How do I save a complex project, and excellent reference, from being burned by an overreaching manager?
June 24, 2005 1:42 PM Subscribe
Help! The client from heaven has gotten a manager from hell. I need your advice on how to save this project, and an otherwise excellent reference, from being burned by an overreaching manager.
Among other problems, the new guy has announced a timeline for bringing a complex project live. The problem is, the timeline bears no relationship to the ambitious agenda the client wants to achieve in that short time. And his schedule was set without consulting with the one person who knows what remains to be done and how long it will take, and who will have to actually execute most of it (that'd be me).
They're months behind on deliverables. Critical materials have not been handed off for me to evaluate, much less work on. Those bits I was able to complete have never been reviewed by the client. Major decisions (including budget and promotion) are still up in the air.
The thing is, I've had a terrific relationship with the client up until this new manager entered the picture. It's always been a wonderful, productive relationship. So it's disappointing to see things sour fast as the new guy insists on taking control of projects he doesn't fully understand. Now I'm being shut out of even the planning discussion. Bad sign. Still, I'd like to do what I can to rescue this project for a favorite client's sake, as well as to preserve a well-earned reference.
The manager has already publicly committedhimself me to this unrealistic timeline. What can I do to bring things back on track?
(Running like hell isn't an option at the moment, though will be up for consideration as soon as this thing gets wrapped.)
Among other problems, the new guy has announced a timeline for bringing a complex project live. The problem is, the timeline bears no relationship to the ambitious agenda the client wants to achieve in that short time. And his schedule was set without consulting with the one person who knows what remains to be done and how long it will take, and who will have to actually execute most of it (that'd be me).
They're months behind on deliverables. Critical materials have not been handed off for me to evaluate, much less work on. Those bits I was able to complete have never been reviewed by the client. Major decisions (including budget and promotion) are still up in the air.
The thing is, I've had a terrific relationship with the client up until this new manager entered the picture. It's always been a wonderful, productive relationship. So it's disappointing to see things sour fast as the new guy insists on taking control of projects he doesn't fully understand. Now I'm being shut out of even the planning discussion. Bad sign. Still, I'd like to do what I can to rescue this project for a favorite client's sake, as well as to preserve a well-earned reference.
The manager has already publicly committed
(Running like hell isn't an option at the moment, though will be up for consideration as soon as this thing gets wrapped.)
Do you have a relationship with his boss? If so, go over his head, and explain that not only do you not endorse his new timeline, you were not consulted on its bases, and consider it wildly unrealistic.
If you can't do that, at least send the mismanager an email detailing your concerns, so you'll be on record.
posted by Kirth Gerson at 1:51 PM on June 24, 2005
If you can't do that, at least send the mismanager an email detailing your concerns, so you'll be on record.
posted by Kirth Gerson at 1:51 PM on June 24, 2005
A lot of people in your position will go off to start a successful company based on clients. Your manager will find clients who fit his style. You must keep in mind that his style is not necessarily wrong in an absolute sense, but a relative one. Keep this in mind.
You're going to need to confront your manager about this or you'll be miserable and unproductive. You'll need to kiss ass a lot, because from his perspective you're not wanting to do things his way. This makes it very, very hard if you're manager is stubborn or stupid. You can't let yourself even think he is or it will show.
Have a meeting clearly illustrating what's behind, what's not working, that there's conflict. If he's a huge dick he'll go "I don't care what they think", but I'm guessing a new manager will not want to lose a client they've had a good relationship with. Emphasize that you're in the middle of project and while you find his ways have merit, they're creating friction with the client anyways. Document and explain what's behind and how (preferably a hybrid of his and a previous method) things can be changed to make the client, the employees everyone happy. You don't want to risk your reputation of doing a shitty job on this project so stick to your guns.
Ask if there's anything you can do to make everything ride smoother. If there's a reason "X" things aren't being handed off to you and if the work flow has changed, and what you can do to best accomodate them. The idea here is to make yourself seem aggressive and willing to work with this new manager. If he's worth anything he must notice there's tension (and it looks somewhat they might be gearing up to fire you and bring his own people in).
If he insisits for an unrealistic timeline, a great business-speak phrase: "I'm sorry but for the resources given to me I cannot complete this to an acceptable degree within the given timeframe. The following need to be expanded based on my previous experience (x,y,z) working with this client. Perhaps with more personell this can be accomplished but given our present situation the results will be unsatisfactory."
If he says something like, "make it work!" then he's just a dick who doesn't know what he'd doing and thinks playing Capt. Kirk is a great leadership tactic. If he pulls this, run.
posted by geoff. at 1:54 PM on June 24, 2005
You're going to need to confront your manager about this or you'll be miserable and unproductive. You'll need to kiss ass a lot, because from his perspective you're not wanting to do things his way. This makes it very, very hard if you're manager is stubborn or stupid. You can't let yourself even think he is or it will show.
Have a meeting clearly illustrating what's behind, what's not working, that there's conflict. If he's a huge dick he'll go "I don't care what they think", but I'm guessing a new manager will not want to lose a client they've had a good relationship with. Emphasize that you're in the middle of project and while you find his ways have merit, they're creating friction with the client anyways. Document and explain what's behind and how (preferably a hybrid of his and a previous method) things can be changed to make the client, the employees everyone happy. You don't want to risk your reputation of doing a shitty job on this project so stick to your guns.
Ask if there's anything you can do to make everything ride smoother. If there's a reason "X" things aren't being handed off to you and if the work flow has changed, and what you can do to best accomodate them. The idea here is to make yourself seem aggressive and willing to work with this new manager. If he's worth anything he must notice there's tension (and it looks somewhat they might be gearing up to fire you and bring his own people in).
If he insisits for an unrealistic timeline, a great business-speak phrase: "I'm sorry but for the resources given to me I cannot complete this to an acceptable degree within the given timeframe. The following need to be expanded based on my previous experience (x,y,z) working with this client. Perhaps with more personell this can be accomplished but given our present situation the results will be unsatisfactory."
If he says something like, "make it work!" then he's just a dick who doesn't know what he'd doing and thinks playing Capt. Kirk is a great leadership tactic. If he pulls this, run.
posted by geoff. at 1:54 PM on June 24, 2005
Geoff, you have a lot of good points, but I think you've misconstrued the relationship. Nakedcodemonkey isn't the client; this other company is the client, and the new manager isn't his manager, but a manager on the client end.
posted by redfoxtail at 2:05 PM on June 24, 2005
posted by redfoxtail at 2:05 PM on June 24, 2005
where is the manager? it is not clear to me. and who is paying whom? who is in charge of the project technically, and are they paying?
it sounds like you're having a hard time, but it sll came out a bit confused (to me at least).
posted by andrew cooke at 2:35 PM on June 24, 2005
it sounds like you're having a hard time, but it sll came out a bit confused (to me at least).
posted by andrew cooke at 2:35 PM on June 24, 2005
Response by poster: andrew cooke, I'm not sure what you mean by "where is the manager?" but can clarify the other questions.
The manager is a new VP at the company which is my client. The company, specifically his dept, pays me to carry out various projects for them, of which this is currently the biggest and gnarliest. The VP reports only to the CEO, who has been cordial with me in the past but who generally takes a very hands-off style when it comes to day-to-day ops. I don't have any direct contact with the CEO, and it's clear that he doesn't like to get involved with these types of problems. Also, this particular project is something that nobody in the org wanted to touch with a ten-foot pole, which is why they subbed out as much of it as possible to a contractor (me).
My prior contact at the company is a subordinate of the new VP. The Veep is "making his mark" on a bunch of projects he (the original contact) was formerly in charge of, including this one.
On the one hand, this is a stalled project that desperately needs a strong push forward. So I'm wary of derailing an attempt to move forward. On the other hand, the dude is bulldozing ahead based on little more than wishful thinking. We (primarily I) are expected to meet these wildly unrealistic expectations, bring them to life on short turnaround, and under the unspecified budget. Which seems like a recipe for failure, no matter how hard everyone works to pull it off.
posted by nakedcodemonkey at 3:24 PM on June 24, 2005
The manager is a new VP at the company which is my client. The company, specifically his dept, pays me to carry out various projects for them, of which this is currently the biggest and gnarliest. The VP reports only to the CEO, who has been cordial with me in the past but who generally takes a very hands-off style when it comes to day-to-day ops. I don't have any direct contact with the CEO, and it's clear that he doesn't like to get involved with these types of problems. Also, this particular project is something that nobody in the org wanted to touch with a ten-foot pole, which is why they subbed out as much of it as possible to a contractor (me).
My prior contact at the company is a subordinate of the new VP. The Veep is "making his mark" on a bunch of projects he (the original contact) was formerly in charge of, including this one.
On the one hand, this is a stalled project that desperately needs a strong push forward. So I'm wary of derailing an attempt to move forward. On the other hand, the dude is bulldozing ahead based on little more than wishful thinking. We (primarily I) are expected to meet these wildly unrealistic expectations, bring them to life on short turnaround, and under the unspecified budget. Which seems like a recipe for failure, no matter how hard everyone works to pull it off.
posted by nakedcodemonkey at 3:24 PM on June 24, 2005
What you're describing does not sound recoverable to me, so two things: one, prepare yourself for exiting the project (when it fails, you'll exit anyway and with more baggage); two: put all details in writing, with all the corroborating evidence you can, to protect yourself from fallout.
Sorry not to be more encouraging, but prepare for the worst even as (or if) you fight to turn it around.
posted by anadem at 3:52 PM on June 24, 2005
Sorry not to be more encouraging, but prepare for the worst even as (or if) you fight to turn it around.
posted by anadem at 3:52 PM on June 24, 2005
On further thought, leaving is probably the only message that will get through to the bmfh.
If things are as you describe, cut and run as soon as you can -- the situation will only deteriorate and you're the fall guy. Make it crystal clear, with documentation, why it's impossible to continue (the clients' undelivered deliverables killed me in a recent project.) If contractual obligations are in the way, get a lawyer and still leave after documenting why.
Use your energy productively elsewhere.
posted by anadem at 4:41 PM on June 24, 2005
If things are as you describe, cut and run as soon as you can -- the situation will only deteriorate and you're the fall guy. Make it crystal clear, with documentation, why it's impossible to continue (the clients' undelivered deliverables killed me in a recent project.) If contractual obligations are in the way, get a lawyer and still leave after documenting why.
Use your energy productively elsewhere.
posted by anadem at 4:41 PM on June 24, 2005
Best answer: Take a weekend and outline everything in a cold-blooded manner. Remove all emotion from the text and strive to be as even-handed as possible.
First, review the present state of affairs, including missed deliverables and failed evaluations (with dates). Be careful not to lay any blame. Create a timeline based on the present state of affairs, showing how things are going to go wrong.
Next, lay out several options for proceeding ("we could do this, or this, or this other thing, and here's the details on each"). Include the managerial timeline as one of those options, as well as your personal recommendation. Do not label any option as belonging to anyone; make them impersonal. Do not pick a solution.
Present all of the foregoing to the manager & any other relevant people (in the context of "I've been doing some thinking" or whatever works in this organization).
Then, if this is either poorly received, or the avenue of progress chosen by the manager is (in your view) ill-advised, leave. Life is too goddamn short anyway and you don't want to be onboard that ship when it sinks, so to speak.
posted by aramaic at 4:59 PM on June 24, 2005
First, review the present state of affairs, including missed deliverables and failed evaluations (with dates). Be careful not to lay any blame. Create a timeline based on the present state of affairs, showing how things are going to go wrong.
Next, lay out several options for proceeding ("we could do this, or this, or this other thing, and here's the details on each"). Include the managerial timeline as one of those options, as well as your personal recommendation. Do not label any option as belonging to anyone; make them impersonal. Do not pick a solution.
Present all of the foregoing to the manager & any other relevant people (in the context of "I've been doing some thinking" or whatever works in this organization).
Then, if this is either poorly received, or the avenue of progress chosen by the manager is (in your view) ill-advised, leave. Life is too goddamn short anyway and you don't want to be onboard that ship when it sinks, so to speak.
posted by aramaic at 4:59 PM on June 24, 2005
Best answer: CYA, CYA, CYA.
You're going to have to document this. If the client (not the VP) was truly someone you have a good relationship with, contact him (off of paper) outside the walls and share your concerns.
Write up some level of documentation about the reality of deliverables, milestones and a general timeline.
Then, write a letter, respectful in tone, to the VP. Explain to him that you've enjoyed the prior relationship, but with these unrealistic goals, you're clearly not going to make these deadlines.
Indicate that you're more than willing to make it right and return their money (in good faith.) Indicate that you value them as a client, and would rather have the job done correctly, as your skill set indicates, pointing out previous jobs youv'e done, and that your sense of integrity requires that you exit this project at once.
I'd add that you're willing to forward all materials that you've worked on that this point, further indicating your honesty and integrity. But I'd also question how the delieverable dates were arrived upon, since you're the person providing the product, that you weren't involved in the planning.
The keys to me are:
Respect. Integrity. How much you value their relationship.
Be prepared for the new VP to:
Quote his prior experience
Quote that he "knows" how long this sort of project takes.
Have a preferred vendor/contractor (from his prior job) already lined up.
It sounds like the VP is setting you up to fail, so when the 'impossible' project crashes, he can point to you as the contractor as being inept.
posted by filmgeek at 5:29 PM on June 24, 2005
You're going to have to document this. If the client (not the VP) was truly someone you have a good relationship with, contact him (off of paper) outside the walls and share your concerns.
Write up some level of documentation about the reality of deliverables, milestones and a general timeline.
Then, write a letter, respectful in tone, to the VP. Explain to him that you've enjoyed the prior relationship, but with these unrealistic goals, you're clearly not going to make these deadlines.
Indicate that you're more than willing to make it right and return their money (in good faith.) Indicate that you value them as a client, and would rather have the job done correctly, as your skill set indicates, pointing out previous jobs youv'e done, and that your sense of integrity requires that you exit this project at once.
I'd add that you're willing to forward all materials that you've worked on that this point, further indicating your honesty and integrity. But I'd also question how the delieverable dates were arrived upon, since you're the person providing the product, that you weren't involved in the planning.
The keys to me are:
Respect. Integrity. How much you value their relationship.
Be prepared for the new VP to:
Quote his prior experience
Quote that he "knows" how long this sort of project takes.
Have a preferred vendor/contractor (from his prior job) already lined up.
It sounds like the VP is setting you up to fail, so when the 'impossible' project crashes, he can point to you as the contractor as being inept.
posted by filmgeek at 5:29 PM on June 24, 2005
Best answer: try putting yourself in the manager's shoes. i would guess that the only things that are obvious to him are that (1) this product is way behind schedule and (2) you have little or no "process". he probably doesn't know that you're the technical lynch-pin, especially if you're both outside the company and have got off to a bad start with him.
so one approach is to make something that he can understand and use. perhaps some kind of simple gantt chart - that would show what you're waiting on, for example, without you having to "point the finger".
also, if you really are the critical and capable technical guy, he'll probably notice, eventually. so hanging on in may pay off.
but in the meantime you need to break the connection between you and the deadline. how is your work organised? can you back off so that you are focussing only on particular, well defined deliverables? it would be very useful if you could get to the position where you are saying "ok, i can do that; it will take two weeks and i need x y and z", rather than "i can make the project work by date z".
in other words, you don't want responsibility for stuff outside your control - you should be working on small chunks rather than being responsible for the whole project. again, he will probably appreciate that and encourage it, since he's the manager. not you.
it does sound like you're in a mess. but, frankly, i don't think it's the new manager's fault. it sounds like you (all) have let things become a real mess. that is partly your fault, it seems to me (from the little i understand) - you've not forced them to deal with you in a clean, professional way.
if you think things are such a mess that they can't be recovered, then look for another job.
sorry if i'm still misunderstanding or being unfair.
posted by andrew cooke at 5:39 PM on June 24, 2005
so one approach is to make something that he can understand and use. perhaps some kind of simple gantt chart - that would show what you're waiting on, for example, without you having to "point the finger".
also, if you really are the critical and capable technical guy, he'll probably notice, eventually. so hanging on in may pay off.
but in the meantime you need to break the connection between you and the deadline. how is your work organised? can you back off so that you are focussing only on particular, well defined deliverables? it would be very useful if you could get to the position where you are saying "ok, i can do that; it will take two weeks and i need x y and z", rather than "i can make the project work by date z".
in other words, you don't want responsibility for stuff outside your control - you should be working on small chunks rather than being responsible for the whole project. again, he will probably appreciate that and encourage it, since he's the manager. not you.
it does sound like you're in a mess. but, frankly, i don't think it's the new manager's fault. it sounds like you (all) have let things become a real mess. that is partly your fault, it seems to me (from the little i understand) - you've not forced them to deal with you in a clean, professional way.
if you think things are such a mess that they can't be recovered, then look for another job.
sorry if i'm still misunderstanding or being unfair.
posted by andrew cooke at 5:39 PM on June 24, 2005
maybe a better way to say what i'm saying is that you trying to save the project is not the right solution. it's the manager's job. if you try to make yourself the reliable technical goto guy for solutions, he'll appreciate that. whether the deadline slips or not is something he needs to worry about, not you. you can look at this as an opportunity to have a new relationship with this company where you don't have to care about timelines. if i were the manager, i'd suspect all the people involved, but i'd also be absolutely desperate to find someone who was technically competent. if that's you then things are not as bad as you make out. i hope!
posted by andrew cooke at 5:58 PM on June 24, 2005
posted by andrew cooke at 5:58 PM on June 24, 2005
Oh wow I totally screwed that relationship up. Nevermind then.
posted by geoff. at 6:05 PM on June 24, 2005
posted by geoff. at 6:05 PM on June 24, 2005
Response by poster: These are all really good, useful, grounded suggestions (geoff, yours included). Keep 'em coming, please.
This account has become important to me, professionally as well as personally. This project has been some of my best work, which I'm especially proud of considering the difficult circumstances. So it'd be nice to be able to see it through to the end, make my favorite client happy one last time, and find a way to end things on a good note.
Realistically I recognize that may not be possible, but it's at least worth a serious try.
Gah. This sucks.
posted by nakedcodemonkey at 7:21 PM on June 24, 2005
This account has become important to me, professionally as well as personally. This project has been some of my best work, which I'm especially proud of considering the difficult circumstances. So it'd be nice to be able to see it through to the end, make my favorite client happy one last time, and find a way to end things on a good note.
Realistically I recognize that may not be possible, but it's at least worth a serious try.
Gah. This sucks.
posted by nakedcodemonkey at 7:21 PM on June 24, 2005
It's too late for this project, but never, ever let your clients set a timeline for your work without you signing off on it. The client makes the feature requests; the person who has to build those features -- you -- tells them how long it'll take and how much it will cost. If you ever let that equation flip the other way round, as you have here, you're sunk.
Customers will come to you with unrealistic expectations; that's inevitable. Your job is to politely but emphatically make it clear what is realistic, as early in the game as possible. This will occasionally cost you the job, but it will only cost you the death-march jobs that aren't worth doing.
Formal processes -- signoff, documentation, and all that jazz -- are tedious, and with long-term clients it's easy to let them slide, but this kind of situation is why they exist.
posted by ook at 10:36 AM on June 26, 2005
Customers will come to you with unrealistic expectations; that's inevitable. Your job is to politely but emphatically make it clear what is realistic, as early in the game as possible. This will occasionally cost you the job, but it will only cost you the death-march jobs that aren't worth doing.
Formal processes -- signoff, documentation, and all that jazz -- are tedious, and with long-term clients it's easy to let them slide, but this kind of situation is why they exist.
posted by ook at 10:36 AM on June 26, 2005
This thread is closed to new comments.
Who was your previous contact at the client? Why can't you work through them anymore, even if it's via backchannels?
posted by SpecialK at 1:49 PM on June 24, 2005