I feel like the Lone Ranger on my project

Dear Lone Ranger

I think it’s worth starting with some clarity – you asked for more challenging projects, which is commendable. You did not ask to be thrown into the deep end and left to struggle.

From your description, your manager was aware that you only have experience of smaller projects, and they should have been aware before giving it to you of the scale, complexity and sheer volume of the new project. At the very least they should have expected to support you closely in the first month, and check-in frequently after that. Everyone is busy, but there is a reason managers are generally paid more for taking more responsibility. That hasn’t happened here.

Regular readers of this column will know that one of my common messages is to always start a new project by asking the question, “Do I have everything I need to succeed on this project?”. And the reason to do this within the first week or two, is that after that, you effectively ‘own’ the project as-is, because you have not flagged any problems. I understand this may have felt difficult in this situation, since you asked for the project in the first place. But please recognise that this does not change a thing. It is still vital to scrutinise any project as part of taking it on.

I think you have little choice but to be open with your manager and make this a shared problem. It is not going to be solved by you working harder, like the character of the horse in Animal Farm. This sounds like a systemic problem with the project, and it needs to be tackled that way.

Start by putting together your own answer to the question, “What does this project need to be successful?”. Be honest here and don’t underbid yourself because you worry the answer won’t be popular. You have to start with the truth.  The answer is likely to include more resource to help manage it, but is this based on treating the project as a programme with sub-projects, adding a new Project Manager to manage some work-streams, getting more support from your manager, or assigning a PMO to help you? It may be a combination of these items.

Once you have this list together, document the main risks and challenges on the project and be very clear you are concerned the current resourcing level presents an unacceptable risk to the project. Ask for a meeting with your manager, and make sure your summary is communicated in writing, either before or after the meeting.

I hope your manager responds constructively to this, even if they get in a couple of harmless digs about you asking for more complex projects.  If not, you will have to continue to flag the risks to the project formally and in writing. This then puts the responsibility for the problem where it belongs – with your manager.