On a project where Consultant is acting like an SM, not in PMO role but a support staff. Asking status to everyone, playing off different people that they are working on xyz which I doubted. Recently, during colocation I witnessed they are not really working on other things. Professionally questionable behavior with another Manager who protects them. Strong bias from PPMD towards this individual. Thinking of leaving the project as I find this environment toxic. Thoughts?

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Posting as :
works at
You are currently posting as works at

Get off my ass and get back to work.

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As you command sir/madam

Listen there are roles on every project. Typically they are staffed by rank as we can consistently expect a level of quality however rank does not mean a guaranteed role profile. Sounds like this team has a dynamic and I would caution you against balking it. It will take time but get to know them and help them recognize where you add value best.

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This is a possibility.

The SM or M does not have to do project management and have delegates this to the consultant. The consultant probably is a good PM and have good upward management skills. The SM likes the comfort level and honestly they get from this C.

You just need to respect the delegated authority. Your level compared to them is irrelevant in this case.

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I would just confirm the role of the Consultant with the manager over email. If they say, they have been delegated Manager authority, then you know for sure.

Not sure I understand the issue. Certainly wouldn’t call it toxic.

How is your performance? What are you doing to get noticed?

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I'm not following, why can't you provide them feedback without PPMD presence?

What’s toxic about it exactly?

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The only material problem you've mentioned so far is that the Consultant has been behind on some deliverables, however, if this is known, and the engagment lead isn't unhappy about it, then it must not be a meaningful problem.

It sounds like you just don't like how things are run, even if everyone else seems more or less happy with the setup. In that case, yes, leave for a different engagement.

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Yes, being behind on deloverables is technically a problem as i acknowledged in my post, but the key is that it is not a big enough problem to draw the ire of the engagement manager or other teammates. Not all deliverable misses are equal, and that sounds like the case here. Think molehill, not mountain. That the behavior isn't being addressed by the EM is a separate problem, but one that OP may not have much visibility into, since that address should happen 1:1, not publicly.

I’ve played this role on row mega projects when I was a C ( now sc up for m ) - there isn’t anything toxic about this except protecting your fragile ego; we’re all one team and should be supporting each other. Asking for status isn’t crazy and they’re probably using this information to help them connect dots for senior leadership.

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You’re the manager tell this consultant to stay in their lane

It’s even worse when it’s a fresh analyst who doesn’t do their work but tries to manage everyone when it’s not their role. If the person you’re referring to is a high performer and on top of their game, doing stuff above level, it probably doesn’t matter as much; but it’s ridiculous if they’re asking for status from people while not doing their job

And this affects you how again?

The M who has direct oversight of work i super friendly to them

Mind your own business

I get how it’s toxic because others will have to pick up the ball when that person drops it, and that person will still be glorified and praised as if they are a top performer while others are overlooked. Whatever you do, do NOT stay silent. Speak to your engagement manager about how you feel. If that doesn’t change anything get off of the project or rotate.

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