ICPM

This email address is being protected from spambots. You need JavaScript enabled to view it. This email address is being protected from spambots. You need JavaScript enabled to view it. The International Community for Project Managers
Brought to you by TenStep, Inc.
2363 St. David's Square
Kennesaw, GA 30152
877-536-8434 or 770-795-9097

This email address is being protected from spambots. You need JavaScript enabled to view it.
You are here: Home Blogs Use Status Reports to Manage Expectations
Sunday, 19 March 2017 17:07

Use Status Reports to Manage Expectations

Written by 
Rate this item
(0 votes)

This content is from the Method123 weekly email dated 2017.16.03

Use Status Reports to Manage Expectations

Let’s face it - Status Reports are usually not as effective as they should be. This is true for team members that submit Status Reports to the project manager, as well as project managers that are submitting Status Reports to their major stakeholders. One of the major reasons is that the people completing the reports look upon them as a chore and not as a way to communicate valuable information. You typically get a Status Report that is very brief and says nothing, or else you get a Status Report that contains all the mundane activities that a person did.

The person creating the Status Report needs to write it so that the reader can use the information. The information needs to be of value. The writer should ask whether the information on the Status Report is there to really communicate something valuable or is it just checking a box.

Information to include in your report

Typically the Status Report should focus on the following:

  • Accomplishments against the assigned activities on the schedule
  • Comments on work that should be completed but is behind schedule
  • Problems (issues) encountered, the impact to the project, and what is being done to resolve them
  • Scope change requests
  • Risks and what is being done to manage them
  • Observations that will be useful to the reader
If you focus on this type of information in your Status Report, you will find that the information is meaningful and can be used to help manage the project and keep the stakeholders informed. People will stop paying attention if you report on the trivial events of the reporting period.

Report on a “frequent enough” basis

The frequency of status reporting is based on the length of the project and the speed in which you need to react. For instance, if your project is two months long and the project manager receives Status Reports from the team members on a monthly basis, there is not enough time to respond if problems are reported. A good rule of thumb is as follows:

  • Small projects may not need formal status reporting.
  • Team members on medium projects should report status every week.
  • Team members on large projects should report status every week or perhaps every two weeks.
Status updates are also somewhat situational. For instance, if critical activities are occurring, you may need to communicate status updates on a daily basis. This may be the case around implementation time when a lot of work needs to converge in the final days of the project.
At TenStep we are dedicated to helping organizations achieve their goals and strategies through the successful execution of critical business projects. We provide training, consulting and products for organizations to help them set up an environment where projects are successful. This includes help with strategic planning, portfolio management, program / project management, Project Management Offices (PMOs) and project lifecycles. For more information, visit www.TenStep.com or contact us at This email address is being protected from spambots. You need JavaScript enabled to view it.

Read 743 times
Login to post comments

News and Promotions

Keep up to date with the latest happenings by signing up for our newsletter. Subscribe below.

Twitter Update

Who's Online

We have 266 guests and one member online

Got something to say?