DESCRIPTION  /  INDICATIONS

RESPONSES

Dead Meat

‘I know it needs to be done but I’ve never done it before and I’m not going to till somebody tells me to.’

Get someone to order him to do it.

Somewhat Intransigent

You sense he may move.

Explore his roadblocks with him and help him find ways to overcome them.

Too Helpful

Delivers too much too soon and not in the optimum time or cost-effective way. Identified by behaviour in meetings - clears action points before required and offers to complete task faster than required.

Encourage him in the planning stage but make very clear the framework you want the deliverables in.

Mr / Ms  Greedy

Wants more than can be given.

Put cards on the table. Remove obstacles or get closer to solutions if possible. Tell him you need his help. Get him to identify the real barriers to  not giving commitment.

Devious

Plays off different factions in a project and/or gives different messages to members of a project team. Quotes people out of context.

Put even more emphasis on good communications, avoiding any ambiguities and co-ordinating efforts. Require devious person to communicate through one person or have everyone else report to one person on their communications with devious.

Squeaky Clean

Does what is right for his career development or to appear in a good light with the boss even if it is at a cost to the overall project. Signalled by quoting rules and regulations, “This isn’t in my budget” and “I haven’t got the people to do this”.

Get them to check on what they are claiming and make your own checks. Talk to them in private. “This project isn’t about your personal advancement. If you don’t cooperate you will be distinctly unclean.”.

Sceptic

Sees Project Management as a waste of time.

“What you are saying is that I am a parasite. If you have got a problem with that go and talk to the client because I have done everything I can to convince you.”  or “I’ll see about getting a replacement as you are not fully committed. I don’t see this as your personal fault.”  or  Describe how something they do could be done using Project Management techniques.

Open Minded Sceptic

Share examples of your personal experience  which they are less likely to be sceptical about.  or  Describe how Project Management techniques could be applied to their work.

Once Bitten

Scepticism is based on previous experience of Project Management.

Find out what past experience was, who was involved, what went wrong and explain how it could have gone right if properly applied.

Incompetent But Trying

Shows he is not lazy but is having difficulties.

Try to help him through the experience. Even confide in the people working with him to shore him up. Build and maintain a good personal relationship to keep him wanting to respond to you.

Cavalier

Agrees too easily. “No problems”.  Possibly an air of self-importance.

Log it away and note there is a possible threat. Check they understand what they have to do and early on check the risks they perceive. If not delivering remind of their commitment and reassurances.

Low Priority

Either don’t see the project as important or they have a lot of work.

Understand that because its the most important thing in your life it is not the same for everyone else. Use presentations on benefits, Commitment from the Top and Peer Pressure.  or  Put under pressure.  or  Use friendship.  or  Deal, ask what they want out of it?

This person is used to working in a reactive environment.

Help to plan their work. They may need reassurance that they are not idiots, that they have simply learned how to work in one sort of environment and now they are learning to work in another sort of way.

Willing Virgin

No experience of Project Management but willing to learn.

Give them time and support.

Reluctant Virgin

No experience of Project Management and unwilling to learn.

Pressure, escalate or whatever to help them realise this is the way the world is now.

Whiz Kid

Over-confident about technology but vague about the how or when of delivery.

Needs to understand that Project Management is about specifics and that there are legitimate grounds for fears about technology not delivering.

Mr / Ms Chaos

Can’t see his desk for paper or other indications of disorganisation. People who work to him may reflect chaotic style. Can be technically very good and may deliver.

Watch for results. If you sense there are going to be delays, badger. Ask how they will ensure delivery on time.

Dinosaur

Not fast on his feet, set in ways. Presents all the problems involved.

Consider getting a replacement. If no replacement, give them a lot of support. Keep checking they know what they are doing..

Throws spanners and red herrings into the works. Says, "It can't be done".

Use peer pressure such as a Project Meeting where           everyone is asked to say what they have achieved and what they are doing.  The aim is to turn him around and it should not be assumed he is the problem.

Mr / Ms Paranoid

Identifies everything as a risk  to his work package.

Explain to him about "given risks" (risks that apply to          everything).  Help him learn what is appropriate and       manageable for risk analysis.

Mr / Ms     Low Energy

Slow and laborious responses, doesn’t have original thoughts.

Put under pressure. Increase the amount of reporting even if it isn’t really needed. Phone to ask, “Have you tried...”  and  “What options have you looked at?”

Show Off

Asks tricky, specialist  and detailed questions.

In a one-to-one check out if he wants to be involved. If not, ask if there is anyone else in his team who might want to be involved.