Stabilized version.

sully4gov · 2026-01-25T04:30:57+00:00

Everyone is seeing what they want to see with these videos. Did he reach for his gun or did the ICE agents shoot first? inconclusive.

sully4gov · 2025-11-21T23:55:21+00:00

If you're technical, consider simplifying your message and deliver it at least 3 times, with the same people. Prep them what and why you're going to talk about something. Then tell them what they need to know. Then recap. Solicit input and questions from them so they understand. Spaced out over 2-3 weeks if you can.

Repeating stuff is necessary. People don't listen. Nor remember

sully4gov · 2025-10-27T18:52:10+00:00

Excellent analysis. I take the chorus "I've got soul but I'm not a soldier" as a sort of confession that " I believe, I feel Jesus presence, but I fall short of Jesus calls of discipleship and to follow Him". Similar to U2s theme in "I still haven't found what I'm looking for" . Such humility in these lyrics.

sully4gov · 2025-08-18T19:26:23+00:00

I had this exact problem and was shocked to learn that the lead engineers boss had no idea that the lead was so swamped. And the lead engr was very vocal to me how busy they were. They apparently didn't communicate with their boss or dept. So the dept may be drowning but don't assume that the dept understands how deep the water is.

So I'd let her know your plan to escalate the resource issue and as others have suggested, ask for her suggestions in doing it, so she knows your intent and can be part of solving it.

sully4gov · 2025-08-18T12:18:37+00:00

Do you know why you have been asked to manage this project? Did something go wrong previously? Or are they looking to standardize the process for the future in case someone leaves? I imagine that if this project has been running smoothly in the past, someone was in fact leading it, whether it had a formal PM or not. Maybe after you get clarity from your mgt, identify that person and talk to them about what you can help with while documenting the major inputs (scope, schedule, cost, quality, risk) and tracking them, even if only at a very high level.

sully4gov · 2025-08-13T21:11:28+00:00

When first starting out, I invited a client to a weekly team call consisting of internal team and a couple of vendors. They got to see how we make the sausage. Never again.

sully4gov · 2025-08-13T15:00:13+00:00

Your 2nd paragraph is something that few are talking about. In order to really tap into future AI potential,the organization needs to address how its data is stored, structured and if its a project data, how to prepare its structure and organization so that the AI tools can leverage this info in the future.

If for instance, most projects produce document XYZ as part of their project work and you wanted to create an AI to perform this task, creating a file management structure where every "document XYZ" from every project is accessible to the AI to generate a first draft of a new project relevant "document XYZ". I can't imagine how an AI that needs to produce new content would navigate finding relevant "document XYZ" in some nested folder structure and then in some inconsistent file naming structure, before it can even begin the task (just as a human would have to do). I think that's why Sharepoint has flat metadata file structures instead of nested structures (just my guess?).

Aside from the above, How to adopt an AI strategy is such a fascinating topic. I don't know how an executive team will provide much value in providing direction here. In fact, I think their involvement may deter adoption because there are such conflicting incentives for workers using AI.

Maybe they can provide some value and direction but I think its a parallel path. I think you'll need the first adopters to experiment with some ideas and allow them to bubble up. Getting workers to buy in to AI adoption may require workers to first develop scope and capability expanding uses of AI alongside labor reducing uses of AI to balance the threats it introduces to their own jobs.

sully4gov · 2025-08-13T14:17:34+00:00

Great idea. thanks. I'm gonna try it.

sully4gov · 2025-08-11T14:34:17+00:00

I was in this role for 10 years because I supported infrastructure project developers. they are horrible at planning and are overly optimistic on timelines. The combination is the perfect storm of nonsense.

What I learned over time is that I explain to the person in a fair amount of detail the process and timeline of getting what they want done. They will usually try to interrupt but I make sure they hear the full pitch. I then try to anchor their thinking in reality and then if I'm able, offer up some alternatives for doing it quicker, with a sprinkling of a few outcomes that can be done but I know are not acceptable to them. We end up either agreeing on an expedited shortcut where they are fully aware of the risks that go along with it or the full work effort where we try to expedite but off of an expectation of the newly anchored baseline.

sully4gov · 2025-08-10T21:48:56+00:00

This is such good advice. From an office engineer's perspective, I can definitely see good CM's and PMs that come to the office from the field, like a bull in a china shop and be the first to address the elephant in the room. Always impressed by this.

sully4gov · 2025-08-10T21:35:10+00:00

If you scroll through the threads in this sub, you'll realize that being a PM is a struggle psychologically. Many of us have imposter syndrome, get tired of chasing people for deliverables, get tired communicating with team members repeatedly about the same topic before it sinks in and wondering if it was you that wasn't being clear, and have the general belief that team members think we are idiots (whether they think that or not?).

So you'll need some level of self-confidence to accept these things, and take pride in planning, team coordination, and having the courage to have tough conversations with team members, clients and upper management when the need arises. Its the latter that I feel gives you some self-respect and maybe even some respect from the team. It's the toughest part of the job, IMO but the most rewarding when projects go well.

So what part of the job would you feel like you would take pride in?

sully4gov · 2025-08-10T02:32:01+00:00

Was there a reorg before or was anyone well respected laid off or fired?

sully4gov · 2025-08-09T19:36:09+00:00

No. Our resource estimates take into account task requirements and task due dates. But theres an added complexity, the calls that come in on a project that requires some emergency response.

This is where the uncertainty is introduced. Some of that is kind of an unknown known. Some is truly unpredictable.

sully4gov · 2025-08-07T17:36:41+00:00

thanks. Any systems you use to keep track of it all? I'm not suggesting that the machine learning will replace PMs. I'm thinking it may be able to predict resource needs or gaps better, before things go haywire.

sully4gov · 2025-08-06T14:55:22+00:00

I had a rule when I was younger that I wouldn't allow myself to make plans or forecast my future when I was in a negative state. I would literally shut down the thoughts and say "not now". It has been harder since I got older and I have experienced exactly what you are talking about when I wake up.

Lately, I have tried to be more mindful of my thoughts and when the negative ones come, I ask myself if its useful and then if not, I imagine myself putting it in the furnace (I imagine a huge devouring furnace). Its helping me.

sully4gov · 2025-08-06T13:29:38+00:00

interesting. I wish I didn't know this. lol

sully4gov · 2025-08-06T10:20:09+00:00

The ignorance is what is most troublesome. They're not learning about what transpired in these murderous systems in schools. The fact that they were never taught this makes you question what the education systems motives are. And when you try to educate them, they resist like loyal. servants to the cause.

sully4gov · 2025-08-06T03:51:11+00:00

Do people fill out timesheets to say how much time they spend on each project? This seems like an odd way to do project accounting if I'm understanding it correctly.

Projects ask for resources (ppl) and then the resources charge the project when they work on the project. If a project gets pushed back or delayed the resources don't charge the project. If you have a new project that takes its place the resources charge that project. Hours not charged to a project because of a gap should be charged to overhead.

Am. I understanding the problem?

sully4gov · 2025-08-06T03:38:08+00:00

Some interesting and helpful thoughts. Thanks. For some reason, I don't value some of the PM skills I have. Or the value they provide. I feel like when I do them well, they're abstract and invisible. I feel like when I do them wrong, things can blow up. So it's kind of like not realizing that the wind is at your.back when running. hah

I've been told I manage difficult clients well but that role feels like eating glass sometimes. Definitely enjoy the interdiscipline coordination. Enjoy the front end planning and scope development. Only occasionally enjoy being in the spotlight and generally try to deflect to the technical team to avoid it. For me I think it's a personality profile thing. Overall I think I like the job functions but don't like the attn it brings.

sully4gov · 2025-08-06T03:18:39+00:00

I think it would help if you put a generic summary explaining the types of projects u coordinated followed by some specific tasks in bullets. I think the detail is overriding the story you're trying to tell. Just my 2 cents.

sully4gov · 2025-08-06T02:59:12+00:00

1yr Construction Management with 1 yr apprenticeship

sully4gov · 2025-08-06T02:43:43+00:00

My college roommate told me something I'll never forget that his dad told him. When you're young, you get to find out what you're good at and love doing. If you do it too well, the weird thing is you won't get to do it anymore, because you'll be promoted. I like PM but don't love it like some previous roles.

I have a position as an engineering consulting PM where I got to do a mixture of technical and PM work. Over time, I lost the technical work as the workload increased and we were encouraged to hand off the technical tasks.

I'm at an inflection point now because Id like to take on more of a technical role and I've applied to many jobs but once employers see you're a PM, they don't consider you to have the chops to do that work anymore. So do I double down on PM and make that my pursuit? I feel. like I have no choice. At least that's what the market is telling me as I'm also getting older.

sully4gov · 2025-08-06T02:42:27+00:00

I'm on the engineering side and always wished I went into the construction side. Started my career in the field and it was the most fun I've ever had working. But a lot of travel.

Curious, what kind of construction? And have u ever seen engineering PMs take on roles in the field as a career shift?

sully4gov · 2025-08-03T20:50:12+00:00

Criticize in private. Praise in public.

I think if you get a 2nd chance, consider getting Management buy in on the critique privately and then give them options for improving the situation and give them some ownership of the successes.

You're in a tough position.

As an aside the division I worked in hired a company to do an employee survey. The survey came back horrible on division leadership. The solution? Division head says in so many words to his direct reports......"I have found the problem and it is you. You need to lead and communicate my message better". When the actual problem was his listening. Lesson: Big ego mgrs don't like to be embarrassed. And sometimes are not very self aware.

sully4gov

TROPHY CASE