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
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 . Order Now! .
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.
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More articles on Project Management:
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
- Ten Approaches to Managing Project Risks: I
- Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary
of the options for managing risk.
- Ten Approaches to Managing Project Risks: II
- Managing risk entails coping with unwanted events that might or might not happen, and which can be costly
if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.
- Risk Creep: II
- When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow
invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's
Part II of an exploration of risk creep.
- The Planning Dysfunction Cycle
- Some organizations consistently choose not to allocate enough resources or time to planning for their
most complex undertakings. Again and again, they decline to plan carefully enough despite the evidence
of multiple disappointments and chaotic performance. Resource contention and cognitive biases conspire
to sustain this cycle of dysfunction.
Forthcoming issues of Point Lookout
- Coming October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
- And on October 19: Bullying by Proxy: I
- The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.
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