Project Management

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Importance of fancy weekly status reports

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Anonymous
I’m relatively a newbie PM. Like to produce weekly status reports that clearly specifies if my project is: on-time, on-budget, things we’ve accomplished this week, and to-do-list for next week. Plus any issues that requires the attention of stake holders. I’ve been advised by my boss to create reports that have organized using tables and list the number of action items and project tasks, etc.
It seems like I have to spend a good half a day every week for each project just to create that report, and I would like to get a sense from some of the guru’s if there is any industry standard or anyway I can do this professionally with less pain.
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Most of the companies I've worked for have had a status report template ready-made. But you could create your own template and iterate it based on feedback from team members, management, and your intuitions. Also, you can search for Project Status Report templates on the web and see if any work for you. As far as industry standards, I think it's fairly open since the needs vary from industry to industry and company to company.
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Mark Price Perry Business Driven PMO Evangelist| BOT International Orlando, Fl, United States

Dear Anon,


The request of your boss is actually quite reasonable. And, a good Project Status Report can be a work of art. That is, too often such reports are either too high level or too detailed. Typically, management is looking for the summary information they need at a glance and if desired they can access or login to the project management or PPM tool for further details. Developing a good Project Status Report is a balancing act and you certainly do not want to re-key data or commit yourself to a half day per week to prepare. You might consider showing the following kinds of information:



  • Overall Assessment of the Project Status (Green, Yellow, Red, etc.)

  • Schedule Status

  • Budget Status

  • Key accomplishments of the Week (just the key ones)

  • Accomplishments Expected (not activities) of the Next Week

  • Issues Requiring Stakeholder Attention

  • And a link to or attachment of your project schedule


This kind of Project Status Report should take no more then 15 to 30 minutes to prepare. Many organizations have their project managers do this kind of Project Status Report right within their PPM tool such as ITG, Clarity, etc, others make us of their collaboration platform such as SharePoint, Lotus, etc, and others simply prepare the Project Status Report in Word or Excel.


Of course, there is no one best Project Status Report or one best approach for going about it. And, as the organization evolves, changes, and improves vis a vis project management tooling, training, and best practices, etc, the Project Status Report is likely to change to reflect these things.


Keep it simple. A Project Status report is about the "Project Status" not the "Project Detail". Too often, a Project Status Report can become overly detailed. And sometimes, not only does the overly detailed Project Status Report not meet the needs of its recipients, but it can also take too much time and effort of the Project Manager to manually produce vis a vis re-keying from other project documents and tools. Project Status Reports can be easy to maintain and a useful tool for all those involved or they can be bothersome and a waste of time. Therein lies the art. Good luck..!

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Anonymous
Being from a PMO background, I've seen most variations of the scary reports that people submit.

The best ones I've ever seen were the ones similar to what Mark mentioned: clear, concise, and not time-consuming.

My personal preferred method is to have the project team meeting either the day the report was due or the day before and using the minutes from that meeting to construct the report. During this meeting you have the opportunity to review all the workstreams in detail and get their status, what tasks are on for the next week (and whether this matches your plan), and it's all up to the minute. Why reinvent the wheel?

:)
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Anonymous
The topic of your initial post “Importance of fancy weekly status reports” says it all. I’m focusing in on your term “fancy”. A status report really doesn’t have to be fancy. It just has to have the essentials, which Mark Perry listed for you already. Once you get a template that you can re-use from week to week, almost all of the items that Mark listed for you can be generated by a quick extract from your project plan. You should also be tracking issues and risks somewhere already. Mark’s guideline of 15 to 30 minutes is right on and applies to most of my projects. If your projects are in Yellow or Red status, you should also include a succinct statement as to your action plan for getting back into Green status.
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Ian Whittingham Managing Director| Calixo Consulting Golden Cross, East Sussex, United Kingdom
Another item to add to Mark Perry's list is Risks. You should regularly report on the status of your project risks including the kinds of risk (be specific) that your project is exposed to, the impact that such risks represent, and how you are managing these risks to mitigate, reduce or remove them as a threat to the success of the project. As risk lists can become quite lengthy (and detailed) it is best to focus on the High Probability/High Impact risks in the project's risk register. Try to steer clear of too much technical language when describing risks: management and stakeholders only care about business impacts that may arise when risk events occur. You can also use a traffic light or dashboard format (red, amber, green) to denote the severity of the risks listed.
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Ian Whittingham Managing Director| Calixo Consulting Golden Cross, East Sussex, United Kingdom
A further clarification on risk... from week to week, using a red/amber/green risk scheme will enable you to show the current level or severity of threat to the project that each risk presents, and, in this way, as risks move from one state to another (hopefully, from red to amber to green, and not the other way around!) you can demonstrate to management and stakeholders that you are, in fact, actively managing the project's risks.

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