A project has progressed significantly and is getting close to completion. The project manager observed that team members are no longer focused and have started arriving to work late. What should the

Engaging functional managers to secure future roles is a valid long-term concern for team members, but it doesn't directly address the immediate issue of waning focus and punctuality in the current project's final stages.

As projects near completion, it's common for team members to experience a dip in motivation, sometimes referred to as "end-of-project syndrome," as they anticipate future assignments or burnout from sustained effort. Holding motivation sessions can help the project manager acknowledge the team's contributions, reinforce the importance of successfully closing out the project, celebrate successes, and remind them of the project's final value, thus re-engaging them and keeping morale high during the crucial final stages. This proactive approach helps to maintain focus and productivity until completion.

Asking for replacement team members near completion is highly disruptive, costly, and inefficient, as new members would lack context and the project is almost finished.

Penalizing team members directly without understanding the underlying cause or attempting to re-motivate them can further decrease morale and create a toxic work environment, which is counterproductive.