Encountering resistance as a new PM or PO?

If this is a new position you are likely breaking in from a siloed organization. A PM by nature integrates the organization to accomplish a specific goal. No one is going to be used to sharing their authority and information. You will need to start providing.value while also defining your role through Sr. Management clarity. You dont want to use the whip other wise you'll just create too much resistance, while being too accomodating you'll be a coordinator. So its a bit of tug and slack... I would focus on typical PM / PO artifacts while implementing Change Management Processes ... to garner Sr Management support and adoption of the department level stakeholders... Project Charter - Someone hired or allocated. There should be a charter (best case) that has your scope, requirements, budget, etc... if not even a simple email directing you and specifying the end product. You can then forward that with your introduction. Project Schedule / Resource Requirements- Do your homework. At first you have to do the work. Set the example. Best way to eliminate resistance is getting rid of excuses until either they provide the support or simply outright decline to cooperate. Then you can escalate in a manner that provides a subjective and logical decision with alternatives to Sr Management. Provide information- Typically a PM and PO is connected within all departments so for a siloed organization information is golden. Leverage your access to the overall organization to develop reports and updates from other departments including networking developing relationships below and above you as well ... show up make an impression or at least a call- email is a good way to point to but in the beggining make yourself not a stranger. Develop Feature / Product Roadmaps- work with your sponsor to develop a visual of your product or project. Provide Awareness to your stakeholders define your position based on the value add you provide. Provide deliverables that can be relied upon. Then instead of excluding you from meetings they will require you or the information from your product or project. For that you need to be consistent. Lets say you have a weekly meeting that not everyone attends in the beggining- as you start providing value add, recognition, or impacting other departments people will start attending your meetings, then all the sudden other will request attendance- thats your signal your succeeding. All in all you have to provide value add to the departments and stakeholders. Move from becoming a burden of time and resources to developing value to each department....

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