reason two: lack of visibility into the project
Following is a list of common problems I have encountered repeatedly in the software industry. Checkmark or mentally note each scenario below that is similar to one you have observed or encountered in your own industry:
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A sales person makes a promise to the customer without first inquiring internally about the feasibility of the promise. |
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An engineer replies spontaneously to a new request, “Sure, we can do that,” without taking into account the other conflicting priorities and timeframes already committed. |
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A manager presents a schedule and list of product features to be delivered to the customer that the engineering team has never seen. |
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A project manager reports the project “on schedule” even though most of it is behind. |
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A quality assurance engineer enters a critical error description into the problem tracking system that is overlooked for months. |
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An item scheduled to be complete in two weeks is finally completed six months later. |
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An engineer has encountered a problem that will likely delay the schedule, but tells no one. |
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| A manager pushes her team to do the impossible because it is “coming from the top” and “out of her control.” |
These things happen because people choose not to be accountable and communicate properly. The sales person may be afraid he won’t get what he wants if he asks first. The engineer may be trying to avoid conflict. The manager may be cutting corners to save time. Whatever the reasons, the less people communicate, the less they know about the true state of the project. Poor decisions are made, schedules slip, the staff has to work longer hours, and the overall quality of the project suffers.
As a leader in your company, how do you facilitate communication in such an environment? Regardless of your title or position, you can set a good example and do your part to make a positive difference.
Trust Your Intuition and Be Proactive
The moment you start saying to yourself, “I’ve done my part,” or “that’s not my job,” then you are contributing to the problem. If something potentially important occurs to you, then you should take action. For example, if you wonder whether or not Suzie will be finished with a critical task when you need it, go ask her how things are coming along. If everything is fine, then you have peace of mind. If she is having trouble, you may be able to help her solve a problem and keep the project on track.
Verify Understanding
Sometimes we think we are communicating clearly, when in reality the receiving party does not actually understand. This happens frequently between people with differing job responsibilities. For instance, an engineer may talk in “techno-speak” that a manager, sales person, or customer does not understand. If he writes in a report, “the performance of the encr_data algorithm was improved by 30% this week,” his manager may not realize this means the company’s product now runs faster than any competitor’s product and can result in higher sales for the company. This is a big deal, so the engineer should keep trying to communicate the message until he witnesses proper recognition (in this case, celebration and renewed energy within the company to leverage the improvement).
Managers often give direction that seems to go unheeded. Before sending the person away, it is useful to ask, “Ok, now tell me in your own words what you are going to do.” You will be surprised how often the answer is different from what you expect.
Refrain from Making On-the-Spot Promises
Unless your promise affects only you and no other resource (human or otherwise), it is typically a bad idea to make promises without first verifying they can be carried out. You have to check your schedule when you make a hair or dental appointment, so why would you make promises about your project without checking the project schedule?
Of course, the project schedule is much more complex than a simple appointment, so you need to take it even further and check all the variables. In addition to free time and an able body to perform the work, you may have to take into account equipment availability, test time, priority of other features, and budget.
Do not be afraid to say, “Let me check the schedule and I’ll get back to you.” Then go do your homework properly before making a commitment.
Provide Information before it is Requested
The best way to instill trust in your boss or your customer is to provide information before they ask for it. While you do not want to overwhelm them with unnecessary or unwanted information, you do want to make sure they are always up to date with the latest, pertinent information they actually need. In addition to regular progress reports, stop by their office or pick up the phone to let them know about a major milestone accomplished, or a potential problem you are working on. Do NOT take up much of their time, unless it is a problem that warrants it.
It is better to touch base frequently and briefly with a little information than irregularly with too much information (and possibly information that is too late).
Be Inquisitive
One difficult problem managing engineers or other detail-oriented staff is that they will often overwhelm you with information. This can be a problem because you may tune them out and miss something significant. You can help them get to the point by asking pertinent questions. Is this a problem? What does this problem affect? Does it change the schedule? Does it impact anyone else’s work?
Sometimes your staff just needs attention or a pat on the back. Give it to them.
Check In Regularly
Check in with your staff (or boss if she is not doing this) regularly. Do not confuse this with micro-management. Finding out what they are doing, if they are on schedule, and if they are having any problems is simply good management. It allows you to stay informed so you can make appropriate decisions and it allows you to help move the project along by identifying and helping resolve issues or potential issues. If you don’t have time to check in with everyone, you can at least ask the manager, project manager, or team lead about each person on his/her team. If they do not seem to have an intimate enough grasp on the project and staff, this is an opportunity for you to provide some leadership guidance.
Proper communication does not necessarily have to be time consuming and it often proves to be the difference between project success and failure. The more you know, the better decisions you will make. Stay informed and keep the other members of your team informed. Set yourself up for success.