Formal appraisal

In traditional modes of management, there is a heavy reliance on formal methods of performance appraisal to keep work flowing smoothly.

This is a process whereby the manager schedules a time to sit down with an employee and review their performance over the last period – usually three to six months – and to set goals for the new one.

This is not required as much in project management, as goals are largely predetermined by the project management plan. 

The WBS describes what needs to be done, the schedule stipulates when it needs to be done, the budget says how much money is available to do the work, and the risk management plan even suggests what to do when things go wrong.

 Therefore, once the project is in delivery mode – the point where you have the greatest number of active participants – there should be no real need to negotiate outcomes.

That is not to say there is no place for formal performance appraisal, especially among core team members on larger projects; in fact, your own performance as a project manager may be formally appraised quite regularly.

You might also formally appraise team performance:

• At key gates / decision points (for example, when the business case or project plan is complete)
• When milestones are achieved (for example, when a critical task is delivered), or
• If the project is failing to deliver on its plan due to team or cultural issues.

Nonetheless, as a project leader, you will need to drive regular, visible, informal methods of engagement if you want to motivate the best performance out of your team.

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Informal appraisal

Almost every time a project manager comes in contact with a team member, the occasion arises for an informal appraisal of performance. 

Whether the team member solicits feedback, by asking ‘How do you think this looks?’ or whether the manager volunteers it, by making suggestions as to how the performance of a task might be improved, there are a few common principles that the leader should apply.

One popular metaphor for providing feedback is the praise sandwich.

This protocol involves praising first, offering a critique next, and finishing by recommending an action that leads to the desired result (couched as positive praise again).

Praise

This is not always easy to do – even if you really want to yell at an idiot for making such an awful mess of your very basic instruction, you should, at the very least, begin by acknowledging their contribution.

‘Hey Joe, thanks for working on this today. I can see you’ve put in a huge effort.’ 

Of course, if they haven’t made any effort at all, then maybe you should escalate the discussion to a specific type of formal appraisal that we will discuss shortly.

Critique

Secondly, offer a critique, not a criticism.

Objectively deconstruct what it is they are doing wrong with reference to the desired standard, and ensure you make an effort to understand their perspective.

‘This was due last Thursday – why didn’t you let me know you couldn’t meet that deadline?’

Action (praise)
Finally, show them how they can fix things to meet the standard you require; for example, ‘If you try this…,’ or, ‘If you ask Jane, she might be able to help you.’ 

You might also show them the praise that they can expect if they meet your expectations.

‘It’s a minor setback, Joe, but I know the client will be hugely grateful if we can get this back on track.’

Keep in mind also the processes we discussed in Unit 4: Project Communication on giving (and receiving!) feedback.