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Topics: IT Project Management, Resource Management
Controling Team
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Hi Project Management,
I am currently working on a project with a team that is very difficult to set up. he just wants to do a job based on his ability and is very difficult to talk to about the project.
" He is expertise in technical skill of this project but difficult to manage, "
and now i have to deal with the client due to project delay. How should i do? I don't know how to approach him and how to solved this issue.
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Network:16080



Hi Hendry, does he have a functional manager? Firstly talk to the employee directly and raise your concerns, and outline the required behavior and actions you wish them to emulate. Give that some time and check how they go. If that fails, you really need to escalate it to their manager, and if there is no manager, remove them (if possible) from the team, and replace them.
...
2 replies by Hendry Ricardo Hutasoit and KHALED MAHMOUD
Apr 13, 2018 10:33 AM
KHALED MAHMOUD
...
It's a good direction from Sante Vergini to start with Hendry
Apr 13, 2018 10:11 PM
Hendry Ricardo Hutasoit
...
Hi Sante,
Thanks your for advice.
It's difficult to explain. In this situation . He is technical expert and leader of his team. His functionality manager cannot approach him and he always say yes in front of his manager but he didn't do what his manager wanted..
No one can't approach him and he just want do what he wants.
He always think that discussion will burden his job and transferred job to him.
I tried to convince him that's our team responsible and we do together.

Noted: we work on start up Company and Company need resource, so they didn't think how to resolved every single part of conflict.
Network:0


Apr 13, 2018 7:48 AM
Replying to Sante Vergini
...
Hi Hendry, does he have a functional manager? Firstly talk to the employee directly and raise your concerns, and outline the required behavior and actions you wish them to emulate. Give that some time and check how they go. If that fails, you really need to escalate it to their manager, and if there is no manager, remove them (if possible) from the team, and replace them.
It's a good direction from Sante Vergini to start with Hendry
Network:126158



I would agree with Sante. First talk to him directly and express your conerns honestly and openly and if all fails then escalate.
Network:48



I could be wrong, but this is just my thoughts.

Were you expressive prior to the project start in terms of your expectations and each members expectations? Being fully clear on expectations can help avoid these bumps in the road.

As far as this being a manager or you feeling you need to manage, I would say try a different approach in how you view this.

Start by sitting down with him, explain the current situation of where you're at. Then be clear as to what you expect as the PM from here forward and then listen to what he expects as well. If you can agree great, if not than you may have to consider replacing him. Aside from that, think of leading him, not managing him. Take his current state of mind and through communication sway him in your direction. Get him on board and motivate him somehow allowing him to feel you want to work together, not particularly be his "boss".

Take the indirect approach of "managing". Maybe he is unclear as to what his role is exactly in this project which is why he only wants to do what is within his ability. Maybe he doesn't have confidence to work outside of that while you may see differently that he can very well do what you are asking.
...
1 reply by Hendry Ricardo Hutasoit
Apr 13, 2018 10:37 PM
Hendry Ricardo Hutasoit
...
Hi Michael,
Thanks for advice.
I have tried to explain what of my expectations and what's customer need.
But he just say, "don't did what's he want " .
That's annoying..
I don't know what he think. We work together to accomplish those project and he think that he can control our client with his own self.
And now I have be face with boss of project owner because of project delay on first phase.
Network:192



Apr 13, 2018 7:48 AM
Replying to Sante Vergini
...
Hi Hendry, does he have a functional manager? Firstly talk to the employee directly and raise your concerns, and outline the required behavior and actions you wish them to emulate. Give that some time and check how they go. If that fails, you really need to escalate it to their manager, and if there is no manager, remove them (if possible) from the team, and replace them.
Hi Sante,
Thanks your for advice.
It's difficult to explain. In this situation . He is technical expert and leader of his team. His functionality manager cannot approach him and he always say yes in front of his manager but he didn't do what his manager wanted..
No one can't approach him and he just want do what he wants.
He always think that discussion will burden his job and transferred job to him.
I tried to convince him that's our team responsible and we do together.

Noted: we work on start up Company and Company need resource, so they didn't think how to resolved every single part of conflict.
...
2 replies by Sante Vergini and Sergio Luis Conte
Apr 14, 2018 1:37 AM
Sante Vergini
...
You said "His functionality manager cannot approach him and he always say yes in front of his manager but he didn't do what his manager wanted." So that is why you need to speak to his manager, if speaking to the technical expert doesn't alter his behavior. The issue seems to be with his manager, so you need to find out if that manager can (and is willing to) speak to this tech expert, if you are allowed to remove him from the team and replace him with someones else. Before you do that, do an analysis on 1. if the cost of getting rid of him is greater than the benefit, and 2. if his expertise can be replicated in another internal or external resource.
Apr 14, 2018 8:57 AM
Sergio Luis Conte
...
Hendry, I faced this type of situations lot of times. The other thing perhaps you can do is this: If you are the project manger you are accountable for scope, time and cost. Any of those items will impact the relation with your client. And that is the situation you are leaving today as far as I understood due to a delay. Let them do things related to the work to do as they want. Just request from him time, cost and scope (do not let them to create scope creep). After getting that from them publish what they said to the people that manage the relation with the customer, mainly the sellers. Work with the sellers to make them to understand that any deviation on those commitments will jeopardizes they own interest and the relation with the customer. Then, monitor the achievement of the commitments and publish all related to progress. Maintain infomration and working on proactive mode instead of reactive mode.
Network:192



Apr 13, 2018 1:35 PM
Replying to Michael Brian
...
I could be wrong, but this is just my thoughts.

Were you expressive prior to the project start in terms of your expectations and each members expectations? Being fully clear on expectations can help avoid these bumps in the road.

As far as this being a manager or you feeling you need to manage, I would say try a different approach in how you view this.

Start by sitting down with him, explain the current situation of where you're at. Then be clear as to what you expect as the PM from here forward and then listen to what he expects as well. If you can agree great, if not than you may have to consider replacing him. Aside from that, think of leading him, not managing him. Take his current state of mind and through communication sway him in your direction. Get him on board and motivate him somehow allowing him to feel you want to work together, not particularly be his "boss".

Take the indirect approach of "managing". Maybe he is unclear as to what his role is exactly in this project which is why he only wants to do what is within his ability. Maybe he doesn't have confidence to work outside of that while you may see differently that he can very well do what you are asking.
Hi Michael,
Thanks for advice.
I have tried to explain what of my expectations and what's customer need.
But he just say, "don't did what's he want " .
That's annoying..
I don't know what he think. We work together to accomplish those project and he think that he can control our client with his own self.
And now I have be face with boss of project owner because of project delay on first phase.
Network:16080



Apr 13, 2018 10:11 PM
Replying to Hendry Ricardo Hutasoit
...
Hi Sante,
Thanks your for advice.
It's difficult to explain. In this situation . He is technical expert and leader of his team. His functionality manager cannot approach him and he always say yes in front of his manager but he didn't do what his manager wanted..
No one can't approach him and he just want do what he wants.
He always think that discussion will burden his job and transferred job to him.
I tried to convince him that's our team responsible and we do together.

Noted: we work on start up Company and Company need resource, so they didn't think how to resolved every single part of conflict.
You said "His functionality manager cannot approach him and he always say yes in front of his manager but he didn't do what his manager wanted." So that is why you need to speak to his manager, if speaking to the technical expert doesn't alter his behavior. The issue seems to be with his manager, so you need to find out if that manager can (and is willing to) speak to this tech expert, if you are allowed to remove him from the team and replace him with someones else. Before you do that, do an analysis on 1. if the cost of getting rid of him is greater than the benefit, and 2. if his expertise can be replicated in another internal or external resource.
Network:1899



You stated the problem into your answer to Sante: "we work on a startup company". If you work into a startup company forget about to use project management. It is a big mistake. At least formaly. One of the things most of the people forgot when tried to use something to create things is to make a enterprise analysis first to understand the current situation. One of the things the impact analysis must take into account is the step into the company life cycle where the organization is located. If you are in the growth step (start up are there) then the organization objective is making money to growth (needed to survive). So, you will use project mangement if and only if you demostrate is needed for that. My recommendation is working in that way. And remember a basic law of nature: what resists persists.
Network:16080



I think you might be referring to market analysis, and yes this was performed of course as with all startups. Yet another thing we disagree on Sergio. I think startups can benefit greatly from a project management approach to get their company started. I'm not talking about institutionalizing project management into the company, that is unrelated because it may not be needed for the business. I'm referring to getting the investors and their company up and running and operational, and I can give you many reasons why project management is a good idea for this. If you can give me some reasons why it is not a good idea, I look forward to shooting them down :-)
...
1 reply by Sergio Luis Conte
Apr 14, 2018 7:36 AM
Sergio Luis Conte
...
Is not about what you and me think. Is about what happen in the real world. Obviously, I will talk about the reality I see after working on that or after researching so you could said is limited. To use something to create things must be part of strategy and the start up strategy is focused on other matters, Including is a chaos inside each of its operations. I participated in lot of this type of things (but thanks God I do not own the truth) including working into the MIT inside the "business incubator" project . The point is: forget about trying to implement project management process in "formaly" way. Can you use some of them? Obviously. But if you try to push people to work with project management as in a well a company that have moving forward from growth step into the life cycle you will be fire.
Network:1899



Apr 14, 2018 7:16 AM
Replying to Sante Vergini
...
I think you might be referring to market analysis, and yes this was performed of course as with all startups. Yet another thing we disagree on Sergio. I think startups can benefit greatly from a project management approach to get their company started. I'm not talking about institutionalizing project management into the company, that is unrelated because it may not be needed for the business. I'm referring to getting the investors and their company up and running and operational, and I can give you many reasons why project management is a good idea for this. If you can give me some reasons why it is not a good idea, I look forward to shooting them down :-)
Is not about what you and me think. Is about what happen in the real world. Obviously, I will talk about the reality I see after working on that or after researching so you could said is limited. To use something to create things must be part of strategy and the start up strategy is focused on other matters, Including is a chaos inside each of its operations. I participated in lot of this type of things (but thanks God I do not own the truth) including working into the MIT inside the "business incubator" project . The point is: forget about trying to implement project management process in "formaly" way. Can you use some of them? Obviously. But if you try to push people to work with project management as in a well a company that have moving forward from growth step into the life cycle you will be fire.
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