It’s never easy coming into a project when it’s already underway because there are normally two reasons why a project manager is being engaged late on a project:
1. Taking over from an existing project manager.
2. The role of project manager was underestimated and there’s a backlog of issues and challenges that are unresolved.
Both situations can be quite stressful and the best way to add the most value and foster a smooth transition in both cases is:
a) Step back from the project and all information from the stakeholders to analyse what’s not working on the project. This isn’t a focus on the specific issues but more the dynamics of how the project is running and being managed. It doesn’t matter who manages the project if the underlying dynamics are not right because the same outcomes will keep happening.
Normally the issues are around poor communication and collaboration, blurred lines between scopes and stakeholders not being responsible for their contractual obligations.
b) Change the paradigm— once you’ve identified the underlying issues you can change the paradigm. If poor communication is the problem, change it by being the person in charge of comms on the project and connecting everyone. If it’s someone not fulfilling their contractual obligations you can be the leader who takes action, makes the big call and swaps that person out.
Matt Grbcic, Founder MG Group
