Bill was a newly appointed project manager over a mission-critical systems development initiative. Ann, Bill’s boss, trusted Bill to lead the initiative and gave him the latitude he needed to execute without getting in his way. While the two worked well together, they did struggle in one area: decision-making. They had several instances where Ann was surprised by key decisions Bill made but didn’t inform Ann. Bill also didn’t benefit from Ann’s experience on several issues and made uninformed decisions that hurt the project. Ann asked Bill to include her more on decisions, but Bill took that as him needing to come to her on decisions he could have made on his own. Bill grew frustrated with his perception of Ann micromanaging him, whereas Ann just wanted to ensure she was in the loop on key decisions. The project ultimately got done, but not without a lot of friction between the two.

Friction that could have been avoided.

Excerpted from The Truth about Getting Your Point Across…and Nothing But the Truth 

Talk about your character-building experience...

I was a young hot-shot project manager on an engagement that I had sold to a client.  I had it all planned out and had delusions of completely delighting my client with an issue-free project.  It all seemed so simple, then the project started...and never finished.

I'll spare you the gory details of my harrowing experience but what I can tell you is that I put more focus on selling and planning the project than I did on its execution.  I took a naive attitude of the project being able to pretty much run itself with some junior analysts running the day-to-day aspects of the work.  It blew up in my face and I got booted from the client never to return again.  It was my inaugural visit to the project management guillotine.