This article concerns the issue of being a “post box” project manager – a PM who just passes on information without considering its impact to the project or the team.
It highlights the need for PMs to function as information integrators, who can break down operational silos, to give the project team clear direction.
What is a “post box” project manager?
Have you ever heard of a “post-box” PM?
In plain terms, it is the kind of PM that receives information and passes it on without any critical review or thought. This includes both verbal and non-verbal information.
They do not review the information. They have no idea what the content means. They don’t know what actions are needed. They ultimately don’t add any value.
These PMs are more concerned with avoiding the blame for holding things up than taking responsibility for the direction of the project. But not understanding the information can cause many problems.
Why is being a “post box” project manager a problem?
It can be tempting to simply move information on to the rest of the team without critically thinking about it. Better to get the information out to the team rather than “wasting” time reviewing it.
But there is always a need to establish the “so what?” of any information – what is the impact to the client, the project, or the wider team?
So, what is the problem with the “post box” approach?
- It is disrespectful to the team members who produced the information and the people about to receive it.
- It wastes time as multiple parties seek to make their own sense of what has been issued.
- It adds no value and if you are not going to look at it then why get involved at all.
- It creates uncertainty as the impact is unknown.
- It creates confusion as no clear direction is given.
And it is no different when you have co-located collaborative teams. There is still a need to work together and break down the artificial silos that will emerge between disciplines or functions.
All these problems have one thing in common: they don’t provide any benefit to the progress of the project.
What to do instead?
Information should be critically reviewed against a robust framework for impact. I typically review everything in terms of:
- Health and safety
- Scope
- Budget
- Programme
- Procurement and legals
- Third parties and statutory bodies
- Organisation and governance
- Risks and issues
- Decisions required
It is not enough to do the administration without the critical thinking. Any of these points can contribute to a project failing to meet its objectives.
Look ahead and be an integrator!
In my view, the primary role of the PM is to create the way forward for the delivery team. To create an environment for them to work in a focused and unincumbered manner.
The right team does not need a baby-sitter – it needs someone to clear the path ahead and deal with roadblocks, interference and potential showstoppers.
The PM should seek to break down organisational silos and integrate the information to form coherent and actionable plans. This will allow the team to work productively and with confidence that all information is being fully considered and assessed in terms of impact. Clear decisions can then be reached and the team are not wasting time trying to work out what others are doing.
Everyone, from time to time, sends on information without reading or thinking. But it should not be your normal project management approach.
