Here's how you can assess the performance and progress of delegated tasks as an engineering manager.

Setting clear goals is essential for effective task delegation. As a Manager Engineering, I ensure each task has SMART goals, providing a clear success framework. For example, when assigning a new feature development, I define specific performance metrics and deadlines. One helpful practice is holding regular check-ins to review progress, which keeps everyone aligned and accountable. This approach not only clarifies expectations but also enhances team performance.

As an engineering manager, you can assess the performance and progress of delegated tasks by setting clear expectations and measurable goals from the outset. Regularly check in with team members through status meetings and progress reports to monitor their advancement. Utilize project management tools to track task completion and identify any potential bottlenecks. Provide constructive feedback and support to address challenges promptly. Encourage open communication to ensure issues are reported and resolved quickly. By maintaining visibility and offering guidance, you can ensure delegated tasks are completed effectively and on time.

Assessing the performance and progress of delegated tasks as an engineering manager involves a series of activities and tools that ensure effective monitoring and continuous improvement of team operations. Some strategies and best practices for conducting this assessment effectively are: clear objectives, tools for project management, regular status meetings, performance reviews, data and reports analysis, risk management, team development and training, effective communication and continuous improvement culture.

Setting clear goals is very essential to track progress or evaluate quality or provide any feedback. Clear goals help us define timelines, track quality and eventually provide feedback.

I don't have too much to add, but in setting engineering/design or really any role's tasks, the group leader should have the expertise and idea of the task administrative (process to complete) requirements. These requirements may and will differ from company to company, and or industry to industry. Before one can comfortably assign tasks to "the doers" they must have a process "operator's" (ie the doers) understanding of what they will need to perform. From there the clarity and expectations via the START method can be applied.

Schedule regular one-on-ones to discuss progress, challenges, and any support needed. Use daily or weekly stand-ups to get quick updates on task statuses and any roadblocks. Utilize software tools to visualize progress and track task completion. Create dashboards to monitor key performance indicators (KPIs) relevant to the tasks.

Another way one can track progress made is to pair your team members. Let them be accountable to one another. This way they can personalize the task and it tends to be a discussion among them even when the manager is not around.

Peer review is one of the important aspects for maintaining the quality of the project. It helps to build strong team culture in terms of code quality adherence, it also helps to have more discussion on the technical topics while finally helps to gain more knowledge within the team. Peer review should be part of the process which should include a list of basic checks , logical checks and functionality checks which should avoid any mishap in the project.

Implement regular code reviews to assess the quality and adherence to standards. Ensure that tasks are not only completed but also meet quality benchmarks through testing.

Providing feedback is crucial for team growth and improvement. As an Engineering Manager, I offer timely, specific feedback linked to our initial goals. For instance, after a code review, I highlight strong coding practices and suggest areas for optimization. One effective method I've found is using a feedback sandwich—praising good work, suggesting improvements, and ending with positive reinforcement—to ensure the feedback is constructive and encouraging.

Providing timely feedback to individuals in the team is essential for the team's progress. It helps to analyse gaps, to define individual goals to achieve team success. Timely feedback also helps individuals to discuss the self progress, project progress any training needs, gaps or issues to achieve self goals. 360 degree feedback helps also helps to achieve the long term goal with the team together!

Conduct formal performance reviews to discuss achievements and areas for improvement. Offer timely and constructive feedback on both successes and areas that need attention.

Timely feedback is key. Else the project or task will just be infinite which was not the intention from inception. Ability to work on the information given as feedback timely as well.

constant referencing of all stages of performance to job scope and project setpoint, review of performance Vs. target, communicating KPI to team, providing all necessary human, capital and material support.

Be open to adjusting tasks or deadlines based on progress and team feedback. Use the lessons learned from completed tasks to refine future delegation strategies.

A self assured leader fosters a culture where everyone feels empowered to make decisions that help in achieving the goals and objectives of the organization. When you let others be the shepherd of their task they take the full accountability of the outcome, which helps them learn from their mistakes. It also takes the bureaucracy out of the system and helps in challenging the status quo.

Trusting on your team and team members ability is important in the project, if you start micromanaging the things it becomes difficult for the team to work and add more interruptions with the ongoing work. Let's give team members some space to work as per them listen to them first and then add your suggestions would help. When someone starts taking ownership it is obvious that he is gaining more knowledge and the work in the project and becomes a key member in the team and with the sense of that they perform better within the team.

You can trust your team members until they have enough abilities to complete the tasks automatically, but that is a long journey. I am a team leader in strategy, and most people don't have enough background and abilities for systems and algorithms, you had better foster them through a series of small tasks. Self-study and self-driven are essential and they are characters that cannot get them easily. So you had better pay attention to these characters when you are looking for new members.

If you are using earned value management as a tool to track the tasks, be aware that EVM can be "fooled" by front loading work packages that can be accomplished quickly and cheaply. The task seems to be going along well then suddenly hits the harder work and blows your EAC way up.

Understanding of the cause & effect logical sequencing of the deliverables & decision-making - meaning predecessors & successors relationships - will go a long way to ensure the productivity and earn the respect from the team.