When we designate a hands-on project manager, we're usually hoping to save money by having one person in two roles. The hands-on project manager is supposed to both manage the project and personally carry out part of the work. For small, low-risk projects, it probably works well, most of the time.
And then there are the other times.
The arrangement places the project at elevated risk, both for structural reasons and because of the conflicts of interest inherent in the role.
- Schedule collisions
- Project managers devise, negotiate, defend, explain, and adjust project schedules, but they can't control unanticipated events. Situations that demand the full attention of the project manager can collide with the parts of the schedule that demand the full attention of the same person as a team contributor.
- Conflict of love or fascination
- Sometimes, hands-on project managers have a love for or fascination with particular subsets of the project's work. Hands-on project managers tend to assign that work to themselves, independent of whether or not that assignment is a sound project management decision. Some will even contort the project schedule to make this assignment possible.
- At times when the project management work isn't fun, the hands-on project manager is often tempted to retreat to the hands-on part of the role, and when the hands-on part isn't going well, the hands-on project manager might retreat to the project management part of the role. Sadly, the right choice is usually exactly the opposite behavior.
- Teammate risk
- A special risk appears when the road gets so rocky that the hands-on project manager must ask for extra effort from the team. Unless everyone believes that the hands-on project manager bears a fair share of the extra load, some might experience resentment, because the hands-on project manager has a conflict of interest. The result can stress the team and its relationships.
- Financial conflicts
- The possibility Usually, hands-on project managers
have a love for or fascination
with particular subsets
of the project's workof savings from the hands-on project manager role sometimes biases those who decide whether or not a project will have a hands-on project manager. The bias likely arises from underestimating the risks of the combined role compared to a structure with a separation of the roles.
One factor that makes the device of hands-on project manager so tempting to sponsors and managers is the small size of the projects in which it's usually employed. According to this argument, even in the worst case, the downside for the organization is limited, because the project is so small.
But the small size of the project might not provide much protection. For instance, larger projects with big impact might depend on the success of one little project. Or the dependent projects might themselves be small, but the impact of their deliverables on the organization might be considerable. In assessing these risks, it's not the size of the project that matters — it's the size of the consequences. To think otherwise is risky. Top Next Issue
This article is based on an excerpt from my ebook How to Spot a Troubled Project Before the Trouble Starts, which has much more about the factors that put projects at risk.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just USD 19.95. Order Now! .
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More articles on Project Management:
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- How to Get Out of Firefighting Mode: II
- We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem,
and the new problem makes it impossible to use the solution we thought we had for some third problem
we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.