Managing Poor Performance in Project Management: Strategies for Positive Turnaround

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The success of projects often hinges on the effectiveness of project managers. However, even the most skilled professionals can sometimes experience periods of poor performance. As a Professional Services Manager, it is crucial to address these issues promptly and constructively to foster improvement and ensure project success. For this article I am trying to explore the steps to manage poor performance in project managers, drawing from my experience, offering practical strategies and examples to encourage a positive turnaround. Identifying Poor Performance in project management can manifest in various ways.

Key indicators include:

1. Missed Deadlines: Regular failure to meet project milestones and deadlines.
2. Budget Overruns: Consistent overspending and inability to manage project finances.
3. Low Team Morale: Team members exhibiting disengagement or dissatisfaction.
4. Communication Breakdowns: Ineffective communication leading to misunderstandings and conflicts.
5. Quality Issues: Deliverables not meeting the required standards.

Here is my step-by-step approach to managing poor performance and how I have gone about doing it.

Step 1 -Early Identification and Documentation

Identifying poor performance early is essential. Pay attention to key performance indicators (KPIs) and conduct regular project reviews. Document specific instances of poor performance with dates, examples, and the impact on the project.

For example: A project manager consistently misses deadlines, causing delays in project delivery. Document each missed deadline and its repercussions on the overall project timeline.

Step 2 - Private and Constructive Feedback

Initiate a private, one-on-one meeting with the project manager to discuss the observed performance issues. Use this opportunity to provide constructive feedback and focus on specific behaviours rather than personal attributes.

For example: "I've noticed that we've missed three critical deadlines in the past two months, which has delayed our project timeline. Let's discuss what challenges you're facing and how we can address them."

Step 3 - Understand Root Causes

Investigate the underlying causes of poor performance. Factors might include personal issues, lack of resources, insufficient skills, or misalignment with project goals. Understanding these root causes is vital to developing an effective improvement plan.

For example: During the discussion, the project manager reveals they are overwhelmed due to a lack of support from the team. This insight can inform the next steps.

Step 4 - Develop a Performance Improvement Plan (PIP)

Create a tailored Performance Improvement Plan that outlines specific goals, actions, and timelines for improvement. Ensure the plan is SMART (Specific, Measurable, Achievable, Relevant, Time-bound) and agreed upon by both parties.

For example: The PIP for a project manager struggling with communication may include attending a communication skills workshop, weekly check-ins to discuss progress, and setting clear communication milestones.

Step 5 - Provide Support and Resources

Equip the project manager with the necessary resources and support to succeed. This may involve additional training, mentoring, or reallocating resources to alleviate workload.

For example: Assign a mentor to the project manager to provide guidance and support in managing complex projects and navigating team dynamics.

Step 6 - Monitor Progress and Provide Regular Feedback

Regularly review the project manager's progress against the PIP. Offer continuous feedback, celebrating improvements and addressing any ongoing issues promptly.

For example: Schedule bi-weekly meetings to discuss the project manager's progress, providing positive reinforcement for achievements and constructive advice for areas needing improvement.

Step 7 - Encourage Open Communication

Foster an environment where the project manager feels comfortable discussing challenges and seeking help. Open communication channels are crucial for ongoing development and trust-building.

For example: Create an open-door policy and encourage the project manager to share updates, ask questions, and seek feedback regularly.

How have I put this into play? Let's put this into a real life scenario, names will be played by actors:

Scenario:

Mr Brown, a project manager, consistently misses deadlines and struggles with team coordination. The project's budget is also frequently exceeded.

Action Plan:

1. Identify and Document: Mr Brown's performance issues are documented, noting specific missed deadlines and budget overruns.
2. Private Feedback Session: A meeting is held with Mr Brown to discuss these issues, uncovering that the workload is overwhelming and there's a lack of team support.
3. Root Cause Analysis: It is determined that Mr Brown lacks experience in managing large teams and has insufficient training in budget management.
4. PIP Development: A PIP is created, including attending a project management training course, weekly budget reviews, and assigning a senior project manager as a mentor.
5. Support Provision: Additional team members are allocated to assist Mr Brown, and a financial analyst is made available for budget oversight.
6. Monitor and Feedback: Regular check-ins show gradual improvement in Alex's performance. Deadlines are met more consistently, and budget management shows progress.
7. Open Communication: Mr Brown is encouraged to communicate challenges openly, leading to a more collaborative and supportive team environment.

Managing poor performance in project managers is a nuanced process that requires early identification, constructive feedback, and continuous support. By understanding the root causes of performance issues and developing tailored improvement plans, Professional Services Managers can foster a culture of growth and improvement. This proactive approach not only benefits the individual project manager but also enhances the overall success of projects and the organization.