After the game, the reporters descend on the locker rooms. Most fascinating to me are the quotes from players in the Loser's Locker Room. They're feeling bad, yet most of the time they manage to say something that doesn't have to be bleeped. "They wanted it more than we did," or "The ball just didn't bounce our way." Some of these clichés have hidden meanings, and if you know the team well enough, you can understand what the players are really saying.
So it is with project status reports. Sometimes we struggle to put the best spin on the facts, or to convey indirectly a message that we cannot — or dare not — convey directly.
Have you learned to read, write, and speak Status-Report? Status-Report is a language that uses the same grammar and syntax as your own language, but the words mean something different. If you want to learn Status-Report, here are some examples.
Find an old status report from a troubled project — maybe a report you wrote yourself. Translate it from Status-Report into plain language. How much more useful would it have been in that form? Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- High Falutin' Goofy Talk
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with pretentious, overused images and puff phrases of unknown meaning. Here are some phrases that are
so common that we barely notice them.
- Virtual Communications: II
- Participating in or managing a virtual team presents special communications challenges. Here's Part
II of some guidelines for communicating with members of virtual teams.
- Trying to Do It Right the First Time Isn't Always Best
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And that's where the trouble begins. We remember them too easily and we apply them too liberally. Here's
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See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
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- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
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more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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