I've been given the feedback that I am trying too hard to bring projects in on time, and that this can "override the overall aim of the project." I am seeking more information about this comment, as I think its source may be a person who simply doesn't like being asked where s/he on assigned work.
However, the fact remains that I have the challenge of managing projects in an organizational culture (academic) which is allergic even to low-key to accountability. I've tried to adopt what I think of as very minimal tracking approaches, such as asking for and reporting on complete/incomplete status and interdependencies rather than references to due dates and past dues, etc.
Does anyone have any suggestions for other ways I can "soften the blow" of task tracking? Saving Changes...
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Wayne HartEngagement Manager| Unleashing LeadersRancho Cordova, Ca, United States
For me, the best way to do this was to ask "Are you going to hit your due date"? "Is there anything that is getting in your way of completing the task by the due date"?
This has worked very well for me. If you need to worry about % complete, then you can base the % complete on the number of days left. Saving Changes...
Get a thicker skin. If you are in the game to be popular, it will be a difficult experience. Saving Changes...
David RussoProgram Manager| Applied Research SolutionsNashua, Nh, United States
Anonymous: welcome to PM. I agree with M. Neace, grow some thick skin, but also the cornerstone of good PM is communication. The sponsor of your project has goals ($$, time, quality) the team is trying to meet. On your schedule, display the free and total float for a given task, so you can understand and communicate how much slack the person has to complete their task and its affect on the delivery of the overall project. Where danger lurks, communicate to your sponsor. They will guide you in how much pressure (even up to changing difficult people out) to apply while finishing the project. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
There are a couple of good ways to handle this problem. What has worked for me is to have a conversation after the task assignment about the best way to check in on the task. The accountable individual should be the one coming up with ideas, which work for them. Also, at this time, I let them know how dependent I am upon the check back for my commmunication timetables. When we have the check in, I look for ways to help the individual if I can, and then definitely thank the person.
Yvonne ParleEast Victoria Park, Western Australia, Australia
Hi,
My advice would be to look at how your projects are being structured at the outset. Determine with the Project Sponsor what the drivers for this project are. Is the main driver to bring it in on time? Is the main driver to change from a non-project culture to a project-led culture? If you are unsure of what the drivers are, what the Sponsor wants you will always be vulnerable to these subjective remarks/comments. Imagine if the remark were made to your face rather than anonymously, how easy it would be to respond - "Yes, I understand this may be feeling like too much pressure is being applied but our Sponsor (Chancellor X) has been very clear since inception of this project that the project must not fail to be completed before April 22nd or the University will lose money." (in the case of a finish no later or we miss a business opportunity), or "Yes, I realise this is a new way of working for you, how can I help you complete this reporting task so that we can demonstrate to our Project Sponsor that the necessary change she is seeking is being taken seriously and effort is being expended". (in the case of a Change project).
Good luck
Yvonne Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
Time is a really important criteria in the delivery of projects, and if your colleague thinks that it doesn't matter, you could start with setting expectations with your sponsor about how critical time is on this piece of work. Maybe she does have a point, and it is more important to deliver, say, quality, instead of on time.
Another thing to do is make it clear how you expect to be told about effort and progress. I get weekly status reports from my team, and that is adequate for my needs. If I need to know something else, I ask, but I have to say they are also good at telling me things I need to know! Saving Changes...
Bernard GorePortfolio, Programme & Project Professional| NZ PoliceWellington, New Zealand
I've argued the same as your critic on a number of occasions. PM 101 is that there are a number of constraints on a project, including as a minimum time, cost, and scope, and that you cannot absolutely constrain all of these. Experience and best practice shows that normally one of these is the dominant one, and at most two are vital, and the dominant one is NOT always time - if you manage every project as if time is the most important constraint then you are simply not assessing them properly - sometimes time is dominant but often getting the right result is far more important.
So while there are indeed "light touch" ways to track tasks, that is simply not your problem. Your problem is better assessment of the key drivers and only using time as the dominant when it truly is. Saving Changes...
