How do you work with another PM who challenges everything?
I’m looking for advice from PMs who’ve co-managed large programs.
I’m on a healthcare transformation program that’s going through a major restructuring, so roles and ownership are still evolving. I’m working alongside another experienced PM, and while I’m trying to assume positive intent, almost every proposal I bring forward is immediately challenged.
A few examples:
i proposed a weekly PM operations check-in that included our project coordinators so we could align on action items, dependencies, and meeting logistics before leadership meetings. Her first response was, “Why are the coordinators there?”
I suggested using action logs and RAID logs while workstreams develop their milestones, then building the integrated project plan afterward. She believes we need the master project plan immediately and continues raising it with leadership. They leave it up to us to develop.
I don’t mind healthy debate, but these conversations almost always happen in front of leadership instead of between the two of us first. It also feels like she’s trying to be involved in every workstream and leadership discussion, which has made it difficult to establish trust. She continues to say in front of leadership that I work in a silo and move secretly but I have so much documentation where she is included in work that I have produced?
Have any of you worked with a PM like this?
How did you distinguish healthy governance from behavior that slowed the team down?
Did you address it directly, or ask leadership to clarify roles?
What worked?
I’m open to the possibility that I’m contributing to the dynamic too, so I’d appreciate honest perspectives.