This chapter contains checklists to manage others’ work. Project success depends on the project manager’s ability to direct the project team members to do the project activities.
The starting point for getting anyone else to do a task is to define what you want. This checklist contains key points to consider when defining a task.
In asking someone to do a task you can prescriptively define how it is to be done, or you can give leeway to interpret what is required. Generally, it is good to be less prescriptive and to be open to an individual’s creativity. This often results in a better solution and enables the individual to develop. Being continuously prescriptive indicates you either have poor management skills or have the wrong team!
There are no hard rules, and the following table lists factors to consider in making a decision about how prescriptive to be.
What skills or knowledge are required?
What human resources are required?
Other resources required?
Being successful in projects is not just about allocating work to team members, it’s also about choosing the right person for each task. Factors in choosing the right person to do the work are:
Keeping track of progress gives confidence that work is being done on time, and provides the opportunity to assist the person doing the work. The following table provides guidance on how to check progress and how often.
Issue | Implications for progress checking |
Has the person doing the task fed back a clear understanding of what you require, and agreed to do this? | Get this understanding and agreement. |
If not possible, have more, regular progress checks. | |
Have you agreed when you will meet to assess progress? | As part of task definition, agree when you will review progress and what you expect to see. |
Are you happy with the approach and outcome the person doing the work is proposing? | If not, make clear what changes you expect. |
Is the task fully defined, or are you expecting some creativity or exploration of options as part of the work? | If you require the use of initiative, plan early checkpoints, when there is enough time to adapt if what is being done is not what is wanted. |
How do you assess progress with this task? | Ensure you have a way of understanding what progress is being made. |
Is the person an expert with greater knowledge than you? | Fewer, shorter checkpoints are required. |
If you are the expert, ensure you have time to provide help and support. | |
Do you lack confidence in the person’s ability or motivation to complete the task? | Plan early checkpoints, when there is enough time to adapt if what is being done is not what is wanted. |
Have you agreed when you will next meet to discuss progress? | Always agree when you will meet next. If the person’s work did not meet expectations, meet again soon. |
With delegation comes a responsibility to provide help and support. Tips to providing help are:
Sometimes tasks are best done by several people. This can speed delivery times but can make the management of the task a little more complex. If the task is being split:
This is a common challenge for project managers. Factors to consider when getting someone, who does not work for you, to do a task:
And when someone has done some work for you well, remember to thank them. Saying thanks goes a long way, and you may be asking them for help again soon!
All projects, even the largest and most complex, depend on individuals completing their assigned activities. The fundamental management skills in any situation are the abilities to select the most appropriate people, to define tasks and set objectives, and to monitor progress and provide appropriate help.
3.139.67.5