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You implement a formal decision making process: you bring in their superior, you bring in a a handful of other technical experts, you give each party a period of time, say 30 minutes, to argue their c …

Regarding your edit and example of the problem: A lot of us have a tendency of using extreme and / or rare examples to prove a belief or argument. The analogy you provided represents both a simple p …

Why is this a conflict? I think your best approach is to follow the plan, the process and procedures, and the standards put forth by your project leadership and the PMO. While no one can follow thes …

You do not indicate whether you have alternative libraries to use. This is important because it affects your leverage to negotiate good terms for your customer. If you have alternatives, then approa …

The Project Managers know there are other options that will work better. The implication behind this sentence is that the PMs know with absolute certainty the other options will work better. I …

You cannot refuse to do work. You can offer up an objection, you can propose a few other alternatives and state your case, but you must always support the decision and the team and continue. As a PM …

Poor interpersonal skills, likely driven by insecurity for that person in that role. There are a time and place for such language but it should be minimally used, only for exceptional circumstances a …

Conflicting goals and stakeholder demands are the norm. Not only do you have stated objectives that differ but you also have hidden goals and agendas. The latter is even more problematic because you …

Interpersonal conflicts happen all the time. I find many wash out in the normal process of teaming; as the team gels, so do its members. When it does not, there is no fancy process. …

Marv's answer is a good one but I think there is one missing element and that is the REAL expectation of the organization. I highlight "real" because organizations often pitch an ideal expectation th …

This has nothing to do with Scrum or PM or projects really. This is a political issue. Confronting this PM will lead to your eventual demise. Going around him to the CEO will lead to your eventual …

As with all marginally performing employees, you sit them down, you outline expectations and achievable objectives, you detail a timeline, and then you measure for improved performance. This is essen …

Who, what, where, when, why, and how. Answer those question and you have a strategy. Answer them with specificity, and you have a plan.

Feels in the loop is not a communication need. Communication should be dictated by a project's stakeholder analysis. In other words, a project will scan its stakeholder environment, segment accordin …

It does not matter the methods you choose to deliver your project. The hired employees need to get on board or they need to leave. It is one thing, when the company is trying to choose an approach or …