Please login or join to subscribe to this thread
Well i would say discuss the matter with the resource/resource manager and confirm if they are comfortable with completion date of the deliverable or if there are any challenges identified in completing the deliverable. Creating an environment that allows open communication about challenges can put you on the front-foot to share these issues with client early and properly manage their expectations.
Is this a question of their being able to finish the work on time or to a specific grade of quality? Is there an opportunity to pair them up with another team member to complete the deliverables?
If there are truly no options with the existing team makeup, then it depends on the level of formal authority you have over staffing the project team.
In a matrix or functional structure, you'd need to engage the person's manager to ensure they are aware of the issue and to get their assistance in resolving it. If it is a project-oriented structure, you'd need to decide what makes the most sense - get someone else to work with this team member, replace them with someone else, etc.
Regardless, there will be impacts to the project and potentially new risks introduced. You may also need to formalize these impacts via a change request...
Sounds like the risk is no longer a probability but a reality. With a comprehensive Risk Management Program this risk should have been identified and mitigation measures already developed. It would have been better if the probability had been minimized - the plan being pre-active than re-active. Alas, here we are.
1) accept the situation, determine the consequences and advise the stakeholders.
2) re-work the critical path minimizing the impact of this particular hurdle.
3) add resources to the task (through staffing or sub-contracts)
4) Isolate the task from the rest of the project allowing for post-project delivery, or even non-delivery.
5) split the task with re-assignment of some parts.
There may be others subject to nature of the project and maybe a combination of mitigating measures.
Basically you have to re-visit the Plan (I would suggest this before going to the stakeholders), get buy-in and implement. Include for a Risk Management Plan with Risk Register to avoid future disappointments.
Good luck, Peter
The first thing I would do is assess the impact. Can you absorb the late deliverables? Is this a major issue with c-suite visibility?
If I need to help getting resource priority, additional resources, or some kind of work-around, my managers usually want to know how hard they have to push. You need to pick your battles as they say.
That's a relevant debate and the contribution made by Peter Rapin, guided by the Risk Management aspects bring many positive and recordable steps to serve as input to the lessons learned also.
I don't understand that you can deliver a product without the engineering being complete
Please login or join to reply