In the past two years I’ve had an opportunity to be a project team member rather than managing the project team. Not by design but certainly a positive move. It provided a new perspective of the project manager role, how an independent review can add value, the criticality of the project manager, technical lead and business analyst relationship and what it is like to participate as a team member. This opportunity was humbling and increased my respect and gratitude for strong team members while giving me insight into how I, as the project manager, can enhance their experience by serving as a leader of the project through facilitating competent project team member.
When the opportunity to be a Quality Assurance Engineer for projects presented itself I thought “Why in the world would I want to do that”? I hadn’t performed that type of role and didn’t know if it would be fulfilling or enhance my career. After taking some time to think it through I saw it as a way to rediscover participating on a project rather than managing the effort. It would free me to explore the world of project management from a different perspective. I’d mentored and coached project managers from a program manager and direct manager position and saw this role as an independent peer review of project activity as part of the project team. I decided to make the move. This was a way to mentor and coach project managers in the specific areas of methodology tailoring, risk and issue management and stakeholder management.
Having managed Programs/Portfolios, developed Program Offices and been an IT Executive I thought of this as a step down. I’m sure that is how it is seen by many professionals. It wasn’t long before I concluded that it was a perpendicular move rather than a step down. I spent my time working with the IT Stakeholder and the Project Manager managing the project management process. Gate reviews were enhanced and I added a different level of value than I might have as the Program Manager, the Project Manager or the manager of the Project Manager. My value was in the relationship with the IT Stakeholder as an independent project consultant.
Now that I’m managing projects again I have an opportunity for a makeover. I recognize changes in my project management style. My role with IT Stakeholders has changed and my role as a team member is what I’ve come to enjoy the most. What has been confirmed most is the relationship between the competence of all team members and the successful delivery of the project.
While I have to be able to answer questions on overall project health and am accountable for the delivery of the solution, I cannot make up for poor performance. My responsibility is to ensure poor performance is identified, eliminated or project adjustments are made. Just as I would change expectations or fire someone for poor performance in my personal life, my responsibility is to facilitate the resolution of performance issues, not make up for them by trying to play a role other than project manager.
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