Wow - I desperately needed this 3 weeks ago! But it's very heartening to watch now and realise that I've managed to do most of these things in a roundabout way. I will definitely squirrel this away for next time - because, let's be honest, there will be a next time!
If you get good at managing projects, someday, somebody will hand you a project that someone else has started. And, usually, there will be problems. That's the price of being good at your craft, I suppose!
Really great. I'm feeling more confident about taking over the project I've been tasked with. The only question I have is about how to work with the previous project leader? They have been demoted and will be working to me - I've been asked to delegate things to them. What's the best way to handle that first meeting with them? And, how should I address that with my new team?
Thank you for your comments and it's great to hear you have had a bump and you're feeling more confident about it. Your question is very pertinent - and it happened to me. At the client's request, my firm stepped down the PM and gave me the role, but we needed him to stay on - in a technical role. All I can suggest is that you consider what I did and whether it will be appropriate for you: 1. I had a sit down meeting with him - informal setting - in which I owned up to the awkwardness and asked him how he felt 2. I made a big play of how much I needed his co-operation (since he knew that), but how determined I was to serve our client (ie deliver the project) as my first priority 3. I acknowledged his technical expertise and deep experienced and made the point (true) that the client still valued and needed that - as did I 4. I also pointed out that my expertise was in PM, so by taking that on, he could focus on his area of expertise 5. And, I gave him pretty much complete control over delivering technical advice in hi area Interestingly, my main problem was not with him. Initially, another team member at the same nominal grade as him (and therefore senior to me) was the main issue. Because he felt that he should have been next in line - missing the reason why I had been requested as PM. It took several coffee and chat sessions to bring him on board. I gave him a major workstream to lead and placed him with a senior business owner. My mid-term approach was to wind-down the roles of these two people and move in alternates. But early on, I did bring in new team members at junior levels, so I had people for whom I was clearly: - senior to them, and - a sponsor for the next stage of their careers. These people, therefore, were grateful and supported my role. 20 years later, I am still in touch with several of them - some see me as having launched their careers. Long story short: Firm but honest approach and aim to substitute when possible.
Hi Mike, I'm a little confused by this one 3:50 how can you change governance procedures? Please may I ask for an example? I feel like senior management would ignore you if this is how they've always done it.
Always work to fix what's not working. The most likely reason governance is not working, frankly, is poor behaviors at a Project Board or Steering Group. The fix may be better procedures, improved chairing, or changing the make-up of the group. This may to be easy to achieve, but you have a window of opportunity when the Sponsor has brought you in to fix a problem. So, work with them and their authority and enthusiasm, to make changes.
There's a lot in here, so I'll give an example. Project Steering Group members may have: - insufficient skills or confidence to make timely decisions - a personality that leads to over-focus on little details - or a reluctance to look at important details - they may focus on their own narrow, sectional interests, rather than the wider impact of the project It turns out that most Steering Groups are made up of humans, with the full range of failings!
@@Onlinepmcourses This is my issue, how do you get people above you to change their ways, focus on the key issues and put their egos aside... I appreciate that this is a communication skill so it takes a lot of experience to understand how to change their perceptions. As a (hopefully soon) new PM this is how I'm thinking to tackle this: 1. Read books on leadership (I've started Captivate by V. Edwards) so that I can start thinking about how to negotiate and persuade people. May I ask if you have any suggestions on such books for communication? 2. Write down how going about it from their view will cause issues for the project and propose solutions that mitigate such issues (e.g. they focus on the code/process-specific problems but they don't see how the project could be hindered by failures in other areas - so a failure in the company's IT system would mean the code they are producing is lost if there's no back up in place, or other processes could delay the project and mean we don't hit the deadline. What are your thoughts on this approach and may I ask what your process would be to actually get their buy-in to change their governance methods?
@@king0vdarkness Wow. There's a lot here and it would take to long and too much space to give full answers in the comments. So, below, I ill link you to some articles that will help you.
These are written about sponsors but apply largely to any senior person in the project governance structure: Do You Know What your Project Sponsor Wants? onlinepmcourses.com/what-your-project-sponsor-wants/ Top Eight Approaches to Positively Engage Your Project Sponsor onlinepmcourses.com/top-eight-approaches-to-positively-engage-your-project-sponsor/ Building a Working Relationship with Your Project Sponsor - With Jonathan Norman | Video onlinepmcourses.com/building-a-working-relationship-with-your-project-sponsor-with-jonathan-norman-video/ Working with Your Project Sponsor: 5 Tips | Video onlinepmcourses.com/working-with-your-project-sponsor-5-tips-video/ How to Handle a Difficult Project Sponsor: [7 Different Types] onlinepmcourses.com/difficult-project-sponsor-7-different-types/ Rogue Project Sponsor: What to Do when Sponsorship goes Bad onlinepmcourses.com/rogue-project-sponsor/
For books for you, I recommend: Influencer: The New Science of Leading Change geni.us/3nBJM Influence: Science and Practice: Robert Cialdini geni.us/DIX0kFL Dealing with Difficult People: How to deal with nasty customers, demanding bosses and uncooperative colleagues geni.us/uaBEjq The New Leaders: Transforming the Art of Leadership geni.us/5ziIw Note these are affiliated, if you buy through the link you will support the channel. I own and have read all of these and paid for them all in full with my own money.
![How to Rescue the Problem Project [SAVE YOUR FAILING PROJECT]](http://i.ytimg.com/vi/yl8SMYK5adM/mqdefault.jpg)
Wow - I desperately needed this 3 weeks ago! But it's very heartening to watch now and realise that I've managed to do most of these things in a roundabout way. I will definitely squirrel this away for next time - because, let's be honest, there will be a next time!
Oh yes... There will be a next time. But I hope things work out well with your recent takeover!
If you get good at managing projects, someday, somebody will hand you a project that someone else has started. And, usually, there will be problems. That's the price of being good at your craft, I suppose!
☤
Brilliantly put, there is no escaping having to take over an existing project in your career.
Indeed. The better you get, the more you'll be called on for the edge cases!
This is fantastic Mike! Thanks so much
Thanks Paul, you're very welcome!
Fantastic video, ties in well with a lot going on in my life at the moment............ Thanks.
You're welcome Craig. Good luck with whatever challenges you're facing!
Really great. I'm feeling more confident about taking over the project I've been tasked with. The only question I have is about how to work with the previous project leader? They have been demoted and will be working to me - I've been asked to delegate things to them. What's the best way to handle that first meeting with them? And, how should I address that with my new team?
Thank you for your comments and it's great to hear you have had a bump and you're feeling more confident about it.
Your question is very pertinent - and it happened to me.
At the client's request, my firm stepped down the PM and gave me the role, but we needed him to stay on - in a technical role. All I can suggest is that you consider what I did and whether it will be appropriate for you:
1. I had a sit down meeting with him - informal setting - in which I owned up to the awkwardness and asked him how he felt
2. I made a big play of how much I needed his co-operation (since he knew that), but how determined I was to serve our client (ie deliver the project) as my first priority
3. I acknowledged his technical expertise and deep experienced and made the point (true) that the client still valued and needed that - as did I
4. I also pointed out that my expertise was in PM, so by taking that on, he could focus on his area of expertise
5. And, I gave him pretty much complete control over delivering technical advice in hi area
Interestingly, my main problem was not with him. Initially, another team member at the same nominal grade as him (and therefore senior to me) was the main issue. Because he felt that he should have been next in line - missing the reason why I had been requested as PM. It took several coffee and chat sessions to bring him on board. I gave him a major workstream to lead and placed him with a senior business owner.
My mid-term approach was to wind-down the roles of these two people and move in alternates. But early on, I did bring in new team members at junior levels, so I had people for whom I was clearly:
- senior to them, and
- a sponsor for the next stage of their careers.
These people, therefore, were grateful and supported my role.
20 years later, I am still in touch with several of them - some see me as having launched their careers.
Long story short: Firm but honest approach and aim to substitute when possible.
Hi Mike, I'm a little confused by this one 3:50 how can you change governance procedures? Please may I ask for an example? I feel like senior management would ignore you if this is how they've always done it.
Always work to fix what's not working. The most likely reason governance is not working, frankly, is poor behaviors at a Project Board or Steering Group. The fix may be better procedures, improved chairing, or changing the make-up of the group. This may to be easy to achieve, but you have a window of opportunity when the Sponsor has brought you in to fix a problem. So, work with them and their authority and enthusiasm, to make changes.
4:02 Also, please may I ask how the skills and personalities of the people involved affect governance?
There's a lot in here, so I'll give an example. Project Steering Group members may have:
- insufficient skills or confidence to make timely decisions
- a personality that leads to over-focus on little details
- or a reluctance to look at important details
- they may focus on their own narrow, sectional interests, rather than the wider impact of the project
It turns out that most Steering Groups are made up of humans, with the full range of failings!
@@Onlinepmcourses This is my issue, how do you get people above you to change their ways, focus on the key issues and put their egos aside... I appreciate that this is a communication skill so it takes a lot of experience to understand how to change their perceptions. As a (hopefully soon) new PM this is how I'm thinking to tackle this:
1. Read books on leadership (I've started Captivate by V. Edwards) so that I can start thinking about how to negotiate and persuade people. May I ask if you have any suggestions on such books for communication?
2. Write down how going about it from their view will cause issues for the project and propose solutions that mitigate such issues (e.g. they focus on the code/process-specific problems but they don't see how the project could be hindered by failures in other areas - so a failure in the company's IT system would mean the code they are producing is lost if there's no back up in place, or other processes could delay the project and mean we don't hit the deadline.
What are your thoughts on this approach and may I ask what your process would be to actually get their buy-in to change their governance methods?
@@king0vdarkness Wow. There's a lot here and it would take to long and too much space to give full answers in the comments. So, below, I ill link you to some articles that will help you.
These are written about sponsors but apply largely to any senior person in the project governance structure:
Do You Know What your Project Sponsor Wants?
onlinepmcourses.com/what-your-project-sponsor-wants/
Top Eight Approaches to Positively Engage Your Project Sponsor
onlinepmcourses.com/top-eight-approaches-to-positively-engage-your-project-sponsor/
Building a Working Relationship with Your Project Sponsor - With Jonathan Norman | Video
onlinepmcourses.com/building-a-working-relationship-with-your-project-sponsor-with-jonathan-norman-video/
Working with Your Project Sponsor: 5 Tips | Video
onlinepmcourses.com/working-with-your-project-sponsor-5-tips-video/
How to Handle a Difficult Project Sponsor: [7 Different Types]
onlinepmcourses.com/difficult-project-sponsor-7-different-types/
Rogue Project Sponsor: What to Do when Sponsorship goes Bad
onlinepmcourses.com/rogue-project-sponsor/
For books for you, I recommend:
Influencer: The New Science of Leading Change
geni.us/3nBJM
Influence: Science and Practice: Robert Cialdini
geni.us/DIX0kFL
Dealing with Difficult People: How to deal with nasty customers, demanding bosses and uncooperative colleagues
geni.us/uaBEjq
The New Leaders: Transforming the Art of Leadership
geni.us/5ziIw
Note these are affiliated, if you buy through the link you will support the channel. I own and have read all of these and paid for them all in full with my own money.