3. Written Reports
One extreme:
“Need to know:”
• No information
• No motivation
• Creates chaos
Another extreme:
Everything you know:
• Information overload
• No one reads it all
• Creates chaos
It’s best to seek the middle:
• Start with a summary
• Keep reporting brief
• Tell the truth
4. Reporting Types
• Text and data-oriented for your project team and others
needing detail.
• Analysis and graphical reports for sponsors, managers,
and high-level stakeholders.
• For all reports, begin with a summary. Include
additional data in order of descending value
• Generally, customize project reports by cutting, not
rewriting.
3.3-5
5. Effective Communications
• Hold efficient meetings.
• Use informal communications.
• Maintain an information archive as part of
your PMIS.
6. Efficient Meetings
3.3-7
• Always use an agenda. At project status meetings, limit
discussion to project status.
• Start on time. End on time (or early). Keep it short.
• Invite people who need to participate, and get their
commitment to attend.
• Record what happens during meetings, and distribute
minutes.
7. Archive Project Information
3.3-11
Throughout your project, collect:
• Project charter and definition documents
• Project plans, charts, and diagrams
• Status reports, change and issue logs, project
messages, and presentations
Provide current information for the project team
in your PMIS, online whenever possible.
9. Build Project Teamwork
Team-Development Model—Dr. Bruce Tuckman
• Forming: Team initiates with few relationships and is
merely a “list of names” on the project roster.
• Storming: Conflicts may arise as contributors (including
the project leader) struggle for position.
• Norming: Roles and responsibilities are defined and
accepted.
• Performing: Mutual trust builds respect and strong
relationships enable project progress.
• (Adjourning: Team disbands at project end.)
10. Develop Project Contributors
Review your responsibility analysis and resource
assignment matrix for gaps and problems.
• Develop plans for training to meet skills
requirements.
• Identify mentoring opportunities within your team.
• Use leaning opportunities to build teamwork and
contributor motivation.
11. Manage Performance Issues
When collecting status and noting variances, follow
up with all owners responsible for significant
activity slippage. Discuss:
• Responsibilities of accountable activity owners
• Root cause(s) for the delay or excessive cost
• Potential options for resolution
• Plans for corrective action and commitment to next
steps
• Escalation (when required, or in response to persistent
problems)
14. Conduct Project Reviews
For projects longer than about six months:
• Examine plans and other data about twice per year
• Take a longer view
• Revalidate the project
• Motivate the team
15. Schedule Reviews
Conduct a project review:
• At life cycle checkpoints, phase gates, major
milestones, or completion of a development
iteration
• Following a significant project change or
baseline reset
• When key team members leave
• After business reorganization
• At least every three to six months
16. Purpose of a Review
3.4-4
Periodic ‘maintenance’ for lengthy projects:
• Look forward in the project.
• Identify new risks and overlooked activities.
• Detect changes.
• Recognize contributions.
17. Review the Project
Allocate time for review.
Assemble the project team.
Prepare and use an agenda.
• Plan and analyze future work
• Update decisions
• Improve processes
• Revalidate assumptions
Capture decisions and action items in writing.
18. Follow-up and Project Adjustments
After each review:
• Document the results.
• Apply your change management process.
• Present findings and make recommendations to your
project sponsor and key stakeholders.
• Revisit the project baseline, if necessary.
• Update project plans.
• Thank and reward your team members
21. Obtain Project Sign-off
Within your team, verify that all project deliverables at least
meet all agreed-upon acceptance criteria.
Present your project results to the individual stakeholders
who will evaluate them, and request formal sign-off.
If there are issues, work to resolve them promptly, through:
• Fixing the problems
• Negotiating scope changes consistent with delivered results
(If issues persist, propose project baseline changes for
additional effort or budget needed to obtain sign-off.)
22. Recognize Accomplishments
• Thank project team members in person, or at least in
writing, for their contributions to the project’s success.
• Praise people publicly (as culturally appropriate).
• Reward people using available recognition programs.
• Celebrate success. Schedule similar events for global
teams
23. Send a Final Project Report
A final project report is similar to a typical status
report, with particular attention to:
• Project completion and success.
• Significant results.
• Recognition for the work done by specific
contributors.
• Final project statistics and other metrics.
Let people know you are done!
24. Assess Lessons Learned
• Prepare for a post-project retrospective analysis
meeting.
• Capture key project learnings from all
contributors.
• Document your findings and follow up on
recommendations.
25. Prepare for Retrospective Analysis
• Schedule a meeting with your team to capture
lessons learned, face-to-face if possible.
• Set an agenda in advance. Strive to:
• Allocate sufficient time to discuss the project.
• Include all aspects and phases of the project.
• End with final thoughts.
• Distribute the agenda and encourage
participants to prepare thoughts in advance.
26. Capture Key Project Learnings
• Ensure that needed project data is available.
• List positive results first.
• Then, list desirable changes (not “negatives”).
• Focus on processes, avoid blamestorming.”
• Select a small number of items for attention
and formulate recommendations.
27. Document and Follow Up
• Document your lessons learned.
• Share your findings and recommendations
with your peers, sponsor and stakeholders.
• Commit resources to improvement. (Plan - Do
- Check – Act)
28. Archive Project Data
At project end, collect and save in your PMIS:
• Project plans, presentations, and documents
• Status reports, metrics, logs, and charts
• Significant project communications
• Final test results and project reports
• Sign-offs and approvals
• Lessons learned