1, what is power? Power is the influence between people and the ability of some people to have expectations and expected influences on others. As mentioned in the question, the company apparently gave the project manager a lot of power, but when it was actually used, it was found that the right given was false, just talking. One of the important reasons for the lack of coordination is that there is no real authorization.
I object to the so-called coordination right. The consequences of coordination depend entirely on the will of the coordinated party. If the other party is willing to cooperate, then the coordination is successful, and if the other party is unwilling to cooperate, then the coordination fails. Revolution is not a treat for dinner, and it is impossible to be nice to me at work. It's normal to pin your hopes on others.
3. From the perspective of relevant departments, project management has the characteristics of temporality, complexity and uncertainty, which will bring extra workload in most cases. Many companies deploy many key personnel when doing projects. As a result, when the project was completed, the original location had been changed, but there was nowhere to go. Who is willing to take the risk?
4, say how to improve and achieve the goal of the project manager:
First of all, you should be clear that the authorization of the project manager comes from the decision-making level of the company, or more accurately, from the top leader. Without solid support from the top, the so-called authorization is a castle in the air. The practice of our company is to hold regular project meetings attended by the general manager, communicate with the general manager about the project status, problems and promotion plans, and be responsible for the work that needs to be arranged through the confirmation of the general manager, so that the work that everyone does becomes the arrangement of the general manager, not the arrangement of the project manager, and the authority will naturally be available. It's really impossible to have a meeting. The task list can be confirmed by the general manager and issued by the general manager. This will also help project team members get familiar with each other at the decision-making level and weaken their worries about future career prospects.
Second, don't panic if you have food in your hand. If the project manager wants to coordinate with other departments, he must have the right of examination and incentive. Our previous practice was that during the project period, the project team members were mainly assessed by the project manager, supplemented by the assessment of the original department, and at the same time, considering the actual state of the relevant personnel holding multiple positions, the project manager was given additional resources to motivate the project team members.
Above, for reference, good luck!
Once won the national outstanding project manager of the year in a certain industry. I think communication and coordination is one of the necessary abilities of an excellent project manager and one of the important tasks of a project manager.
From the object of communication and coordination, it can be divided into internal stakeholders and external stakeholders. Communication and coordination among internal stakeholders can be divided into upward communication, parallel communication and downward communication.
Upward communication should first follow the principle of "knowing": report the project progress through project progress reports, project regular meetings, etc., so that leaders at all levels can understand the project progress, project risks and matters that need organizational support. You can also communicate informally through WeChat, and make a special trip to visit the leaders to report the work when necessary.
This is not flattery. The leader is not familiar with the project you are responsible for. How to make leaders understand and support you if there are problems?
Parallel communication includes communication with the leaders of functional departments, control departments and production departments within the enterprise, and the project manager should strive to gain their understanding, support and guidance.
Some project managers don't want to have too much contact with these "officials" except for meetings and writing reports (project progress reports). This is no good! These middle-level cadres also have feelings. If you respect and understand them, they will understand you. Therefore, Chen Heng suggested that the project manager return to the unit from the site, and take time to sit and chat with the leaders of relevant departments, which will certainly promote mutual understanding.
I remember that Chen Heng took on a new project immediately after completing a general contracting project. Chen Heng invited the leaders of six departments to dinner with the themes of "Thank you" and "Please", thanking them for their understanding and support in previous projects, and asking them to continue to support new projects. As a result, the directors and deputy directors of six departments came, which was more orderly than the meetings of some leading bodies. This is the effect of effective communication.
Downward communication should master the following points:
1, the project manager should make the project management and control clear and orderly and improve the standardized management level of the project through planning and system construction, otherwise it will easily disrupt the war situation and everyone will be in a bad mood.
2, a hero and three gangs, the project manager should pay attention to communication with the core team members, convince people with personal morality and ability, not bully people. At the beginning of each project, Chen Heng will take time to chat with each core member for half a day, listen to their opinions, understand their needs and put forward his own ideas. Only when you treat others sincerely can you be treated sincerely.
3. The so-called leaders should create conditions for their subordinates to carry out their work efficiently, that is, they should emphasize the service consciousness of the project manager, and conduct pre-guidance, intermediate inspection and acceptance summary for their subordinates' work, which are indispensable.
4. Pay attention to communication methods. "Don't criticize subordinates in front of them" is the principle followed by Chen Heng. Anyone can make mistakes. It is important to know why they make mistakes. Chen Heng usually criticizes his subordinates behind closed doors and praises them if they improve.
5. Have the thinking of "emotional management". Emotional management is a discipline abroad, and project managers should care about their subordinates and strive to create better working and living conditions for them. In order to ensure the mental health of employees, Chen Heng has specially set up a "visiting room" for subordinate families to visit relatives. In addition, considering the monotonous life in the Gobi Desert, he takes turns to organize "outdoor activities" in the city every half month. So even though the site conditions were difficult, no one left until the end of the project.
6. To understand authorization, the project manager should strengthen guidance at the beginning of the establishment of the project department, understand intermediate authorization, and pay attention to maintaining the prestige of the core middle level among external stakeholders. Some people will introduce "this is my assistant project manager", while Chen Heng always says "this is my partner".
The project manager must have a strong sense of goal responsibility. In order to achieve the project goal, he must know how to advance and retreat, bear the burden of humiliation and not be willful.
Some project managers encounter difficulties in coordination, and often think that they have tried their best and have a guilty conscience, but the result is still not good; Some people flinch because they are afraid of offending others when they encounter difficulties. But I don't know that the enterprise gives the project manager power, and the project manager will bear the responsibility!
In order to promote the work progress and ensure the realization of the goal, Chen Heng sometimes offends the leaders, because Chen Heng knows that only good results are really good! If the project is successful, it is nothing to offend the leader in the process. If the project fails, it is the biggest offense to the leader.
Here are two examples:
Case 1:
When the project encounters difficulties, the leaders in charge go to the project site to coordinate, and everyone speaks well. When the leader came back, he made many excuses. This is not easy to do, but it is also difficult. Chen Heng sent a "memorandum" to the leader in charge of the project and copied it to the leader in charge. What was the result? The leader in charge obediently signed the "consent" on the memorandum.
Case 2:
The project design progress was not satisfactory, so Chen Heng took the initiative to let the owner write a "complaint letter" with the help of external force. After the letter of complaint arrived at the company, Chen Heng was badly scolded! What does it matter? Just reach your goal and try to make up for it. In fact, the success of the project has light on everyone's face.
Finally, to coordinate complex things, remember to "do your best and prepare for the worst". All roads lead to Rome, never go dark!
Chen Heng advocated "three strategies: upper, middle and lower", striving for the best solution to the problem and making all preparations for the middle strategy. As for the next policy, in addition to psychological preparation, we should also make emergency plans.