I am currently working as a interim Project Manager on a large global programme. I have one DR and work within a team of 4 people, inclusive. Within the team I have significantly more subject matter expertise than the other team members due to prior experience. This enables me significant autonomy and also a significant say in how the project is run.
My boss is completely new to the subject matter and also to project work. As a consequence, he is very hands-off and has displayed minimal levels of interest in this high visibility project. To date, this has enabled me to take on more responsibility and develop skills I otherwise would have not been gained exposure to, however on the other hand it provides complications when I need support on 'sticking points'. Finally I find my boss a rather sparse communicator which is the complete opposite to me!
After struggling with senior support for months I managed to convince my boss to hire an additional experienced resource to assist him and ultimately the project.
The specific challenges I encounter with my boss are:
- When I escalate issues, often with a specific action plan (ie can you please call Bob to discuss such and such) he does not commit to anything and the majority of the time does not assist.
- A low level of communication and sharing of information pertinent to my role.
- He constantly paints a rosy picture to the PMO although this is frequently inaccurate.
- He displays a very low level of interest and dedication to the project.
When I have given feedback in the past he has taken this rather personally and he has not demonstrated any willingness to an open member of the team. My preference would be to communicate these difficulties and find a solution, however history suggest this is not the way forward!
Any advice would be gratefully received.
I am worried about a few things
There are many aspects to project management. Expertise is certainly important, but it is not the only dynamic that moves a project forward. You sound like an intelligent and competent individual. Listen to the "managing your boss" podcasts. They will light the way to more effective behaviors that will result in more of what you want to happen.
Some key phrases in your summary concern me. Your boss in a nutshell is a person of few words that takes offense when you give him feedback. He is slow to respond to your requests for assistance. You have a lot of experience on this type of project and he doesn't.
This leads me to believe that maybe you are not being favorably viewed by your boss in all of this. I am assuming that the person that you identify as your boss has the power to mess with your work life in a major way. If it were me I would tone down all types of communication verbally with him. He doesn't communicate verbally. You will need to observe and examine how he does communicate and vary your strategies to accommodate him. Some bosses value communication, some do not. But not many appreciate feedback, and even less so someone escalating to an "action plan". Action plans don't roll uphill.
Finally, because his behaviors are so opposite yours, you may be misinterpreting the level of interest and dedication that he has to the project. If he didn't care then he would not be struggling to paint a rosy picture to his boss. Please take the time to recognize that HIS success is YOUR success.
Janet
You're the expert - but he's the BOSS...
I want to second Janet's excellent advice (and compliment her posting style!).
Additionally, you wrote:
"Within the team I have significantly more subject matter expertise than the other team members due to prior experience. This enables me significant autonomy and also a significant say in how the project is run."
I don't question the depth of your expertise - but I question how you seem to be "applying it" - are you acting autonomously at the expense of team success? If the project will ultimately require the team (and be judged by the organization as a TEAM success or a TEAM failure), then the autonomy your assumed you've earned may actually be undercutting the team in the eyes of your manager.
And having experience does NOT enable you to have a significant say in how the project is run. Sure, it provides you with invaluable insight and experience. But only the organization's hierarchy (in this case, your boss) can actually give you significant say in how the project is run. Like or not, that's "political" authority awarded by the organization, not something you can give yourself because of your experience.
You're working in a web of relationships: others on the project, your direct report, your boss. It is unlikely that YOU will succeed while the others fail.