We’ve said it before and we’ll say it again, Project Managers (PMs) live and die by the Plan. The entire purpose of the Start-up Phase of a Project is to produce a comprehensive Plan for the Project; consisting of an integrated Performance Measurement Baseline (Time, Cost, Scope) and an associated Project Management Plan to monitor and control it. Once the planning is complete, the Project shifts into the main Execution phase which will form the vast bulk of the timeline. The Project should then be reporting its status regularly to senior management via a Status Report, as part of its overarching Governance arrangement. So far so good; but when an organisation is orchestrating its status reporting process, what does it need to consider?
We’ve recently been involved in a review and update to the Project status reporting and governance structure for a major organisation with circa 150 Projects live projects at any one time. When you have that many Projects, the Project status reporting process needs to be effective and efficient to ensure the Organisation can “see the wood for the trees” – where does it need to focus its limited time and resources? Below we’ll outline up some basic high level considerations which we consider to be important; look on for more details on some of these points in future articles.
So there you go, some basic high level considerations for Status Reporting and Governance that we’ve used. What other considerations can you think of for designing Project Status Reporting processes? There are many other factors of course, and we may get on to them in the future!
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To understand why do Projects Fail and what we need to do differently to stop it happening again.