Best practice is to clearly state that PM here is not competent for its job, either he finds a solution himself (e.g. he manages expectations of clients without admitting he fucked up) or he has to be replaced.
This kind of situation is very dangerous. PM shouldn’t take similar decisions, nor promising anything
Management normally defines ways to track and judge itself, these are typically called Key Performance Indicators.
KPI’s are normally things like contract value growth, new contracts signed, profit margin, etc…
So if the project manager is meeting or exceeding their KPI’s and you walk up to their boss telling them the PM is failing as basic job functions, the boss won’t care.
This is because the boss might have set the KPI’s or the boss might also be judged on them. In either situation its to the bosses advantage to ignore you.
The boss will only care if there is a KPI you can demonstrate the PM failing to meet.
Every person/group will have various incentives and motivations. To affect change you have to understand what they are.
Not even a pure mckinsey type of company value kpis over stakeholders’ feedbacks. If a company is purely kpi driven, it is a bad company, as kpi cannot catch everything, but have limited and specific scope. Your managers should go back to their MBAs, and revise their stakeholder management skills. If a manager get a feedback that one of their team members is jeopardizing a project and the relationship with clients due to taking responsibilities and tasks for which they have no competency, it is extremely bad. In this case is even proved by the fact that the company must spend resources lowering the clients expectations. Managers should absolutely act. If this doesn’t happen, the managerial side of your company is pretty broken
Best practice is to clearly state that PM here is not competent for its job, either he finds a solution himself (e.g. he manages expectations of clients without admitting he fucked up) or he has to be replaced.
This kind of situation is very dangerous. PM shouldn’t take similar decisions, nor promising anything
This advice isn’t grounded in reality.
Management normally defines ways to track and judge itself, these are typically called Key Performance Indicators.
KPI’s are normally things like contract value growth, new contracts signed, profit margin, etc…
So if the project manager is meeting or exceeding their KPI’s and you walk up to their boss telling them the PM is failing as basic job functions, the boss won’t care.
This is because the boss might have set the KPI’s or the boss might also be judged on them. In either situation its to the bosses advantage to ignore you.
The boss will only care if there is a KPI you can demonstrate the PM failing to meet.
Every person/group will have various incentives and motivations. To affect change you have to understand what they are.
Not even a pure mckinsey type of company value kpis over stakeholders’ feedbacks. If a company is purely kpi driven, it is a bad company, as kpi cannot catch everything, but have limited and specific scope. Your managers should go back to their MBAs, and revise their stakeholder management skills. If a manager get a feedback that one of their team members is jeopardizing a project and the relationship with clients due to taking responsibilities and tasks for which they have no competency, it is extremely bad. In this case is even proved by the fact that the company must spend resources lowering the clients expectations. Managers should absolutely act. If this doesn’t happen, the managerial side of your company is pretty broken