I understand you perfectly but this is one of the advantages of using projects and project management and that is efficient use of resources. For example if you have a very good expert in a certain field you would want to use him as much as possible for all the projects in which his expertise would be extremely important.
And what of the cost of context switching? I recognize that certain skills are in high demand and low supply but this is where non-solo work or finding other ways to build "bench strength" are needed to improve throughput. We need to move away from prioritizing the maximization of resource utilization to maximizing delivered business value... Saving Changes...
Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
Giving each individual the opportunity to learn and grow would be my opinion for sure.
...
1 reply by Riyadh Salih
Jun 07, 2018 3:02 AM
Riyadh Salih
...
Kev, thanks for your good point, agreed it is crucial to be unbiased and fair with each member
Inadequate skills related to the project because lack of the training, lack of team members' responsibility which can bring a project to a complete halt condition and poor communication.
Ghareman, thanks for your feedback that;s why it is always good to identify the required training to enhance the team ability to achieve required targets Saving Changes...
Few challenges I have faced-
- Team members are talking in regional language which I was unable to understand, had to push them to talk in English.
- Not updating tasks/efforts in Agile project management tool
- Not collaborating as a team. My work is done kind of attitude doesn't help
- Unplanned leaves
Sonali, you have a point here if that an acceptable to communicate among them self with local language or not, it confusing communicating with you must be done in a common language all parties can understand it but among them self to prevent that might enter into discrimination against certain race Saving Changes...
Rami, good point that's why Tuckman ladder comes here that after forming the team they have the storming then norming and performing let them storm till get to norm then you intervene as needed if this point persist then it is very dangerous for the result as the team will not be able to work and perform Saving Changes...
If the KPI's are well documented for team members and they know that non adherence will lead to impact on Ratings eventually on career progresstion and monetary growth The carrot and stick .mechanism works well along with the monthly one on one meetings with each of the team members can work wonders.
The meeetings shouldn't be adhocs, all shoud come from calendars.
Exceptions will always exist so take the call bassed on your EQ.
The most frequent challenge I face is a lack of focus due to team members being stretched too thin across multiple projects or a combination of project & operational work.
Kiron
Kiron, I agree with you many times we have experienced this kind of issue.
Thanks for pointing out Saving Changes...
In some industries such as IT and especially in software development is nearly impossible to accurately estimate the time needed to complete the project tasks. And more than that you need to have deep technical knowledge in order to truly evaluate the performance of a technical expert. You can't evaluate a person just by seeing if he/she has finished his/her tasks in the defined time frame.
Regarding micromanagement it can work in some circumstances but only if you are a very good technical expert and you are able to give concrete instructions to the team members on how to perform the work faster. If by micromanagement you mean just asking for status very frequently and dragging your team members in many and long meetings this would not work.
Adrian, Thanks for your good points Saving Changes...
