Does the Project Manager Drive or Just Steer?
Posted by Brad EgelandSounds like an odd concept, doesn’t it? But seriously, does the project manager drive or just steer? Are they the ‘straw that stirs the drink’ (as Reggie Jackson of the NY Yankees and Darryl Strawberry of the NY Mets used to say about themselves)? Or are they merely someone who lets others lead while they help steer the project toward a successful conclusion?
The Alternatives
In some organizations, overbearing PMO Directors want ultimate control over the portfolio of projects – even to the point of participating in all visible, critical projects on at least the status meeting level. I’m not of the opinion that PMO Directors should actually be leading many, if any, projects themselves – they should be concerned with the PMO, the overall portfolio of projects and the processes that make the PMO and the organization successful. But clearly the PMO Director who insists on participating in every visible project’s status meeting and kickoff sessions just needs more to do…they must have too much time on their hands or their responsibilities have not been clearly defined to them.
In other organizations, I’ve seen other managers have major control over a project. This most often happens on software projects where the software development manager – or possibly the tech lead – ends up with ultimate control of the project. This can happen for two reasons:
- Company policy or general practices dictate this
- Because the project manager lacks the authority, confidence or leadership ability to maintain control of his/her own project
The PM Must Take the Lead
Obviously, I’m of the opinion that the project manager is the straw that stirs the drink. The customer expects there to be one central leader on the delivery team side and customer confidence is usually much higher if that leader – that central point-of-contact – is the same individual who produces the status report, manages the budget, leads the status meeting, kicks off the project, handles the scope management and leads the delivery resources. That person needs to be the project manager. It’s what the customer expects and it’s what they should be allowed to expect.
Many of the projects I’ve been called in to fix or re-set customer expectations on or take over because customer confidence has been lost have been projects that were being led either by a business analyst acting in a dual role, a developer acting in a dual role or a project manager with little to no customer handling experience.
BAs and developers have enough on their plate without asking them to also be the organization’s main face to the customer and lead meetings and handle the normal daily project management communication and deliverables that every customer should expect. They have critical jobs to do and usually excel when they’re not interfered with and expected to lead the project.
Summary
The customer expects and strong leader on the delivery side and in order to maintain customer confidence and satisfaction, it is critical – especially on highly visible projects and projects with tight schedules and budgets. On these projects, the role of the project manager and the tasks that they perform are even more critical and should not be passed on to another manager or a talented resource on the team who is also expected to develop requirements and the ultimate solution. The project manager needs to be that straw that stirs the drink. They must be the one driving.
Related posts:
Alex Verboon says:
good article.
Thanks
Brad Egeland says:
Alex – Thanks! It’s probably an obvious statement, but some organizations still don’t see it that way. There are directors and managers out there working in the wrong role and not allowing PMs to have the level of control they need to be successful. And likewise, there are PMs out there who want that or allow that and that’s not right either.
Gabriel Blanc-Laine says:
The PM stirs the drink, I agree with you on that. But the real question is the following: “How much are the project managers really empowered by their organization? It is too often like the situation in sports. When the team wins, the players are great. When the team fails, it is because of the coach.
The project manager should take the wheel, but they should be strongly supported by the management to do so, including enlisting the PM in defining key metrics in the early phases (budget, time lines, resources, etc.).
Then everything should be properly recorded, then monitored, and the players should be made accountable. Too easy to only blame the project manager.
Brad Egeland says:
Gabriel-
Very good point. As a PM, I have to admit I’ve been frustrated myself and for others when I see applause for successful projects go to the technical team and condemnation fall on the PM when the customer complains or some aspect of the project goes poorly. Your analogy to the coach in sports is dead-on. And that’s unfortunate.
I believe the PM is the one with the target on them…just like the coach…and often can’t fault management for coming down on the PM. But rarely is the PM the one on the praise side..at least that’s not what I’ve witnessed.
In reality, the team should be a team and not all blame or praise should go to one or two individuals….it should be shared to a degree.
Thanks for commenting.
Glenn Deles says:
Project Managers are navigators. We plan, measure progress to the plan and adjust accordingly.
The navigator role is distint from the other roles on the ship( unless it is a small ship an you wear many hats). The Captain (sponsor) chooses the destination and cargo. The helmsman and crew actual man the tiller and sails. A good captain hires a good navigator and makes sure he and every one else listens to the navigator.
Alas every one wants to play with the sextant and nobody belives there are rocky shoals.