In Part I of this discussion of the limits of status reports, we emphasized the experience and emotions of report authors. Let us now examine five more needs of report authors that arise from somewhat more concrete origins.
- Situationally driven report cycles
- The report cycle is the interval between successive reports. Calendar-driven or clock-driven report cycles are probably most common. Situationally driven report cycles are those in which events in the project trigger reports.
- In relatively quiescent phases of projects, calendar-driven or clock-driven report cycles inevitably lead to reports that contain little useful information. When report authors are repeatedly compelled to generate such useless documents they sometimes develop a cynical attitude toward status reports generally, which can blossom into disrespect for supervisors, policy, and project governance. To reduce this risk, require reports on a calendar-driven or clock-driven schedule, but only if the situation warrants — that is, only if the report has useful content.
- Adequate time and resources
- Useful status reports highlight important information, distinguish new items from previously reported items, and include projections of future conditions and the assumptions that justify those projections.
- Authoring status In relatively quiescent phases of
projects, calendar-driven or
clock-driven report cycles inevitably
lead to reports that contain
little useful informationreports that are actually worth reading requires time and effort. If time and effort are unavailable or severely limited, authoring reports conflicts with other efforts related to the task for which status is being reported.
- Budgetary consistency
- Projects already underway are operating with existing budgets, which were developed under assumptions regarding status-reporting procedures that were in place when the budgets were last revised.
- Revisions of status-reporting procedures that create time and effort burdens significantly greater than those that were assumed in those budgets will compel report authors to reallocate time and resources, or worse, to find ways to circumvent the intention of the new status-reporting procedures. Budget revisions should accompany any changes in status-reporting procedures that require significant additional effort.
- Necessary tools
- Authoring status reports can be as simple as composing text documents — or not. If high quality reports require access to data, or data analysis, a lack of appropriate tools can make authorship a real burden.
- If people lack the tools that would aid them in producing reports with data-related content, the quality of the reports will undoubtedly disappoint. Be certain that the necessary tools are available, and that report authors (or their assistants) know how to use them.
- Necessary knowledge
- In large projects, status reporting can require compiling reports from component elements of the project. Report authors can be completely dependent on cooperation by the leaders of those component elements.
- Such cooperation is possible only if the conditions described above are met at every level of the project that must contribute to the higher-level status report, and if organizational leaders make clear that cooperation is expected.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.
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.
More articles on Effective Communication at Work:
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- Questioning Questions
- In meetings and other workplace discussions, questioning is a common form of conversational contribution.
Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
- When Stress Strikes
- Most of what we know about person-to-person communication applies when levels of stress are low. But
when stress is high, as it is in emergencies, we're more likely to make mistakes. Knowing those mistakes
in advance can be helpful in avoiding them.
- On Badly Written Email
- Even those who aren't great writers do occasionally write clearly, just by chance. But there are some
who consistently produce unintelligible email messages. Why does this happen?
- Exasperation Generators: Irrelevant Detail
- When people relate stories at work, what seems important to one person can feel irrelevant to someone
else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly
to get to the point. How can we find a balance?
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
- The Race to the South Pole: Lessons in Leadership
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 analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.