Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
I would make sure they know what the deadline is, and preferably set the deadline themselves. Also check that they understand why the task is important. Talk to their line managers about their performance and stress why they need to make the time to do their tasks. Finally, if no one cares about the project and the project sponsor doesn't think that them completing their tasks is in any way important, then stop working on it yourself. No point flogging a dead horse if no one cares enough about this project. Saving Changes...
Mark GripResource Associate - Project Management Office| Connecticut Department of LaborWethersfield, Ct, United States
Thank you all for your input. Saving Changes...
Wayne StriderVice President| Strider & Cline Inc.Kansas City, Mo, United States
It can be difficult for your people to get requirements if the customer won't cooperate. I've seen cases where IT decided they were going to implement an SDLC methodology. The customers weren't involved in this decision and didn't understand why it was important for them to spend time telling IT what their requirements were. In short it was a cultural thing. Culture is hard to change. Could this be the issue you are facing? Saving Changes...
Facing such a scenario where team members are not performing their assigned tasks , it becomes inevitable to sit and talk to the members to know the cause behind this behaviour .
There could be scenario when team members want to work on some other technology or on some other part of the module they think they are better at.
Also , there could be lack of coherence / synergy in the team that needs a graceful resolve.
In a situation like this , If team members's tasks are shuffled according to their competency / interest , this situation is not likely to arise.
Giving a bit of autonomy and delegation by dividing the task in a way gives a lot more comfort to the members can also help. Team building exercises are also another way of getting over this problem.
Furthermore every team member should be made realize that this is something you are going cook would become the basis of your performance reviews and its going to be good / bad as you do .
Depending upon the critical phase of the project and Becoming kind of dictator in this situation is not the ultimate resolution at all because it may end up in a mess.
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Mark GripResource Associate - Project Management Office| Connecticut Department of LaborWethersfield, Ct, United States
Yes, this was a project mandated by the federal government. We pointed that out to them. Our PM then laid down the law and said that if they don't do it he was going to walk. Well it worked and we got results.
Thanks all.
MG Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Mark - a great example of the Situational Leadership Model in action! With respect to follower ability and willingness, and the context of the leader/follower environment, a highly effective leadership approach was taken by your PM. I have always found the basic premise of the Situational Leadership Model to be a very useful construct for dealing with the wide variety of specific and different leader/follower situations that require a leadership action. The model is easy to learn, can be used with not just direct reports but peers and superiors as well, and it has utility for not just work environments but home and social environments as well. Saving Changes...
Kenneth KatzRelease Train Engineer/IT Project Manager| UnitedHealth GroupEnfield, Ct, United States
I would start by giving people the benefit of the doubt, and finding the obstacles that they have to doing what they are supposed to do, when they are supposed to do it. Saving Changes...
Wayne MackRetired| RetiredSouth Riding, Va, United States
Although, it can be difficult with professionals, if they are not completing their tasks, then periodically follow up with them on task status. This is one benefit of agile planning and daily stand ups. In agile planning, the team decomposes work into bite-sized chunks. The team can then report on progress on these bite-sized chunks on a daily basis and list any road blocks to completing the tasks. Of course, direct refusal or inability to complete tasks would need to be dealt with as a personnel matter.
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