Project Starts and Closures with a specific group of Project Managers and Project Administrators?
Cheryl McNamaraVP, Technology & Innovation, PMP (No business solicitations please.)| PNCWexford, Pa, United States
Has anyone ever stood a group of project managers and/or project managers to 1) Set up projects and then pass to another PM to execute? or 2) Turn over the project closing to a separate group of project managers and/or project administrators to get the primary PM on to other projects? If so, what worked and what didn't? Do the stakeholders have a problem with PM's coming on and off the project vs being consistent from start though finish? Saving Changes...
Cheryl McNamaraVP, Technology & Innovation, PMP (No business solicitations please.)| PNCWexford, Pa, United States
Jan 12, 2018 11:54 PM
Replying to Rajeev Sharma
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I observed this several times. Projects kick started, planned and defended by one PM thereafter once it is in auto-pilot mode of execution same handed over to another PM. Sometimes such projects are owned by a seasoned project manager who owns portfolio or set of product line's, also owning PM leadership (senior level) of business group (as additional responsibility).
Rajeev
In your experience, has this had mostly favorable acceptance? If not, what are some of the downsides from our experience? Saving Changes...
Cheryl McNamaraVP, Technology & Innovation, PMP (No business solicitations please.)| PNCWexford, Pa, United States
Great to know, thank you. Saving Changes...
Sujatha PVK NambiarSenior Director Program Management| International AIDS Vaccine Initiative (IAVI)West Windsor, Nj, United States
This happens a lot within the Pharma/CRO area - where a well seasoned/experienced PM may be allocated for the start up of a project and then the project is handed over to a junior level PM subsequently. The problem is even though there are transition plans, SOPs and documentations, it is the personal characteristic of the individual PM that never get passed on. For e.g. - a detailed oriented and proactive PM is replaced by a PM who is reactive. This shakes up the management of the project and team following transition. Wish the personality trait of a PM can be transitioned too!! Saving Changes...
It is a model we are kicking around as a possibility. It would have less seasoned PM's do the start up work and then their manager could decide if they stay on it OR it can be turned over to a more seasoned PM. This could benefit the more season PM who is already managing multiple projects.
This feels a bit like a "bait and switch" tactic which is used by some consulting firms. They do the pre-planning and pre-sales work with the expert and then turn it over to a junior except here it's being done in reverse.
I'd be worried about using a less seasoned PM for helping to kick a project off as that is the most critical time in terms of defining the vision for the project, initial stakeholder alignment and so on.
Kiron Saving Changes...
Cheryl McNamaraVP, Technology & Innovation, PMP (No business solicitations please.)| PNCWexford, Pa, United States
Jan 16, 2018 10:08 AM
Replying to Cheryl McNamara
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It is a model we are kicking around as a possibility. It would have less seasoned PM's do the start up work and then their manager could decide if they stay on it OR it can be turned over to a more seasoned PM. This could benefit the more season PM who is already managing multiple projects.
Good points. Sounds like I need to reconsider the level of initial PM. Saving Changes...
Development - implementation/training
Engenering - construction - transfert/MOP Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Yes Very common scenarios where stages of a project may be executed by separate Project Managers...
1) The PM might leave mid flight to pursue other opportunities.
2) The PM might be reassigned another business critical project and will need to handover to another PM.
3) The PM's contract may be ended by the employer prematurely because they are not meeting the expectations of the sponsor and the hiring manager.
4) Contract extension may be stuck in the Human Resources endless loop and by the time an extension is awarded, the PM might have already lost interest and found a better opportunity. Saving Changes...
