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Clearly define your RACI (Responsible, Accountable, Consulted, Informed) chart that delineates who is responsible for what, who owns the decisions and the roles that each person or stakeholder group has in the team. I know that it sounds pretty basic, but you'd be surprised how many projects either don't do this or do it as an exercise and then ignore it.A non-intrusive approach is coaching them. This helps if you notice that they can't let go on their own initiative, they might not know where their responsibility starts and stops. In my experience that happens often with people who are transitioning from a team role into a project management role.
projects manager should be involved in all detail, otherwise he will be junk
There been very good answers given and out of all the answers I have voted up I agree with Mr. Osama Salem Basuwaidan statement... "A Project Manager should be involved in the details, otherwise it will be junk"
Project Manager remains responsible for the success and failure of the project and may not be able to detach him/herself from essential (not all) details.
A proficient PM would know what to attend to and what to delegate.
As a rule of thumb, he/ she should have a look at all those% items that have the potential to impact% of the project triple constraint and/ or project delivery.
Sounds complicated yet experienced PMs would know how to tread into this tricky territory.
I guess that depends on *why* they're getting involved in all the detail.
If it's down to their personality, i.e. they like to be involved in the detail of whatever they do, then you need to make it clear - in a professional way - that they don't need to be concerned with the granularity of the project. If they're interfering, perhaps suggest that they focus on something else (not related to the task at hand) so they don't interfere. If it's a real/continuous issue, you may need to escalate it to the project exec for them to speak to the project manager.
On the other hand, I've worked with project managers who have had to get involved with the detail because they couldn't trust the people responsible for that area of work. Developing the project manager's trust in the abilities of his/her team to do what they need to do will mean that they can focus on their own job rather than others' jobs.
Delegating responsibilities and trusting the team. it is the easiest way!
Unfortunately all the answers misunderstand the question,
in my opinion it is not that easy but when you gain the project manager trust he will not dig into details. this starts by you when you show the problems first and suggest a detailed plane to tackle also, when you show your efficiency in planning, follow and executes taken into consideration the smallest details.
when this is done you will find the PM discussing only headlines and not digging into details, and actually the PM should not dig into small detail and neglect his own responsibilities and duties otherwise why we hiring engineers and leaders.
the PM dig into details only if required and if he felt the lack of experience of the people he has to tackle it.
Project Task delegated to Leads / Managers down the hierarchy will reduce PM work to daily scrutiny , he can concentrate on Team building, Vendor and Stake holder management and also Meetings in an efficient manner. Leads / Managers should report daily , weekly with status report and that should be OK.
Using Multi Factor Authentication, he can be spared from accessing code and data base changes. But, definitely PM will have more responsibility and is representing the Project on behalf of the company. So he must be a change maker between Client and the Management without compromizing on business dynamics. Ensure that the client gets continuous and support service as long as SLA is in force.
