Hi,
I work on large account, which requires managing cross functional team from engineering, infra, products etc. For new initiative, heads of these department commit to client on accomplishing their action items on specific date however they often fail to complete the same and tend to change ETA frequently and I being PM faces difficult situation to explain on missed deadlines. Though, I regularly keep them posted about upcoming target date, they commit on doing the same but ultimately turn later that they couldn't complete it and hesitant on giving new target date.
1. These heads report directly to CEO and they are top line of hierarchy
2. Should I inform client about truth or should I take blame on not delivering deliverable on time
3. How do I manage person rather group, who are senior most in terms of hierarchy and rather I don't have escalation point Saving Changes...
Firstly, missing deadlines for any reason is a project risk - and this needs to be reviewed and called out in the risk register.
Given that you have client-facing projects, this needs to be explicit in an internal risk register but also presented at a high-level in the external risk register.
With every missed deadline, the probability of the risk for future instances increases - as does the deviation from the targeted completion date of the project.
Since these managers are the subjects of these risks, every risk review should be published to them as well. So the risk should be worded in an impersonal manner targeting only the missed deadline aspect (and should not be aimed at any one senior member).
Will this resolve the issue? Probably not. But what it does is that it shows that you, as the PM, are on top of the project - on track for the aspects you can control and evaluating consequences of those aspects you can't. Saving Changes...
George MonnatTechnical Delivery Manager| Kapsch TrafficCom North AmericaAustin, Tx, United States
Karan, I think the risk register is the perfect response.
Two jobs ago, my boss (CEO) had a black hole as his email inbox and a bad case of ADD-fueled procrastination. It can definitely get frustrating. It was a tiny company, so I had the freedom to handle it directly and daily. Saving Changes...
Muneer Ahmed SoomroBusiness Systems Analyst| MCB Bank LimitedLahore, Punjab, Pakistan
I also agree with Kiran Shah suggestion. Saving Changes...
Adding to Karan from my point of view, make them clearly THE OWNER OF THE RISK. Floating around will cost your job, weekly report highlight the risk impact of delay and make it clear the overall impact.
I cannot really judge or breach theory here, because I am sure it is a hard situation. Saving Changes...
This is why I say that a very clear decision map needs to be created at the start of the project for key decisions and deadlines. Treat it like a milestone timeline:
Deliverable X on Y date requires Z's signature.
Make this decision map transparent to all relevant stakeholders. Outline the risks/impact of the decision not being made. Send the reminder for the decision or deadline in advance. In your case, senior people agreeing to a date would not fall into your original decision/deadline decision map, so there is accountability on their behalf. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Trying to follow an schedule at actitities detail has no sense. My recommendation is: each organization has a risk limit from where they are in danger to loss money or any other type of thing. Use it to control duration and publish the impacts. When you are close to that limit at work package duration estimate the impact and publish them scaling the risk at high level possible just in case there is no reaction. Saving Changes...
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