What Can Go Wrong with Workgroup Workflow: Requirements & Stipulations (Part 2 of 3)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

The importance of basics (requirements and stipulation) to prevent workgroup efficiency problems was only begun in Part 1. There are many other ways project workgroups can run awry.

Deadlines, including intermediate deadlines, not clearly identified or communicated

Chances are, you believe that you do a good job in this area. I mean, what's the problem? You determine the key dates and pass them on. Okay, but what about schedule changes? Intermediate deadlines?

Here's how to dispatch the devilish details:

• Apprise the workgroup of all fixed, intermediate deadlines so that they can organize their work to meet those needs.
• Get an "A" in motivation by allowing them to set their own intermediate deadlines. Always ask an ominous reality-check question, such as, "Are you sure you can meet these deadlines?"
• Be prompt in communicating changes in the project schedule. Workers have probably been sharing distracting rumors related to potential changes that are wildly off the mark.
• Refer to intermediate deadlines often to maintain workgroup focus on priority tasks.
• Require reporting to show progress toward intermediate deadlines
• Closely monitor teams with newer, less experienced members to ensure that the full ramifications of the intermediate deadlines are known.

As a bonus for meeting intermediate deadlines, you …

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