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Challenges with micromanagement
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Sometimes the stakeholders have a tendency to work directly with the team, and takeover the project meetings, instead of directly communicating with the PM. They behave as if it was their project, and give conflicting instructions to the team. I think they just want to show the management that they are doing something for their own existence in the organization. How do you deal with stakeholder’s micromanagement?
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First of all, the project owners are the stakeholders. Second, the situation you describe is about the project manager is a phantom. It not a problem with micromanagement. Is a problem of project management mainly with the project manager.
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1 reply by Anish Abraham
Jan 23, 2018 9:28 PM
Anish Abraham
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Thanks Sergio for your response.
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If I were the Project Manager I would ask myself these questions?
Are the stakeholders attempting to add Scope, Cost, Time on the Project in addition to what is signed off ? If yes , I would have a separate meeting to clarify this with them and if they insist, I would request that they put in a formal Change Request to be approved by the steering committee.
I am running the project on behalf of the stakeholders and therefore my job is to clarify my responsibilities in relation to the Project and to highlight any risks or issues that may affect my project . Anything other than this is just noise and I should have a thick skin to ignore it .
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1 reply by Anish Abraham
Jan 23, 2018 9:33 PM
Anish Abraham
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Thanks Deepesh for your feedback.
No, they are not trying to add scope, cost or time. I believe they are just trying to show their existence in the organization. I guess probably the sponsor will have to intervene on this.
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Consider main stakeholders, not just one here which may be conflicting. Is this the sponsor? PM is control of the outcome of scope, cost, quality, risk, customer satisfaction. The stakeholder can work directly, but shouldn't affect above factors. Also keep the sponsorer in loop.
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1 reply by Anish Abraham
Jan 23, 2018 9:45 PM
Anish Abraham
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Thanks for your feedback on this.
No, it's not the sponsor and I agree that the PM should be in control. But unfortunately things like this happen especially in public organizations.This is based on my experience.
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Depends who the stakeholder is. I mean we can theorize and bluff, but at the end of the day, if the stakeholder for example is the CEO, then suck it up or speak to another influential senior executive of the benefits of reversing that behavior, particularly for your project.
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1 reply by Anish Abraham
Jan 23, 2018 9:55 PM
Anish Abraham
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Thanks Sante for your insight on this.
You are right, it's not easy if it's someone from the top management. In this case I have to deal with couple of executives. It looks like the sponsor overlooked at these stakeholders in the beginning.
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The answer depends on the following questions. Is this practice considered a culture in the organization? Is there an approved project management framework and methodology in the organization? Is there a RACI chart for this project? answering these questions will give a clue on how to handle this situation.
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1 reply by Anish Abraham
Jan 23, 2018 10:14 PM
Anish Abraham
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Thanks for your response.
Yes, there is an approved PM framework and RACI in place. I have seen this issue in other projects in the past.
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I’ve seen this happen with highly-placed stakeholders such as Vice Presidents. In this situation, a Project Manager should explain to the stakeholder that while it’s the stakeholder’s job to describe his or her desires to the project team, it’s the Project Manager’s job to instruct the team in how to go about fulfilling those desires. Explain that the stakeholder issuing instructs to the team results in mixed messages that puts the project at risk. An explanation like this is usually enough to get powerful stakeholders to back off without causing offense.
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1 reply by Anish Abraham
Jan 23, 2018 10:08 PM
Anish Abraham
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Thanks Eric, for your feedback on this.
You have nailed it. I guess since we are working in public organizations, we may come across similar experience. As you suggested PM should give an explanation to the stakeholders in concurrence with the sponsor.
Network:1553



Jan 23, 2018 5:34 PM
Replying to Sergio Luis Conte
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First of all, the project owners are the stakeholders. Second, the situation you describe is about the project manager is a phantom. It not a problem with micromanagement. Is a problem of project management mainly with the project manager.
Thanks Sergio for your response.
Network:1553



Jan 23, 2018 5:55 PM
Replying to Deepesh Rammoorthy, PMP®
...
If I were the Project Manager I would ask myself these questions?
Are the stakeholders attempting to add Scope, Cost, Time on the Project in addition to what is signed off ? If yes , I would have a separate meeting to clarify this with them and if they insist, I would request that they put in a formal Change Request to be approved by the steering committee.
I am running the project on behalf of the stakeholders and therefore my job is to clarify my responsibilities in relation to the Project and to highlight any risks or issues that may affect my project . Anything other than this is just noise and I should have a thick skin to ignore it .
Thanks Deepesh for your feedback.
No, they are not trying to add scope, cost or time. I believe they are just trying to show their existence in the organization. I guess probably the sponsor will have to intervene on this.
Network:1553



Jan 23, 2018 6:23 PM
Replying to Shivanjali Bhutkar
...
Consider main stakeholders, not just one here which may be conflicting. Is this the sponsor? PM is control of the outcome of scope, cost, quality, risk, customer satisfaction. The stakeholder can work directly, but shouldn't affect above factors. Also keep the sponsorer in loop.
Thanks for your feedback on this.
No, it's not the sponsor and I agree that the PM should be in control. But unfortunately things like this happen especially in public organizations.This is based on my experience.
Network:1553



Jan 23, 2018 7:25 PM
Replying to Sante Vergini
...
Depends who the stakeholder is. I mean we can theorize and bluff, but at the end of the day, if the stakeholder for example is the CEO, then suck it up or speak to another influential senior executive of the benefits of reversing that behavior, particularly for your project.
Thanks Sante for your insight on this.
You are right, it's not easy if it's someone from the top management. In this case I have to deal with couple of executives. It looks like the sponsor overlooked at these stakeholders in the beginning.
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