Project I'm running has a bad reputation. Should I leave?

[BoldDenimStork]

I'm running a project that is quite high profile at my work and I'm really embracing the challenge. However, I don't like the way it's been rolled out. The CEO is really hot.on it and is talking about it in all his speeches, but the legwork has passed down several layers of the organisation to me. I'm junior and I am not an expert in the area, but am keen to progress I'm willing to work hard and give it a shot. I've had no support from leadership on it either, despite the fact this project is quite sensitive and its quite complex. I asked for a pay rise as I'm a junior member of staff, I was immediately shut down and was told it wasn't going to be looked at. So I carried on regardless.

Today at drinks, someone I don't know very well came over drunk and blasted the project, saying it's not been rolled out correctly and that it's a terrible idea and insinuated that this is a common view across the organisation. This person is a real expert in the field so I feel ashamed. I don't think they fully understand my involvement.
So based on this, what do I do? Shall I just carry on, should I report what was said to management, or should I cut my losses and leave?

Sounds like the complaining person isn't saying you are doing a bad job on the project, more that management aren't looking after it properly. Which you already know because they've given the project to you and aren't paying you and you don't have enough experience.

Is your boss supportive in other ways? Is work a nice place generally?

If so, I'd probably keep going with a few caveats. First, I wouldn't be working massive amounts of overtime for this project if the company hasn't invested in it properly. Second, I'd be telling the boss at every opportunity that you need more support etc for the project. And finally, I'd document things clearly so you can't be blamed if the project doesn't work out.

Cut your losses and get out.

Chances are high it won't meet expectation d and they'll blame you.

You're junior, but running a high profile project? Sounds like a great opportunity.

Talk to the expert in the field today, get their sober thoughts and ask what is wrong with the current role out and what changes they would advise to make to make it a success.

Send email correspondence with these concerns and your suggestions to mitigate up the chain, it becomes 'win win' at that point. If you deliver, you're a hero, if it fails, you warned about the issues.

Move on now and you'll find yourself moving on from every role when it gets a bit tough.

Are you a project manager? Do you follow an established PM process? Do you have a sponsor or SRO? Is there a business plan or project brief? Do you report to a board?

if you are performing the role of a PM and it is project delivery in a true sense following the process should provide opportunity for reporting and escalation where you should be highlighting theses risks

What kind of things is the risk register saying on the project? What has been the response to raising that?

Can you ask the complaining person for help and feedback because you want to do a good job and could value additional input?

Thank you for this, really helpful. Yes, generally a nice place to work and most of my colleagues know I work hard and get things done. The problem is that the project is so far along now that I'm worried raising a risk is likely to be criticised- as in why wasn't this raised before? I think I'll have an informal chat with this member of staff to gather their thoughts today.

Thank you, I have a project sponsor who is essentially saying they don't have time to support on this and have bigger fish to fry. They also are applying lots of pressure to deliver early. There is no uniform process here for project management processes and I am a project officer, so more junior than PM.

Absolutely raise a risk. And if your discussions lead you to believe the risk is materialising then escalate it as an issue. Comms / engagement are absolutely critical to successful delivery and you must make the SRO etc aware of there are problems in this area. It’s not your fault, so go in with that mindset. Ensuring awareness of a problem is your responsibility.

the sponsor also not being motivated and engaged is a risk worth raising. Frame it around stakeholder engagement / adequate resourcing.

develop a RACI and make sure everyone is aware of their responsibilities (inc the sponsor)

get chat gpt to write you a methodology (use lots of prompts that are specific to your particular delivery) make sure it is proportionate to the size of your project and how critical it is for the org. Then absolutely champion your approach. Escalate when you need to. Ask for resource and subject matter expert input. It’s what will make you a good PM. good luck 🍀

And also more generally to your original question. ALL projects have a bad reputation. People hate change. Accepting that being a PM is a thankless task but recognising you are fulfilling an evidenced need for your company will set you on the path to being a great PM.

What is the nature of the project? Take a step back objectively, are you the sacrificial lamb?

who is actually invested in this project being a success? I think it’s a very bad sign that no one wants to align their name/reputation to this project.