With all the vacations happening around me I've had a chance to observe how different peoples' projects fare in their absence.  I've noticed a distinct difference between the projects whose project managers are very good at setting expectations and altboundaries and those projects whose project managers like to give folks 'just one more chance'.

 Maintaining the Balance

You know I'm in the job for the people part of it.  That's the challenge and the reward.  I certainly lean toward 'one more chance'.  The flip side, though is that the people are gathered because there's a project to complete.  If the project fails the team fails, so that delicate balance between the people side of the equation and the work to be done is extremely important.

 Some of us have a hard time telling people they're not doing their job.  It's the part of project management that I really don't like - and yet I've learned to do it.  It's an important part of project success and team morale - you really need to address problems before they impact your project.  People problems have to be addressed just like resource issues or requirements gaps.

 There's a way to do this without feeling like the bad guy, and without falling into the 'one more chance' trap.  It involved setting boundaries.

 Set Boundaries

At the first inkling of something going south - of someone being unable or unwilling to do the job the way it needs to be done - set your boundaries.  Figure out now, before you have to do anything about it, what the tipping point will be when there will be repercussions for the person not performing.  One more sprint to finish everything on time?  One more task to pull everything together?  Whatever it is, figure it out ahead of time.

 The Other Side of the Line

Once you define that line, decide what will happen if the line you drew crossed.  Will the perpetrator be removed from the team? Disciplined?  Given less interesting work to do?  Whatever it is, write it down.  If there are no repercussions, the exercise is just that - an exercise.  Your team will decide you're just blowing smoke and it will undercut your ability to get things done.

 Make it Real

Once you have the line and the penalty for crossing it - tell the person affected.  This will do a few things:  it will put the person on notice that there is a potentially serious problem; it will give the person a chance to fix things; and it will commit you to your course of action.  Now it's up to that person to do the right thing.

 If you can provide a carrot as well - some reward for getting back on track - by all means do that and communicate it.

 Follow Through

Finally, follow through.  If the line is crossed, be sure the consequences become a reality.  If the person gets it back together, provide the promised reward.

 

 Sometimes you go through a couple iterations of 'just one more chance' before you feel it's time to draw the line.  That's fine - just be sure that your project isn't in danger and the team is not unhappy about one person's lack of delivery and plow ahead.