How "pushy" should a PM be? Most PMs are driven by results, and that is probably a good thing, most of the time. However, I have a colleague who has become utterly focused on delivery, and won't accept any answer that she doesn't want to hear. This results in her challenging everything that she is told, upsetting junior members of the team, alienating suppliers, and getting personally involved in even trivial decisions. Members of the team have asked for my advice on how to approach her. What advice would you provide to the team, and is there a way that I could help to resolve the situation without damaging a long-standing working relationship with the other PM, that has been positive until now?

To answer your question: a PM should be effective. He/she should finish projects on time and in budget. If it's necessary to be pushy - be pushy.

On the other hand, in your situation, it's clear that the PM is not effective any more. The team complains and this will lead to problems very soon. It means that the PM is "pushy" too much. The team should analyze the root cause of this situation. Why the PM is behaving like this? Why did she choose this method of management? Maybe the team was not performing well recently?

General advice is to start **an open and honest dialog**. The team has to raise its concerns and discuss them. Don't hide problems, discover them and resolve.