What do you do if delegated tasks in software development are not completed on time and with quality?

I agree that we need to identify the root cause of delay. We need to resolve it and inform stakeholder if task on the crotical path and impact timeline.

I join with team .. Then try to figure where is problem, and in most case is ONE BIG. Then find out is this real BIG ONE, or maybe we have other problems.. Then try to resolve problems myself with team help. One or many.. ............................................................................................................................................................................................................................................................................................................................................................................................................................................. I can copy paste question to GPT and got that 750 characters mark .. but I am lazy for that..

In my experience, I would first take a look into the matter to identify the root cause of the delay. Based on the root cause, I can take the action. Ideally, the delegated task or any task should be planned and monitored regularly. I believe that's why Agile and Scrum are the best practices for the same. The steps that are required for the delay include communication with the team, assess the situation, relocate the resource if required, monitor the task closely.

When tasks delegated aren't completed on time and with quality, it's crucial to act swiftly to mitigate any project impact. Early communication with superiors or stakeholders is essential to ensure they're aware of the situation and can take necessary actions. Additionally, seeking support for the responsible individual can help address any obstacles or challenges hindering progress. In some cases, reassessing project requirements and considering splitting deliveries into smaller parts may be necessary to meet client needs and minimize negative impacts on the overall project schedule.

When discussing these things, you may not find it productive to stress the importance of keeping the schedule. You can discuss these sorts of things in retrospectives and 1:1 meetings. In the moment, focus communication on clarifying the cause for delay and removing barriers for your team. Moving forward is the goal. You will also have to communicate to stakeholders if the quality or delay will have any impact to them. Have confidence in the impact before you communicate it but don’t wait for certainty. Communicating impact in a timely manner is important as your stakeholders may have to communicate the impact to others and so on.

-Giving directions to a co-team members and telling them exactly what to do. -Assigning someone to do research, gather feedback, and report back to you so you can make informed decisions. -Delegating decision making responsibility to someone else, but retaining authority for the final thing -Delegating both responsibility and authority to proceed, except in the event of an unexpected emergency. -Delegating completely, putting team leaders in charge of tasks and decisions, and allowing them to complete .

When communicating, it's important to exercise caution. Occasionally, the individuals handling these tasks may indeed be quite resourceful; however, circumstances may lead to delays in completing the task. Making offensive statements or reallocating tasks can exacerbate already difficult situations, potentially making them worse. In some cases, I've observed these issues leading to attrition. So we have handle the communication on case by case basis.

Como líder se debe tener la capacidad de direccionar el equipo y gestionar el tiempo del mismo, y por parte de los desarrolladores tenemos la responsabilidad de levantar la mano a tiempo y exponer las causas de los retrasos con el fin de tener un tiempo de juego para evitar afectaciones

You have to do prioritisation and check the tasks on the critical path. You need to do an impact assessment of how the delayed tasks affect the entire project. Speak to the PM to take you through the cost and schedule impact and create a risk register as well.

There are few things I always do while delegating work to someone 1. Verify if the delegatee has the right skills to do the task 2. Ask the delegatee if he/she is willing to take the task 3. Explain everything in details, the expectations and likely result if the expectations aren't met 4. Ask the delegatee if he/she has understood the task and if have any questions 5. Give the delegatee means of communication details (Slack, teams, phone number etc) incase he/she needs to discuss anything 6. Setup a daily meeting (just like quick stand-up meeting) to check the progress and figure out what needs to be done if the delegatee is stuck 7. If things are not working well then step up and help the delegatee to complete the task.

Workload balance is an essential. Task done under stress can lead to issues later on. Quality might be compromised just to achieve the deadline.

Depending on the criticality of the issue and time sensitivity, and also after analysing the root cause , if the developer needs support, then the support should be given by the management. By doing this, not only the issue is solved but also management gets more control of the issue , which is good for the progress of the project.

When a project stumbled due to an overwhelmed team member, we adjusted workloads to balance responsibilities. Mindful not to overburden others, we strategically redistributed tasks. This approach relieved pressure and steered the project back on course, demonstrating the importance of a well-balanced team effort in achieving our goals. Remember, strategic workload adjustment can turn challenges into victories.

If a person has to manage "workload", even with the risk of overloading, this is an indication that the organisation of the team is wrong. The team isn't given the opportunity to do their own organizing and the feedback that can be gathered from the results isn't taken into account.

Por mais conhecimento e senioridade que seu time possa a ter, ele pode se deparar com um desafio que n?o consiga transpor sozinho. é aí que um suporte externo pode fazer toda a diferen?a, pois trará ao time novas perspectivas e maneiras de como resolver determinado problema.

The job of management is to provide protections. Eliminate distractions that are lower priority. This includes things like meetings, and support issues, that can often cause disturbances to difficult tasks, especially those that are behind schedule and already have immense pressure on them to get completed.

Check if the person responsible for the task needs additional support or resources. They might be facing challenges that are hindering their progress.

My team is big on paired programming. What one developer lacks another may excel at and vice versa. Always be willing to offer a team member a hand, you never know when you’re gonna need help yourself.

While offering support is certainly beneficial, there can be an argument for an opposing viewpoint that emphasizes fostering self-reliance and autonomy among team members. Here's a different perspective to consider: Overdependence on Support: While providing resources and mentorship is helpful, relying too heavily on support can stifle a developer's ability to problem-solve independently. Hindered Growth: Constantly being guided by more experienced developers can limit opportunities for individual growth. Micromanagement Concerns: The line between offering support and micromanaging can be blurry.

-If a task wasn’t completed as assigned, don’t be afraid to offer constructive criticism. -Your employees can take this feedback and make changes the next time a similar task is assigned. - On the other hand, remember to provide positive feedback and show your appreciation when a task was done well. -To ensure you’re delegating effectively, you will also want to ask your team for any feedback that they can give you. -Ask your employees if you provided clear instructions and determine if there’s anything you can do to better delegate in the future.

If the issue persists, it might be necessary to have a conversation about accountability. It's important that everyone on the team understands the importance of meeting deadlines and producing quality work.

It suggests that these issues might indicate a need for adjustments in the development process. It offers several possibilities for improvement without endorsing any specific solution. These possibilities include delegation, requirement clarity, and adopting new tools/methodologies. The passage emphasizes the importance of thoughtful change management. It suggests involving the team in the process and seeking feedback to ensure effectiveness and acceptance of new strategies.

When tasks keep getting stuck, change how things are done. This might mean clearer tasks, new tools, or different ways to share work. Listen to your team's ideas to make sure changes help everyone do better

If there are recurring issues with task completion, the problem could be elsewhere. Remember, task delay is a symptom, the cause could be many things, from team capacity for holidays to lack of knowledge. You will always have tasks falling behind, your goal is not to repeat the same reason, again and again. If you implement agile practices, you will offer the team scenarios to discuss and improve on tools, processes and every thing they need. Support those actions, and make sure the team do this frequently. Implementing changes frequently help the team to embrace change, to react properly, to learn faster and adapt their efforts. Don't stop changing.

Develop a check in system: Doing this help you to always be in the loop about where the project stands and gives the employee regular opportunities to ask questions. An eg. of this strategy would be an employee sending a progress report on her assigned task to her boss every Friday afternoon before she leaves for the weekend. Meet up : During the planning for the annual retreat, a manager establishes a weekly progress meeting for all members of the team to update her on where their tasks stand. These could be weekly team meetings, individual meetings.

Since we have identified the issue with timing then we need to monitor the status more often. This is to make sure that we are going into right track. Or in other cases, the action plan is not good then we need to revise.

Provide constructive feedback on the work done and identify areas for improvement. If necessary, arrange for additional training or mentoring to help the person improve their skills.

For some root causes, I have found that establishing transparency and open communication on the team will help you and the team monitor progress. If you have good action channels and you keep open communication in your retrospectives, the team will celebrate success and highlight failures of the process. Actually implementing changes from retrospectives is empowering and will help the team take ownership more, For some root causes, maybe where there is a skill gap or a productivity issue, you will have to monitor more personally. For these situation, it will be helpful to have KPI in place as a mechanism for illustrating the impact of the gap and showing tangible improvement.

Achei bastante eficiente um 2o momento de alinhamento no início do período da tarde. é claro, devemos aplicar esse refor?o no acompanhamento somente em casos muito específicos, que necessitam realmente de for?a-tarefa dedicada e focada pra atingir um prazo desafiador. Caso contrário, acaba causando um desgaste psicológico na equipe devido a press?o/cobran?a for?ada.

Ensure: 1) the delegated tasks are properly estimated. Common causes are unclear requirements, lack of clarity, not enough expertise in the team to estimate ( and deliver by extension) 2) when estimation correct analyse the reasons for missing the delivery deadline and address them. Common causes are - lack of knowledge and expertise in the team (mentoring and training is needed) , lack of time to execute (team is overloaded), lack of priority (team is picking other tasks instead), etc.

I believe quality is not an option: it's mandatory. This will prevent several future issues and the time of the team in support tasks. It's important to collect metrics and write annotations during the Sprint Execution timeframe to don't forget the details. They'll be explored during the Retrospective meeting. During the Sprint Retrospective meeting guide the team to reflect what went wrong during the not-delivered tasks and help them to find the root-causes. "Once I fail, I learn": make sure the team learned the lessons of the Review and that they won't repeat them again. Move on.

It's important to have a clear definition of done, regardless of what software development practice you are using. Everyone from product management, to management, to the developers, and the testers need to understand when a project is complete. It also needs to have clearly defined requirements attached that have eliminated ambiguity as much as possible. There should be no doubt from any of the stakeholders that a task is complete. Nothing is worse than engineering thinking they are done when product disagrees, or vice versa.

I believe in the power of the process of Scrum. By definition then, given the various ceremonies in Scrum done "right", most of the time we see issues of delay or quality coming before sprint-end, and we get the team to together to determine the best course. This question infers "what do you do if they did it wrong", but the real world is really "what do you do if you all did it wrong". Those of us that lead, need to share in the successes AND failures, and have the practices in place to both catch when things fall behind, and celebrate when things run ahead. So, if there is an instance of falling behind estimate or a deliverable that can't seem to hit the expected level of quality, I look inward at the process I lead, and adjust.

Consider if there are any changes that could be made to your development process to prevent similar issues in the future. This could involve improving your task estimation, quality assurance processes, or project management methods.