Don’t you like attending everyday meetings?
Every day the team had regular meetings. The team was disinclined to attend the meetings.
I worked with a team of 8 members where the project manager held daily standup meetings, but team members frequently used legitimate excuses to avoid the meetings.
According to the project manager, he desired to ascertain the project’s status and determine whether it was proceeding as planned. When team members performed their assigned tasks correctly, they believed the project manager lacked confidence in them.
The team members and the project manager were constantly at odds.
If team members spend their time attending meetings, when will they be able to complete assigned work and demonstrate their progress?
According to the project manager, the team members must be kept informed of all phases of the planning and development process. If an error occurred during this process, he was responsible for resolving it and completing the task on time.
Both had legitimate reasons.
Daily standup meetings lasted for more than an hour, which was inconvenient, and team members worked weekends and holidays to meet their targets.
When the project manager discovered that the team was unwilling to attend daily meetings, he arrived with the correct reason and scheduled the meeting for 30 to 40 minutes.
Occasionally, the team standup meeting would exceed 40 minutes. This occurs when a team member wishes to discuss the project and requires the input of all team members to have a productive discussion that keeps both the project manager and the team members on track.
Why are team members averse to attending meetings?
Numerous businesses worldwide operate in this fashion — they adhere to the criteria established by their superiors, begin work on a plan they have discussed, and then meet with a client or supervisor to verify whether they like what they have done.
While the employer will be delighted, the client will be disappointed with these products.
On the other hand, his anticipation will be distinct. As a result, it is clear that this way of management has a high probability of failure, and that failure is more likely to occur just before the project’s deadline.
When this occurs, the organization and its client have already spent considerable time and money building a product that neither of them will ultimately like. As a result, the team members will lose interest once all duties are completed.
What error occurred during the course of the project’s execution?
They used a traditional method of project completion and began working on a plan or design. Once they fulfilled all of these requirements. They then began implementing the strategy and evaluating its effectiveness.
The client or employer then enters and indicates that the project can proceed. Naturally, the goal is to ensure that everyone completes their assigned tasks — they must complete all tasks listed on the project plan prior to moving on to the next phase.
Additionally, they must complete all agreed-upon responsibilities within a specified timeframe before testing can begin. Once the teams have completed their assigned tasks, they will be able to assess their performance.
Thus, if these ideas are to be implemented, the project manager must have a firm grasp of project management and a clear vision for the product. However, if the project manager lacks a clear vision for the project, team members lose enthusiasm for work and the company loses the project.