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A) Organize a team meeting and discuss openly the bad performance of the weak team members. Try to find a joint solution during the meeting.
B) Introduce a competitive incentive system with a bonus for the 20% of your team which is performing better than the other 80%.
C) Do not interfere, but give the team some time to organize, and sort the problem out by low-level conflict management.
D) Introduce a system of formal and informal performance appraisals, research causes for bad performance and solicit mutual feedback.
A) Project charter
B) Team performance assessments
C) Cost baseline
D) Statement of work
A) …a stretch assignment is going beyond your qualifications right from the start. Whatever your education, knowledge and skills are, you cannot fail personally. Congratulations.
B) …key stakeholders must have timely and complete information regarding your qualifications to make decisions regarding your suitability for the assignment.
C) …stretch assignments bear an increased risk of failure, and this is rarely outweighed by the learning and development experience expected to come with the assignment.
D) …you should avoid the increased hassle coming with the assignment. It will not be enough for you to simply satisfy requirements and achieve objectives. You will have to learn a lot.
A) Differing outlooks, priorities, and interests
B) Role conflicts
C) Excessive team member commitment
D) Unclear project objectives/outcomes
A) Talk to your sponsor and try to get more resources assigned on similar conditions as the existing ones.
B) Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities.
C) Ignore the difficulties, adjust your schedule and negotiate new deadlines according to the slower progress.
D) Focus on internal charges. Make sure that your project is not getting charged for more than the actual work.