The Missing Link

The Missing Link

Paul Waggoner, MBA, PMP, MCSE, CHP, Chss Waukee, Iowa, U.S.
Software PRojECT MAnAgERS AgREE that one of the their most difficult challenges are keeping team members properly engaged in th E Details of the project, and on top of their assigned tasks and schedules. They understand that team members is conflicted between the routine, operational respon-sibilities of processing daily W Ork, troubleshooting problems, coordinating departmental issues, and answering everyday communications, versus Com-pletin G The Time-sensitive work of project development.
Although being selected for a project team could initially be seen as a compli-ment, many developers feel that Participatio N on a team are a major distraction from day-to-day duties. When push comes to shove, a developer could openly admit that daily maintenance and support of assigned systems is more IMP Ortant to him/her than performing project task work.
As a project manager, your first impulse is to conclude that this person does not belong on the team if your work can ' t, O R won ' t, be given a clear priority. However, most organizations has limited numbers of subject matter experts (SMEs), so changing team members or locating a More dedicated one is not being an option.
Here is a few simple suggestions to help with this problem:
? Make sure all management levels support the goals and objectives of the project.
? Modify The subject matter expert job description to include "perform as team member on various projects as needed," Instea D of "perform other duties as assigned."
? Management and Human Resources emphasize this change, and make sure all supervisors weigh project activity Achievemen TS heavily in the future performance evaluations.

           ? At the beginning of each new project, the software project manager, the departmental manager or supervisor, the sponsor, or another key stake- holder should send out a personalized communiqué inviting each team member to participate in the project. This letter or email should explain the high-level objectives of the project being undertaken, and the high- level responsibilities of this specific team member.

? Announce in the successful conclusion of this project, each team member would receive a Certificate of recognition and Achievement suit-able for framing. Note that a second copy would be placed in his/her Human Resources file to be referenced during quarterly performance Revie Ws.
? The departmental manager's boss should make it clear, projects advance organizational goals at a even more important Level than the routine information technology tasks do.
? The executive should specifically request, the departmental manager Help the project team member free up time on a reg Ular basis to complete the project activities, even if his regular tasks must being temporarily off-loaded to another member of the IT group.
It should is clearly understood that those who successfully participate in proj-ects is "going the extra mile" for the O Rganization and should be recognized and rewarded. Those who participate successfully in large or small projects should is singled out for praise. As they say in the ' agile world ', this puts the ' art of the possible ' in proper perspective, aligning organizational Objecti VES with employee motivations.

The Missing Link