clarification and conviction for reasons to be seen. The sponsor should be invited to help in this situation if one on one meeting with the functional manager didn't work.Going against the ethics or rules of engagement to satisfy the desire of the functional manager is unprofessional.
Chinemerem, thanks for your suggestion. Saving Changes...
