Submitted by ScooterWard on
in
Forums
I've inherited a very poorly manage project.
The unfortunate piece is that it was managed by my manager. So while I cannot go to him and say that this is a bad project what I need to do is get the project in order. Unfortunately, the team is not receptive to having regular status calls being held to timelines or anything like that and this is a major project that is very important to the organization. While I know that work is getting done I do not have purview into the depths of the work nor do I know The critical factors of who is doing what by when. Instead the disperate development groups are just talking amongst themselves and leaving the project manager out until of course upper management has a question/problem.
Are there any pieces of information or guidance or advice that anyone in this community can give me as to how to set up regular meetings hold people accountable and get the work done and when the respect of my team? I have had great success in the past implementing all of Horstans' project management laws but in this instance maybe because I Vame in 60% through the project, it is just been very very difficult to get the team to turn the tide.
-Need a Breakthrough
If it is truly that major and that important to the organization
... request the top executive sponsor come in, relaunch the project, and introduce you as the project manager. Then you both make it very clear that you will provide regular status to the executive sponsor, who will mobilize appropriate responses to poor performance. Some people might have to get reassigned before folks realize this isn't the old project any longer.