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Make sure you document it over and over- email, slack, meeting notes, etc. Develop a risk tracker. Make sure the account person is aware so the client isn’t blindsided at any point. Do all your due diligence so no one can point a finger at you.
Also- have a contingency plan ready so the whole project isn’t blown to shreds. Generally, people start listening once you prove your value and that you can help provide solutions. Not always, but definitely helps.
Like others have said def would suggest documenting these things as much as possible via slack, email, notes but also a risk log.
Also would notify your discipline lead and any other discipline leads of what’s going on. If it was me I’d approach it with the sentiment: “hey this thing is happening, here are the actions I’ve taken so far and here are the other actions I plan to take to mitigate risk, do you have any other suggestions?” And just keep it moving.
One of the best lessons I am continuing to work on and thoroughly learn is: we can’t make anyone do or not do their activities. We can only simply provide guidance, feedback and try to provide rigor around the project. Everything else is up to everyone else.
Just have your recs on paper to CYA but unless these bad decisions ladder up to you, and it sounds like they don't, it's not really your problem and you may not even be aligned on your boss's priorities.
As others have said, document everything and let your discipline lead/account people know, but I'd also try to find the reason why they're ignoring you. Are you new to this team? If yes, it might just take some time. If not, there might be a larger problem there and it's probably at least in part on you.
I'd try doing regular retrospectives (weekly or bi-weekly) to gain more insight into what their thinking is and show them clearly where and why things are falling apart.
Document document document! Even if it’s “not your problem” because the problem doesn’t ladder up to you, it is your job to try and manage issues/problems. Continue to bring it up to the Account Director and CD, let them know your concerns. Come review time, you want the comments to be you try to alleviate problems, provide options and solutions, escalate appropriately NOT doesn’t help the team or offers no value.