(^52) 97 Things Every Project Manager Should Know
The Missing Link
Paul Waggoner, MBA, PMP, MCSE, CHP, CHSS
Waukee, Iowa, U.S.
SoFTWARE PRojECT MAnAgERS AgREE that one of their most difficult
challenges is keeping team members properly engaged in the details of the
project, and on top of their assigned tasks and schedules. They understand
that team members are conflicted between the routine, operational respon-
sibilities of processing daily work, troubleshooting problems, coordinating
departmental issues, and answering everyday communications, versus com-
pleting the time-sensitive work of project development.
Although being selected for a project team may initially be seen as a compli-
ment, many developers feel that participation on a team is a major distraction
from day-to-day duties. When push comes to shove, a developer may openly
admit that daily maintenance and support of assigned systems are more
important 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, or won’t, be given a clear priority.
However, most organizations have limited numbers of subject matter experts
(SMEs), so changing team members or locating a more dedicated one may not
be an option.
Here are 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,” instead of “perform other
duties as assigned.”
• Have management and Human Resources emphasize this change, and
make sure all supervisors weigh project activity achievements heavily in
future performance evaluations.