I’m a software developer that has had to manage quite a few projects over time as well… I’m not a qualified or certified project manager, it’s just something that has fallen on my shoulder in numerous projects.
The biggest challenge I have found is that of communication - particularly with decision makers. They often cancel catchup meetings where i am wanting to update them, seldom seem to read the details when I send them information, and then when they find out a project might be running two months late for example, they chuck a hissy fit! Of course, if they had not cancelled the meetings, or read the emails, the would have known that it didn’t just go from “running on time” to “being two months late”... it happened over the course of many weeks and primarily because they were not making decisions and so things had to be postponed.
What i found was, sending such manager a “big red dot” and blinking text saying… “project late, will not launch on time” got their attention… but what bugs me is that I am becoming a constant alarmist…
Do other people experience anything like this? How do you deal with it so that you are not seen as the person who only ever comes up with issues or as an alarmist…
For me, I’ve now started using a template that has the usual traffic light, due date, key risks, etc…
I make sure I send out the report every week at the same time… seems to have started working a little better with this… but keen on how everyone else works through issues like the above, and what you use (content and tool) for doing your status update reports.
I've used this format on many projects: 1. Executive summary narrative 2. Key plans for next week 3. Key milestones and deliverables status 4. Management issues requiring attention 5. Significant project risks being monitored The important thing is to keep content volume aligned to the consumers of the report. You should treat each word on the status report as if you have to spend a dollar to use it.
Message me if you'd like a status report template and I'll send you a link.
Hi Lonnie,
Really appreciate the insights. I would love to see the template if possible please. You make a very interesting point about every word being prescious - i have always struggled with how much detail to put in... i know when it's too much, no-one reads anything... but too little, and it feels like i am not doing the issue justice by not giving a little bit of the context that i feel might be needed? Saving Changes...
In my last projects I created 1 slide report, highlighting:
What I did in the week
What I will do in the next week
Outstanding Decisions
Risks
Including the key milestones with the traditional red / amber / green.
Thanks Mayte.
Seems like there is good consensus amongst most about the things to include. Is there any chance i could request you to post a sample of what oyu send... i'm keen on understanding the level of detail included as well as the format to see what an effective update looks like. Saving Changes...
Apparently in your comment, the problems you describe can have three origins: problem in the reports format (very well answered by the previous comments of Lonnie and Mayte), weak project management by managers (described in the James' comment), or a problem of how you deal with the management of the project. Regarding this last point, two comments refer to how to try to communicate better with your superiors. But there is another possibility, and that is that you are failing in how you have performed Stakeholder management, particularly how you planned and how you manage their involvement. To describe the common techniques exceed the space of this post, but you can obtain them in chapter 13 of the PMBOK guide, where the tools and techniques that you can use are described in good detail
Thankyou for the feedback Gabriel, i will check out that chapter.
You are right that there are numerous failings... stakeholder management being an important one of those of course. I am hoping that through a good report i can help improve the stakeholder "expectations" and hence management. I recognise that the report cannot be stand-alone, and better communication all around is probably needed, but i suspect the report is also an important part of that improvement; and hearing from all has been very interesting. It's making me reflect on numerous ways i can improve; and i see a really well structured, designed status report with the right content (sections, detail, design, etc) being a critical piece of it. Saving Changes...
Karl TwortSenior Project Manager| Fresh EggUnited Kingdom
Lots of good suggestions here - Using a RAG status can allow you to easily identify at a glance to time-poor stakeholders. Effective and accurate use of a Red / Amber / Green flag can highlight the importance of the information within the report. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Sep 19, 2019 2:25 PM
Replying to James Matters
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Thanks Stéphane.
Can i please request for you to share a sample ... i'm keen on understanding the level of detail you go to.
For example, is it a summary of things done, or do you list every ticket... what if there are 50 tickets that were completed?
With obstacles, do you put in potential solutions, or are they discussed pre or post report?
Identify the period you are reporting and try to keep each section to no more than ten items. (Going over dilutes the importance of what you are sharing.) Bundle where it makes sense. If need be, list the most important items and give the reader a link for the whole list.
The number of reported items will depend on the reporting period. If you are dealing with tickets, you may want to do a daily or twice a week report. Weekly or monthly reports make sense for activities that are at least a full day in duration.
If you are managing a project schedule, try to make the items under the Done and Doing sections match activities in your schedule.
Obstacles should only list those that are outstanding. If an obstacle has been removed, it should go under your Done section. This is a status report - don't use it to discuss the obstacles. That should either be its own document or, even better, its own meeting. Saving Changes...
