The Project Status Report – The Bad News

"It not knowing what to do, it's doing what you know.”

                                                                                                - Tony Robbins

Over the last couple of posts, I’ve discussed the “what” of the project status report (i.e., the content).  In this post, the conclusion of this three part series, I discuss the “why” of the PSR, but focusing on some of the less obvious benefits.

Everyone understands the theoretical or conceptual need for the project status report.  The client expects it, it may be obligated by the contract, and it may be in the standard process.  But it’s a burden to put together every week, to come up with newly creative ways to say you’re still behind on the project and you don’t have any tangible accomplishments to report.  We want a reason to do this activity – week in and week out – some reason larger than obligation to process;  some reason that overcomes the urge to make anything else we can be doing a higher priority than the Project Status Report.  We want something that gives this activity purpose and meaning.

There are a few good reasons for producing the weekly Project Status Report.  For example, a well-written PSR – succinct, factual, comprehensive – launches good discussions in the client project meeting.  It documents the action items and effects of non-compliance and non-responsiveness from the stakeholders.  It is an archive of the project trail.  But, there’s more.

On the LinkedIn discussion boards for Project Management that I follow, the question “What’s the best way to deliver bad news?” appears regularly.  This is a question I struggle with answering because the question those LinkedIn questioners are asking is not really “How to deliver bad news” but rather “How to deliver surprising bad news.”

The bad news I deliver to my project stakeholders is rarely a surprise to them because I publish the project status report religiously every week and I pack it with factual information about the project – the good and the bad.  I document the issues we are experiencing and the risks that present threats and opportunities.  I show where we have variances.  Sure, this is hard.  But it is a professional and ethical responsibility.  And if you don’t do this (think good risk management here), you are going to be struggling with the question of how to deliver surprising bad news to your stakeholders.

I can’t think of a better reason or a higher purpose than this.

Producing the project status report every cycle is a Project Management Best Practice.  What problems have you experienced when you ignored this practice?  What problems have you avoided by publishing it even when it didn’t seem like a healthy choice?

© 2013 Chuck Morton.  All Rights Reserved.

The Project Status Report – Content That Matters

"Thinking is more interesting than knowing, but less interesting than looking.”

                                                                                                - Johann Wolfgang von Goethe

This is the second post in the series on The Project Status Report.  In this post, I get specific about the appropriate content of a PSR.  But first, while it is called a Project Status Report, it typically includes status (snapshot), trending, progress (accomplishments) and exception (variance) content.  Second, the PSR should not be confused with a person’s (individual) status report (ISR), which everyone on the team should be completing.  Further, the PSR is not a roll-up from the ISRs.  Finally, the PSR, when done properly, is aligned with and contributes to the overall Management by Objectives (MBO) approach.

This last point deserves emphasis.  The PSR does not and should not say what is going on.  I know this seems totally off base, but to ignore this point devalues the PM contribution.  Rather, the project has a plan and the PSR documents the consistency with or variance from the plan.  So rather than saying “what is going on,” the PSR should say what is going on relative to the plan, which is a key distinction.

I’ve found that the following sections are useful to have in the PSR:
·         Current snapshot
·         Dashboard
·         Performance to plan
·         Accomplishments
·         Planned for next period
·         Issues/ Variances
·         Acceptances
·         Change activity
·         Risk summary
·         Downtime

Not all organizations use all sections and not all sections are appropriate for all organizations.  Let me discuss each section.

Current snapshot

This optional section is status content and is the executive summary of the PSR.  It should be a very brief (no more than a few sentences) narrative.  Of particular significance is to use this section to emphasize areas where stakeholder intervention is required, such as resolving third-party bureaucratic or administrative interference, stakeholder non-compliance (failure to approve a deliverable or change request), failure of a risk or issue owner to act, or when intervention is needed to address a “red light.”

Dashboard

This optional section is status content (and is improved with trending indicators).  Despite their popularity, I’m not a big fan of “traffic lights,” those red-yellow-green circles to summarize status, primarily because there often is not a clear understanding by all stakeholders what the traffic lights mean.  Further, a single traffic light summarizes too much to be sufficiently actionable (for example, something I experience regularly is that we will start a project before all of the budget administrivia is complete, knowing that the executives have approved the project and it will go forward.  However, the project shows red because of the budget and, so, everyone ignores the traffic light.  But there may also be other factors that should be recognized that are concealed because of the attention to the budget.)

I’m OK with traffic lights when the following conditions are met:  1) all stakeholders understand what the lights mean (in particular, when their action or intervention is required);  2) that there are multiple lights providing sufficiently discrete information to the stakeholders (e. g., budget, schedule, scope, approvals, issues, risks).  Traffic light value is improved if there are trending indicators (for example, up/ down arrows) to communicate changes.

Performance to plan

This is required status content.  This should include a Gantt chart (showing variance from plan) or, even better, Earned Value (and Earned Schedule) graphs.  This is the meat of the status report.

Accomplishments

This is optional progress content, though it is universally included.  Equally universal is that the wrong information is presented.  This should report accomplishments, not activity.  Avoid muddy verbs, such as:  worked on, met, attended.  Instead, use only concrete verbs, such as completed, published, documented, tested, coded.  The activities associated with these verbs should be tasks or activities in the WBS (and thus on the project schedule).  Finally, include metrics whenever possible (e.g., completed 20 of 30 test cases).

To digress momentarily, be clear about what “completed” means.  I often have developers report they completed an assignment.  “Have you completed the unit testing,” I ask.  “No, I completed the coding.”  OK, but the task is not complete.  These types of grey areas compromise the accuracy and the credibility of your reporting.

Planned for next period

This is optional progress content.  The same rules as listed for Accomplishments apply.

Issues/ Variances

This is required exception content and is usually a table documenting current project issues, the issue owner, activity and plan for resolution.

Acceptances

This is required status and exception content.  This should be a table listing each deliverable that has been submitted but not approved and deliverables that will be submitted in the next few weeks.  Table columns should list the deliverable name, responsible approver, date (to be) submitted, date approval was (or will be) due, and status (Not submitted, Pending approval, Overdue, Approved).  Overdue approvals should be highlighted.  Once an approval is received, this is reported as complete on the next PSR, then it is removed from future PSRs.

Change activity

This is required exception content.  This, too, is a table listing each submitted, but not completed, project change request.  Columns should include PCR number, title, date submitted, date response due, and status (Submitted, Pending approval, Approved/ Denied, Project plan updated).  Once the PCR has been denied or after the project plan is updated following the approval, this is reported on the next PCR, then it is removed from the table.

Risk summary (key risks)

This is required exception content.  This section is formatted similar to the Issues section.  One thing important to add to the section heading is “Date last discussed.”  This should be the date that risks were most recently discussed in the Client Project Meeting with the stakeholders.  I find that these meetings rarely discuss risks because time runs out before we get to this agenda item.  Risks should be discussed at least monthly and, if they haven’t been, this discussion should be moved to the top part of the agenda.

Downtime

This is optional exception content and will rarely be seen except in the status reports of the top echelon consulting firms.  It really isn’t meaningful in a Product & Service Delivery environment, but may mean the difference between profit and loss for a Consultancy PM.  When the client is responsible for the infrastructure on which the project depends, any failure, downtime, or force majeure where they are billed for your services but no work is being performed because of their nonperfomance, should be reported in this section.  It should (hopefully) be rare to have content here, but it is important to report it when appropriate.  I have also seen this section used to report “thumb twiddling” time because a client has not given timely approval to a deliverable.

There are obvious direct benefits from issuing weekly project status reports.  In the next and final post on this series, some key indirect benefits that may not be obvious.

What benefits do you receive or would you expect from publishing a weekly status report with this content?  What project problems can be avoided?  Can you guess what points I’ll bring up?

© 2013 Chuck Morton.  All Rights Reserved.

The Project Status Report

"Oft expectation fails, and most oft where most it promises; and oft it hits where hope is coldest; and despair most sits.”

                                                                               - William Shakespeare (All’s Well That Ends Well)

It has been a few weeks since I last posted.  Not because I don’t have ideas to share, but rather that I have a whole list of “next topics” and I struggle with where to go next.  I mentioned the Project Status Report in a post long ago during my series on The Project Manager’s Cycle, which I encourage you to review to properly understand the context for this expanded discussion on the Project Status Report (PSR).  With this post, I want to revisit the discussion about the PSR, going into depth on both the content (what goes in the PSR) and the rationale for the content.

The PSR is a key component of project communications.  There are the day-to-day communications by the project manager (the activities in the Project Manager’s Cycle where the PM meets with team members to get updates, to encourage, to motivate and meets with stakeholders for behind-the-scenes discussions).  But these build to the three central communication practices of the Project Manager’s Cycle:  the project team meeting, the PSR and the Client Project Meeting.

One of the essential decisions that must be made about the PSR – and this will be documented in the Communications Plan – is whether the PSR is a stand-alone document or whether it is a discussion aid to supplement the Client Project Meeting.  As a stand-alone document, I mean that it has to comprehensively explain information without the need for a discussion.  I don’t operate this way and, as a best practice, I recommend, instead, that the PSR is an aid to facilitate discussion in the Client Project Meeting (and I don’t mean either that the PSR substitutes for the Client Project Meeting agenda).   Thus, the Client Project Meeting – or rather, the minutes from that meeting – is the record of decisions made about the status.

The content of the PSR needs to answer a few basic, but essential questions:  how are we doing relative to the plan;  what is being (or will be) done to restore the project to plan, if necessary;  what threats jeopardize the project;  what actions are needed from the project owners or sponsors.

In the next post, I’ll address common sections of the PSR and the appropriate content for each;  and I’ll follow with a post on some of the tactical benefits of regular, proper status reporting.

What problems have you avoided that were attributable to good status reporting practices?  What problems have you encountered from deficiencies in status reporting?

© 2013 Chuck Morton.  All Rights Reserved.

The Project Manager’s Cycle – Conduct Client Project Meeting

The occasion was the monthly project review meeting.  The PMO hosted these and all PMs were in attendance.  The typical agenda would have the PMO director select a half dozen projects, three flowing smoothly and three challenged projects, the PMs for each project would present the status, then the floor would open for Q&A.  Having your project records open to your peers can be very intimidating.  For this meeting, however, the senior project auditor  was presenting the latest revision of the project audit checklist.

“As you can see on the monitor, the checklist has five items for the client meeting.  For documentation, the PM should bring the most recent six weeks of client meeting minutes.  These are the document of record for the meeting.  Step 62 confirms that you are using the correct minutes template.  For step 63 of the checklist, we will confirm the frequency of the actual meetings.  For step 64, we will review the invitees and minutes recipients.  For step 65, we check that project risks have been reviewed and documented in the minutes at least once in the last month.  The final step in this section, as all others, is for the auditor’s subjective review – that the documentation reflects meaningful, productive and valuable effort, not just completion of a “check box” so the PM can pass the audit.  Any questions?

As Bob Dylan sang, everybody’s gotta serve somebody.  Whether it is the Sponsor, Owner, or Client, you serve this person as their agent to deliver the project.  They have delegated this responsibility – and presumably the authority – to you and will periodically want to discuss your stewardship of their project.

The Client Project Meeting is an odd duck in The Project Manager’s Cycle.  The predecessor activity to the client project meeting is Publish the Project Status Report (PSR, which I haven’t discussed yet) and the project status report is the input into the client project meeting.  The output of the client project meeting, in addition to the minutes, is potential input into any of the nine Knowledge Areas of the PMBoK (integration management, scope management, time management, etc.), any of the Executing Process Group activities (those activities specific to delivering the product or service), action items, commitment management, and the agenda for the project team meeting.

If I am delivering specifically a project status meeting to a project owner or client, I generally prefer not to have other project team members attend.  This has advantages and disadvantages.  I have control of the information and the flow and we can talk more freely.  But it can be intimidating if there are several owner representatives and there is always the risk of filtering information too much.  I will make exceptions when a team member has a specific contribution (to support a technical discussion, for example) or if I particularly trust members of the project team.  The owner can invite anyone they choose to this meeting and when this happens the meeting becomes more a stakeholder meeting than just a Client Project Meeting.

The purpose of the Client Project Meeting is to deliver the project status and to receive any changes in direction or commitment.  The most recently published project status report is the document of record, even if it is a week old, which it can often be.  It is important to have, maintain, and deliver “one version of the truth.”  I start with the latest published PSR, then discuss developments since it was published, which can help foreshadow the content of the next PSR and prepare the stage for bad news that may be brewing.

The component activities for the Client Project Meeting are:  Prepare and distribute the meeting agenda (one business day in advance);  Prepare the meeting package (agenda, project status report, change requests needing approval, deliverables needing approval, etc.);  Conduct the Client Project Meeting;  Publish meeting minutes (within one business day);  and Update issue, change, acceptance, risk, and commitment logs.

On a good week, the Client Project Meeting can bolster your ego, with lots of praise and acclamation.  On a bad week, you may feel like a cheap cut of beef, dropped in the coals, left too long, then squeezed through the wringer.  Good or bad, I always walk out of these meetings counting my fingers and toes.  It was a good Client Project Meeting if they’re all still there.

Obviously there are many options for the Client Project Meeting;  the decision of who attends, alone, changes the tone of the meeting considerably.  What are your experiences, good and bad, with other approaches to the Client Project Meeting?