Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 23;   June 5, 2002: Status-Report as a Second Language

Status-Report as a Second Language

by

Last updated: August 8, 2018

Sometimes, the clichés the losing team's players feed to sports reporters can have hidden meaning. So it is with Project Status Reports, especially for projects in trouble.
Submitting a status report

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.

What You Read
What It Might Mean
Forward progress continues to be inhibited by external difficulties.
It's not our fault.
This month we made good progress toward implementing the necessary infrastructure.
We're still trying to figure out what the heck we're supposed to be doing.
Fortunately, the delays have provided us with an opportunity to address other outstanding issues.
We're finding work for everybody so we won't lose them while we're waiting.
Requirements of important users for new versions with enhanced capabilities have driven us to provide alpha releases.
Sales has been beating us up so bad that we had to send them something. Heaven only knows if it works.
Progress toward completing this work has been slowed by an assortment of problems in other parts of the system.
We're stuck. We have no idea for how long. Pray.
The requisition to purchase the new software is running into some approval problems.
The recent reorg has had political implications. We might have to cut a deal.
It was determined that we will continue to watch the situation and assess our options at a later time.
We have no clue what to do about this.
No deliverables are completed at this time.
There is disagreement about the meaning of "completed." Or maybe "deliverable."
A detailed project plan cannot be created at this time because it is not yet known exactly what system will be designed and built.
I hate paperwork.
One problem could be lack of manpower. It was decided that if this was a major hindrance, we should look at ways of allocating resources for this purpose. The executive committee will follow up.
Management doesn't want to fund this project at an adequate level. We will try to get people to work on it anyway.

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? Go to top Top  Next issue: Getting Home in Time for Dinner  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

Would you like to see your comments posted here? rbrenoIkpYrCovwjwMUelner@ChacpIiGwwWHEkAqIUuzoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Bowling pins for ten-pin bowlingPygmalion Side Effects: Bowling a Strike
Elise slowly walked back to her office, beaten. Her supervisor, Alton, had just given Elise her performance review — her third consecutive "meets expectations." No point now to her strategy of giving 120% to turn it all around. She is living a part of the Pygmalion Effect, and she's about to experience the Pygmalion Side Effects.
A bobsled teamTeam Thrills
Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. How can we make it happen more often?
Benjamin FranklinProblem-Solving Ambassadors
In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
The piping plover, a threatened species of shore birdUsing the Parking Lot
In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which we believe could be important someday soon. Here are some tips for making your parking lot process more effective.
OverwhelmedHow to Get Overwhelmed
Here's a field manual for those who want to get overwhelmed by all the work they have to do. If you're already overwhelmed, it might explain how things got that way.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

A pair discussion in a speedstormComing February 27: Brainstorming and Speedstorming: II
Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
A meeting that's probably a bit too largeAnd on March 6: A Pain Scale for Meetings
Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenvuLIdHPxBAzPyWnlner@ChacYPjwJEnvoytQoDOmoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
Reader Comments About My Newsletter
A sampling:
  • Your stuff is brilliant! Thank you!
  • You and Scott Adams both secretly work here, right?
  • I really enjoy my weekly newsletters. I appreciate the quick read.
  • A sort of Dr. Phil for Management!
  • …extremely accurate, inspiring and applicable to day-to-day … invaluable.
  • More
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.