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Project Manager : Project Manager April May 2012
www.aipm.com.au Project Manager 25 24 Project Manager There are quiTe a few unknowns so i am a little hesitant to respond with a “ boots and all” response. But i would challenge the assertion that he is a valuable and passionate member of the team. Missing team meetings, working behind closed doors and changing other team members’ output without consultation are not key attributes of a team player, much less a valuable and passionate team member. The reality seems quite to the contrar y. i would suggest he has a negative impact on the team and is preventing the remaining members from reaching their potential. i would pull him aside for what seems to be yet another counselling session with the intent of moving him out of the project team or organisation if a significant change if not forthcoming immediately. ••• THINKSTOCK problem solvers QYou have a talented and technically competent software developer on your team. While he is not formally the technical lead (no one is), he feels a significant ownership of the product the team is developing. He often does work beyond his role and reviews every line of code checked-in by other developers, changing things he does not like without telling them. He likes to work behind closed doors, does not interact easily with the team and often misses team meetings. He is a valuable and passionate member of the team so you do not want to disengage him. Your attempts to coach him in improving his team skills have had little effect. What do you do next? People management We puT a dIffICulT prOjeCT maNagemeNT prOblem TO THe eXperTS 1. i would esTaBlish a formal code rev iew process by which all code was distributed among all developers on the team and discussed at a code rev iew meeting to be chaired by my very talented and technically competent software developer. however, before announcing this measure, i would take the software developer aside and point out the impacts his/ her practices and behav iours have on efficiency, team morale, team development and configuration control. Guy WilminGton P3 manaGement ServiceS i would then tell him/her that they had been appointed chair of the code review me eting in recognition of their performance and their potential to lead and mentor the other developers. finally, i would say the purpose of the code review meeting was to give the other developers the opportunity to discuss the code and to hear the talented software developer’s reason for any code change. i would also point out that, as the chair of the code review me eting, he/she was required to attend all team meetings to report on the progress of all code rev iews. This approach forces the talented software developer to engage with the other developers and give them a forum to ask questions. if this approach doesn’t have the desired result, i would take the talented software developer aside and remind him/her that their cosy office is not a right but an earned priv ilege. I would challenge the assertIon that he Is a valuable, passIonate member of the team 2. Peter meyer PrinciPal Project manaGer, GHD
Project Manager Feb March 2012
Project Manager June July 2012