In this week’s learning, you were introduced to the project manager and the project team.
You are an independent Project Manager (PM) who has just been hired to turn around a failing project that the functional manager was charged with. The project team reports to the functional manager. It is your first week on the job.
Respond to the following prompt in a minimum of 175 words:
As the new PM, what are the first 3 actions you will take to ensure the project’s success?
Discuss what type of power and negotiation type those actions suggest and if you have any suggestions to improve chances of success.
Respond back to two classmates
1st response – The first three actions I would take if I were hired to turn around a failing project are as follows:
Gather a situation report by meeting with the functional manager, key project team members, the prime contractor, and the project owner. I would meet with the functional manager to get the status of the project timeline, budget, any pending change orders, and outstanding project deliverables. I’d also want the functional manager’s opinion on why the project is in its current state. For instance, are there unexpected supply chain issues that are causing delays? Is the project owner requesting changes that are causing scope creep? Also, it’s important to note that since I would have to continue working with the functional manager I would approach this meeting in a tone of passing the baton, rather than blaming them for the project problems. Next, I would meet with key project team members in one-on-one meetings to get to know them and to determine if roles need to be adjusted or staff replaced. I would also seek their input regarding project issues. I would meet with the prime contractor to discuss any bottleneck situations, material lead times, change order requests, etc. I would meet with the project owner and/or the executive sponsor to hear their concerns, garner support, and confirm their priorities and expectations.
Replace any team members who are not a good match for this project. These individuals would be identified through the meeting with the functional manager and my assessment of them during our one-on-one meetings. Hopefully, they could return to their primary job role and not have to be terminated.
Create a new project schedule which would include critical milestones, a project budget update with progress payments outlined, and project deliverables, so all parties understand what a finished project looks like. I would continue to monitor and update the schedule as necessary to ensure the successful completion of the project.
As a new project manager, I would depend on referent power through my relationship and support from the project owner and/or the executive sponsor. I would use a win-win negotiation style so that all parties benefit from their role in the project. I would rely on my strengths as a project manager to increase my chances of completing the project successfully. These include my organizational skills, attention to detail, effective communication, and sheer tenacity.
2nd Response – As the new Project Manager (PM) taking over a failing project, my first priority would be to assess the current situation and establish a solid foundation for success. Here are the first three actions I would take:
Conduct a thorough project audit: I would review all project documentation, including the scope, schedule, budget, and risk management plans, to identify any gaps or areas of concern. This audit will provide insight into the project’s current status, including its strengths and weaknesses, and help me understand the reasons behind its failure.
Meet with the project team: Building rapport with the project team is crucial for gaining their trust and understanding their perspectives on the project’s challenges. I would hold individual meetings with team members to discuss their roles, responsibilities, and concerns, and solicit their input on potential solutions. This collaborative approach fosters a sense of ownership and commitment among team members, enhancing their motivation and productivity.
Develop a turnaround strategy: Based on the findings from the project audit and team meetings, I would formulate a comprehensive turnaround strategy outlining specific actions to address the project’s issues and restore its trajectory toward success. This strategy should include clear objectives, milestones, and deadlines, as well as mechanisms for monitoring progress and addressing any emerging issues promptly.
These actions suggest a combination of legitimate power, derived from my authority as the appointed PM, and expert power, based on my knowledge and experience in project management. In terms of negotiation type, these actions primarily involve integrative negotiation, focusing on problem-solving and collaboration to achieve mutually beneficial outcomes.
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