Another valuable article on change management was found in it. Corwin had already planned a meeting with the department director and other superiors within an hour. He feels excited. He is eager to share his ideas about how to improve project management.
Corwin hoped that one day his views would reach the organizational level. They will be a gold standard.
He didn’t realize his plan was doomed.
A reminder for the calendar is activated. Five minutes until the meeting! Corwin looks over his notes and rehearses the speech he had written in his head.
His office is right next to the meeting room. He then comes in front of the others and begins to wait.
Seven minutes passed. They are getting late.
A few minutes later, people start to appear. John and CTO, two senior project managers, joined forces.
John, the director, asked Corwin without even looking up from his computer.
Corwin clears his throat. “I have reviewed the last two projects. I also discussed our work with other PMs. I believe I have valuable suggestions for improving our processes.
Corwin is well aware of the importance of preparing the audience. You will often encounter resistance if you get straight to the point. You must build logical arguments. Only then can you come up with a solution that addresses all of these issues.
CTO gives him a quick nod. It is a sign that we are listening, but not cutting to the chase.
Already, it seems like no one is willing to discuss serious issues.
Corwin begins to describe the problems his team faced during the current project. He argued that similar problems are common in other projects. He does a quick root-cause analysis and explains what needs to be improved.
It is now time to move on to the goal of this meeting.
“So, I think that our project management approach does not allow for enough agility.” He immediately feels the tension build up. Both senior managers shift in their chairs as if they are expecting a development. John raises his eyebrows, but his eyes are still open.
Corwin pauses for a second as a result of this shift in mood. Corwin stops for a second, but the CTO takes over with unexpected sarcastic remarks in her voice.
“OK, look. “OK, look. I see where it is heading. You will now tell us that Agile is the best way to go.
Corwin is well aware that no one can make such drastic changes in one go. He suggested that only a few practices could be used to improve the project’s work.
“Well, no, I wasn’t planning to suggest that, but I understand it is a dramatic shift for us …”
CTO interrupts him. Corwin is attentive. Corwin looks at his senior colleagues. They look down in embarrassment. “We have this type of conversation here every now an then. I have been following your work for a while. I can tell you that your team doesn’t follow the prescribed policies and procedures. You can see that this approach doesn’t work. It works for everyone else. It has been proven to work for many years. It was perfected in many projects. It allowed us to deliver world-class products. It was a great experience and no one else complained.
Corwin would never allow a discussion to go so sour today. He felt obliged back then to defend his view.
“That’s not true because …” The meeting lasted another hour of heated exchanges of blames, unheard arguments, and a lot more.
Corwin felt like his words reached the ears of CTO via a Chinese translator. It wasn’t like professionals would ever speak.
He was stunned by the sudden escalation in tone and unfriendly outbursts. They also had no connection to the agenda of that meeting.
John was silent throughout the whole thing.
It didn’t end with the meeting.
Corwin was constantly under pressure for the next few months. Corwin was constantly under pressure to improve and streamline his project. All of his decisions were made under his supervision.
PM Basics
