1 - Know the power dynamic
Since it's not clear - I'm not sure which case you may fit into... but realize that there's a big difference between asked and unasked for feedback, as well as feedback that comes from a buddy, mentor or superior vs. someone who is a fellow member of the team.
If this person asked you for feedback, or you are in a role that is tasked with giving him feedback (buddy, mentor, supervisor) - then you can just start with "I have some feedback you should hear..." - but if you are not clearly tasked with this duty - then you may want to start with a more delicate form - "Do you mind if I give you some feedback..." and you may want to also include how this relates to you for example - "as a fellow member of the team, I've figured out some things that work really well that you may want to try..." - or "as someone who is a stakeholder in your work, these are some things that would help me greatly". Those are two different relationships - the more you can do a small bit to connect his need to change to why it matters to you, the more helpful it might be in terms of getting the feedback to actually be absorbed in a positive way.
2 - Deliver Clearly, don't imply intent
There are a bunch of tools for this out there - here is one:
https://www.mindtools.com/pages/article/situation-behavior-impact-feedback.htm
I googled "feedback, action, result" and the answers were neverendless.
The basic idea of good feedback is that you:
cover what the person is doing wrong and when. It's kind of like a bug report - anything you say about what the demonstrated problem is that is clearly visible can be helpful. Most important is the behavior - what is the thing that this person is doing that is not OK?
describe why it's bad in terms of demonstrable impact - for example "when you deliver your work late, I have to either scramble to get my work done or the whole project will be late" - vs. "when you deliver your work late, it makes me think you don't care" - the first is a very testable result and hard to argue with. The second is your impression of his attitude and he's the expert on that... you aren't.
The two things together should be focused on the action and free of emotion and ascribed intent. I won't say that this avoids ALL arguments, or mitigates all defensiveness - people can argue and be defensive about just about anything - but it gives you a stronger place to be convincing - if you say "you delivered your work late" and he says "no I didn't", you can then say "you were supposed to deliver on day X, you delivered on day X+N... that's late" - and that's pretty clear. If he then argues, he's either delusional, or he is working toward finding some clarity. For example "I didn't know day X was the deadline" - OK, could be true, now we've moved the problem around - he needs to make sure he's paying attention and knows where to go to get deadline information. You can say "the deadline was mentioned here..." and you two are starting to solve a problem.
A lot of the sites you'll find lead directly into "coaching" - the idea of getting someone on the track to better performance - which can be a powerful tool towards the solution, but it isn't necessarily connected to feedback. If there's 1 right way to do something, it's OK with feedback to say "don't do this, do this other thing..." - but it's also OK to go through the coaching patterns of "what could you do instead of the thing I don't want you do to?" - which can be motivating for the other person, since they are driving the solution.
I'm going to jump up and down on that "don't ascribe intent" point a bit - because of the things you say need correction, most of them are a mix of behaviors and your attribution of attitude or personal qualities:
He has a careless attitude, never meets deadlines, failed to deliver, does not wants to take any responsibility, does not want to learn domain knowledge or hasn't shown attitude to learn, never communicates status.
In that pile, I would pull out - missing deadlines, not finishing all requirements/tasks (was - failed to deliver), does not take responsibility (with examples...), has not demonstrated learning domain knowledge, does not communicate status. Notice that I avided "careless attitude", "does not want to...", "hasn't shown attitude to..." and also the word "never" - all of these are very hard items to test and prove. You really don't know why he's not doing the right stuff - and it really doesn't matter - if he truly hated everything about the job, but was doing a great job - it wouldn't be a problem for you.
3 - Relay to management
Yes, you could do items 1 and 2 w/out doing this. And in an informal environment or on a first-time basis - you could skip telling the boss.
But, you may want to go on record. If this was the most minor situation I can think - if I were trying to help a coworker, a peer, who seemed to just be having real problems - I might go with a friendly "hey, can you work on these things...?" with a quick 15-30 min conversation. Even then... I'd probably mention in my 1:1 with my boss that I'd done it. If for no other reason than if this guy is complaining about me - I'd want my boss to have my side of the story.
Also if I said "can I give you a little feedback" to the guy and he said "no, I'm all good, thanks but no." - I'd also tell this to the boss - that I'd seen some problems, I'd tried to offer to help, and I'd been rejected. Because I'd be saying to the boss "what do we do here? this is unacceptable..."
If I had the official duty of instructing this guy - either as a designated mentor/buddy or as an actual supervisor with reporting responsibility, I'd go a bit further - I'd make myself a note of what I said, when I said, and what his response was. If I was REALLY smart, I'd email it to myself. Usually an email through the company's email system is suitably private, but makes an auditable record with a date on it. I'd still tell the boss - even if I was the supervisor.
This isn't being a snitch - this is letting the folks in authority know that you're trying to work on a performance problem.
