So, (first question) are project managers a different breed? Are they motivated by extrinsic incentives (like salesmen) when all the management science literature tells us that knowledge workers are motivated intrinsically (I never have been sure I believed all that science but we hear it repeated often enough from many in the agile community)?
I was reading a post about project managers when this phrase leapt out and bashed me over the head, only where the author wrote "project manager" I saw "developers-who-don't-give-dam". It is an unfortunate fact of life that many developers display a 9 to 5, this-is-just-my-job, attitude (9-2-5-ers) that is at odds to the 'I want to always do things better and learn' approach required to be a member of a successful Agile team.
There are several reasons why this attitude creates a problem:
So what can be done?
- No refactoring done
- No effort to try and improve the team process and work smarter
- No ownership of any commitments made
- Abuse of the freedom that the Agile approach provides
Please note that I am not suggesting that succesful Agile development teams consist of sad lonely people who spend all their time at the office. However there is a work-life balance as well as a life-work balance and we need to be focused on the our work and the needs of the team.
- Discuss the issue with the person involved, in private. Obtain a commitment to change if possible. Tools that you should use (in not particular order):
- Listen to fears
- Offer mentoring
- Explain the consequences to the team and the in individual.
- Seek the removal of the individual involved. Note that they can be so destructive that it's worth getting ride of them even if they are not replaced
- Present the concequences to management and the customer by re-scoping work to accommodate the slippage created by the 9-2-5-er.