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Set accountability via time bound objectives (in scope, out of scope, reach) to tasks/sub tasks within a project with clear mutually agreed ownership. Collectively agree on said time boxing and run the timeline accordingly
This is a PM with a lot of PM experience. They are director level+ but they want to try to control all the details for getting something done. This leads to a very messy strategy (this has happened 2-3 times already) and a messy way of actually handling execution.
I agree with the guidance of a candid conversation but I would engage the PM to define what they think they should do about it. Since the PM has director experience they can handle difficult truths. Frame the issue with full clarity and be prepared to ask many questions to assist the PM in defining what they feel is a satisfactory approach. If you agree then make it a real agreement between the two of you and check in often. Since they are a dir they had better not need direct mentoring (directed guidance about what to do), coaching (assisting them with uncovering their own solutions and structuring accountability) should be sufficient.
Well what’s your PM’s background? Is he/she from the business side? I have faced this problem with new PM’s on large Agile transformation programs coming from the operations side and trying to be the PO for engineering teams..they should define the why but often times get into estimation and the ‘How’ side of things causing havoc…
This is very unfortunate, but this is something that can be taken care of. First of all, Don’t Let it Affect Your Work. Always try to stay one step ahead and set your boundaries. Focus on your work and try to act as a leader.
I feel your pain! I hope management has been made aware. If not, I'd speak up. But that's just me. My company is pretty transparent and my manager appreciates feedback of that sort.