Question: In your experience so far as a team leader in this program (as project management student when doing asssignments no real stakeholders), what has worked well for you in terms of delegating effectively? Write one paragraph to provide one specific example related to your time as a leader and connect your response to the materials in this chapter of the course text to support your response only one paragraph will be graded for part 1 of this question so pay attention to your formatting.What has not worked? Why? Write a second paragraph toprovide one specific example related to your time as a leader and connect your response to the materials in this chapter of the course text to support your response only one paragraph will be graded for part 2 of this question so pay attention to your formatting. The necessary information from the book given below.

1. Match and assign the work - The delegation process starts with assigning the task. The project leader (delegator) should seek an appropriate fit between the work to be done and the person who is being delegated the work (delegate). While delegation is often about stretching the capabilities of the delegate, a significant gap between capabilities and task requirements could be a recipe for failure. The delegate's interest level, development needs, existing workload and availability are additional factors in choosing the right person for the particular work. Any objectives related to specific development needs should be discussed and agreed upon; if the individual reports to a functional manager, that manager's input toward development needs will be important. The description of the task, why it needs to be done and any associated expectations must be clear. The following points should be covered: What you want done (requirements) When you want it done (deadline) The assignment parameters (scope of authority) Why you want it done (purpose and how it fits into overall goals or objectives) Available tools and resources Possible challenges or obstacles to consider.25 2. Create an obligation - The delegate needs to understand that the delegated task is important for the PM, for the project team and other stakeholders. The conversation between the delegator and delegate should help the delegate appreciate that there is a 'contract' involved, even though it may simply be a verbal agreement. In other words, the delegation should be treated seriously and with the understanding that proper completion of the task, on time, with an appropriate level of quality is expected. The delegate should also know that they will not be alone in performing the task: they will have the ongoing support of the PM. 3. Grant authority - Having established the obligation with the delegate, it is time to grant them the authority to proceed. They will now need to be empowered to do the work. This means that as the PM's representative, within the scope of the authority granted, they can call upon resources, undertake certain expenditures, and make decisions. The PM must resist the temptation to constantly look over the delegate's shoulders, but the appropriate level of oversight and involvement will be determined by the characteristics of the task and the delegate, as suggested in the decision matrix illustrated in Exhibit 7.15. 4. Make the delegation known to others - If no-one else knows that a delegation is in place, a delegate may encounter resistance or barriers. A delegation, unless it is quite contained, should be communicated by the PM to those who may be involved. That way, those individuals will know to expect the delegate, will better understand their authority and decision-making power, and be prepared to cooperate with them. 5. Follow up and support - The PM should check in, perhaps once a week, with the delegate, depending on the duration and complexity of the task. These are opportunities to assess how the delegate is progressing, if they have come across any issues or if they need some support. Through the follow-ups, the delegate will also continue to see that the task is relevant and useful. This helps to ensure that the delegation is a positive experience and leads to a successful outcome. Without the PM's support, the delegate may founder and fail.