When senior manager getting into your way in project management and they are influencing your project. Offcourse they do not have any bad intention but it is affecting your project. How to handle it.
Manish BhadauriaProject Manager| Cignex Datamatics Pvt. LtdNew Delhi, Delhi, India
I have a very prestigious project and my senior manager is influencing a lot. He is connecting to resources directly bypassing me and sometimes coming up with urgent client pleasing requirements in between the Sprint. Please suggest how to handle it. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I have a senior manager who does these sorts of things. You need to sit down with your manager and explain the problems his actions are causing. He might not be aware of them. Be direct, and explain how his actions might cause the project to fail. That ought to get his attention. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Totally agree with @Eric. Saving Changes...
Drake SettsuProject Manager / BloggerHi, United States
Eric has presented your first, best option for helping the senior manager understand the impacts of his behavior as well as how that is making you feel.
In the event that doesn't change things, you need to figure out whether you can bypass him by working directly with the client to come to you instead of your senior manager or can you escalate the issue to a higher authority.
Both options come with significant political risk to yourself but you will need to decide whether the risk is warranted given the negative impacts your project is experiencing.
Kiron Saving Changes...
Manish BhadauriaProject Manager| Cignex Datamatics Pvt. LtdNew Delhi, Delhi, India
Thanks a lot veterans for your guidance. I will speak to him for this, present my case and keep you posted. Saving Changes...
The reality is in these situations not much can be done to change the behavior of the senior manager. The fact they are doing it would suggest they are permitted to get away with it. As Eric and Kiron pointed out, you can try to confront and then if that fails, bypass them. But in both cases, you must make sure you update your risks to include this phenomenon, and even assumptions. That is a safeguard to a degree if the practice continues and there is no way to change it. Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
I like the opinions above but I would do something little bit different. That senior manager must have a reason why he’s doing it. It can be lack of trust in the project lead and he thinks he has to fix it by jumping in by himself. Or it may be that that particular client is very important for him. Or he is working on something with potential synergies with your project. Whatever it is I would suggest to find it our first before a confrontation. Confrontation does not go always well. I would approach him I named few things that brought benefits by his actions to the project or the client. I would suggest that we can achieve more if we work together because sometimes you have to reschedule or rework whatever on your project and that’s a waste you would like to avoid. I would try to get him on my side first and then let him understand consequences of his actions. But if he’s senior manager he may have access to information that you don’t have and this may drive his actions. Saving Changes...
In most cases, either your manager would like to have his share of effort shown to the client, or he would really have no other activity (majorly) at hand now.
You should find the reason for his involvement, and if he has only this project as his main activity, then you are SHADOWING him. With this either your time is wasted on repeating\shadowing or you will shy from giving any new ideas to the project; understanding that your effort will be his credit.
In this case, you should set aside the tasks you like (Communication, Stakeholder, Change Management) to what he is involving into, and highlight that you would concentrate on those activity, with your Manager. You could also suggest and ask his guidance in actions he is taken up (this should make him comfortable), and together can contribute.
Notice, with the above move, you are more communicative, and in fact getting his involvement. You should also decide that the reporting fact should be done from your end, as you are the Manager.
If in case he is actually want the client limelight, then it will be better to suggest him that you would do all the activity and finally get the reporting for him to conclude to the client.
Here, notice that you are providing your best talent and putting all the effort, and you will enjoy this. But a time will come when your values will be highlighted, and let the surprise come on its way.
In both cases, you have to deal with your Manager with good level of communication, and see finally how you have created your value to the organisation PLUS your satisfaction of contribution. Saving Changes...
Manish BhadauriaProject Manager| Cignex Datamatics Pvt. LtdNew Delhi, Delhi, India
I discussed with him one to one. Inform him how his interference in affecting project and how we can correct it. He accepted some of my suggestion. We decided to play specific role in the project.
Thanks a lot all of you for excellent suggestions. I am obliged and thankful. Saving Changes...
