Accountability in Project Management: “They” Are Causing Problems
Accountability in Project Management: “They” Are Causing Problems
By Kerry Wills
No single raindrop believes it’s responsible for the flood…
One observation that I frequently make is the use of the word “they” during team meetings…
- “They” missed their date
- “They” didn’t do what we asked
- “They” didn’t get back to us
- “They” messed up the code
- “They” don’t know what they’re doing
What I find interesting is the following groups that are labeled as “they”…
- Offshore team
- Other IT division
- Infrastructure division
- Business customers or sponsors
- Vendor partners
- Management
The irony is that all of these groups are part of the same project team (you know…. “us”?). People want to separate themselves into sub-groups to pass blame and shift accountability. These people don’t want to take ownership for their deliverables or the environment that they are working in and therefore look more for blame then for solutions.
Project Managers need to facilitate a “we” mentality and recognize that everyone is working towards a common project goal – usually to streamline costs or introduce new products which will compete in the marketplace (against the true “they” which is the competition).
“We” should not just be a word reserved for the French1!
1“We” sounds like “Oui” in French, which means “Yes”.
Kerry Wills is a proven Program Manager/Portfolio Manager with an extensive background in Project Management, consulting, and application development. Kerry has consistently demonstrated the ability to plan and implement large and complex projects on time and on/under budget. Kerry runs a blog, Adventures in Project Management.
The first sentence is very true. I have seen this happening so much, and I did this as well. Searched for the guilty or anyone who would take the blame for the delay, the cost overrun, etc…
Becoming “We” is easier said than done, as “we” don’t want to take the blame, it’s our nature. And to be honest, as much as we try to shift the blame on anyone else, “we” are, in the eyes of the stakholders, the real guilty.
The less communication exits between the groups, the more ‘they’ they get.
But true, it is the job if a PM to keep the team together and focus it against the real ‘them’: the competitors.
Kerry, both you and the two commentators are absolutely right. Placing blame outside the project team may bolster some teamwork issues – but only in the short-term. Yes, those outside the team can be responsible – in part – for problems in the project. But a successful project starts and ends with the company producing it, not anyone outside. If you want to blame stakeholders/sponsors outside your company, or the customer itself, take a step back and reassess your role as the PM. Did you communicate well? Succinctly, in a way they could understand? Did you push back or just accept everything “they” wanted and said in order to make a profit, knowing that you and your team could not deliver on your promises? Did you allow executives in your company to make promises you knew you and your team could not deliver? If so, was that because you think you didn’t have a choice? These are INTERNAL problems! And you, as the PM, are directly responsible for all of it. Using the excuse of “I’m not actually a PM” doesn’t cut it – if you are operating at a project level, you’re a PM whether you have the PMP certification or not, and if you’re using the same processes as a PMP then you have the same responsibilities to your team, your customer, and your company as a certified PM.
As project managers i think we need to become better at empowering and awarding the team, instead of “only” the team members. We often praise and compensate individuals for their work – but fail to do the same for the team. The team should get the praise for a great work in a project, not just individuals.