1. Brief your boss what the problem is, apparently, it's missing the launch milestone.
2. Show your boss the specific impacts to you and your organization.
3. Tell your boss how you plan to address the issue. Recommend a specific approach, along with alternatives, pros and cons for each approach, and why you recommend that specific option.
4. If needed, accept responsibility for the outcome.
5. Have a lessons learned meeting upon completion.
其实没多大事。就是promise 老板十月一号可以hit the first milestone.同事管的是和IT部门的GO LIVE的TECH方面的事。
一直说是ON TIME,结果我出差一圈回来，并没有LAUNCH。
我follow up。最后发现我同事没有和IT部门协调好，没有进他们的TICKET SYSTEM.
这个同事不归我管。
但是这个PROJECT是我的。我现在要和老板说一下需要更多时间。怎么说呢？也不想FINGER POINT TO COWORKER，although she did drop the ball.
1. Brief your boss what the problem is, apparently, it's missing the launch milestone.
2. Show your boss the specific impacts to you and your organization.
3. Tell your boss how you plan to address the issue. Recommend a specific approach, along with alternatives, pros and cons for each approach, and why you recommend that specific option.
4. If needed, accept responsibility for the outcome.
5. Have a lessons learned meeting upon completion.
既然“没多大事”，就跟老板自然而然，大大方方如实的说，自己不在，同事把事情错过了，现在正在及时弥补就是了，千万不要怪罪同事，更不要说是同事的错，跟同事一起把事情做好，就是了。
1. 给同事制定新的完成日期，问一下没完成的原因，如果有困难，（他）解决困难。
2. 跟领导汇报没及时完成任务的原因和如何补救，重点放在如何补救，说的越详细越好。
题外的话：
1. 工作中的不足，就事论事的说，不会得罪人的。既然他不怕完不成任务得罪了你，证明他并不觉得是大事。
2. 如果是你的课题，及时跟进便是你的责任。但如何在没有管理权时督促检查同事的进度不容易。建议找本书读读。例如《Leading without Authority》