WHO is (really) driving this project?
Today I want to share a powerful & simple thought. Or perhaps its more of a warning, or even better, let´s call it a tip. Thus, behold: Dear Project Manager, check out your current endeavor(s) and ask yourself: who is driving this project? No, stop there, I mean the question: Who is actually driving the project? Is it really the PM, as it is supposed to be? Or could it be that in reality another stakeholder has seized control? Those are actually tricky questions, lets talk briefly about them.
For starters, the default answer to the question is “I, the PM”. Default because that is what the PM was appointed for in the first place. I mean, “Manager” is in the title, isn´t it? But that´s just in theory. That may be the case (and all good thus), but chances are that for a variety of reasons and circumstances that exceed the scope of this short article, a good chunk of the project Control & Authority may have shifted to someone else. It may be the Customer, a Vendor/Supplier, a Governance Body, the Sponsor, a Consultant, a Project Team Member, a Governmental entity, a Legal Partner, a PMO Rep? Someone else? Or even perhaps no-one, and therefore the project is flying in an “auto-pilot”, “at the hands of God” basis? Even a combination of the aforementioned is possible. Regardless, the point is: as a PM, we should continuously inquire ourselves who is the actual “pilot” driving the project, no matter its stage.
The answer may surprise ourselves and not in a happy way. But information is power and self-awareness is vital. Once we understand who is actually behind the wheel, we need to make a series of secondary questions. Example: Is this the right thing at the current time? If not, who should that be – me? For how long has this been going on? Why did it happen in the first place? Has magical-thinking been implied? What about assumptions? Is there some type of bias in my perspective? Are there cultural aspects to consider? How about the overall PMO, Governance, Program, Portfolio perspective? Strategy and stratagems involved? Which is the correct way to seize back the authority, assuming that is the correct thing to do now? How does that authority grasp occur: gradually, immediately? What is the correct control / authority / accountability / decisions split across stakeholders? Should & could this happen again in the future at some stage? Should this be escalated or consulted with someone, eg, the Sponsor? Those are serious queries which demand careful analysis; the outcomes could potentially impact the success of the PM and the project. An actual plan may be required for a correct remediation , including a design and an implementation. Those are strategical, “existential” questions for a PM.
All that said, of course I am not implying that a PMs is supposed to have dictatorship-like power over the project: there are layers and layers of authority, governance, decision and perspective. Still, if the role is held accountable in some degree to the project actual results then a reasonable level of control has to be assigned to it. If that is not the case, then both the organization and the PM are deceiving themselves, and that is a dangerous game that often leads to negative results to both parties… and to the project per-se.
Alas! In conclusion, questions are always our allies. Let me finish by quoting “The Bard of Avon”: “To be or not to be, that is the question”.
Cheers,
Fernando
Photo by Kristopher Allison on Unsplash
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