Tuesday, September 6, 2011

Getting the Right Information to the Right People

As the purveyor of good, sound, efficient, and effective communication, the project manager must ensure that he’s not just tossing whatever status info into the air that he feels like to see what sticks to what individuals. After all, giving a C-level customer information on what scripts you ran today while testing the latest bug fix is not an example of good, sound, efficient, and effective communication, is it?

I’ve even gone so far as to create what I would consider a very detailed, yet high-level status report for the client project sponsor of an organization I was consulting for only to have him wave his hands in the air and say, “I don’t want to see this level of detail.” I was astonished, because I thought it was exactly what he would want to see. Next I gave him a detailed issues list with dates, assignments, and status updates and he exclaimed something like, “I’m in heaven, you get it!” You never know who wants what till you try, I guess.

It all depends on the individual – that end user of your information. As the project manager you can spend hours putting together great detail every week but if it’s the wrong information for the wrong individual – even if it’s great info – you still failed.

Set and get expectations early

As the project manager you want your status information to be seen by the masses – for your career, for your reputation, and for the visibility of your project. But you also want to make sure that the status information you send out means something to the receiving parties. In my example above, what I originally prepared was going to be totally ignored by my customer and he wasn’t going to be very happy in the long run.

Go into project kickoff with your customer with an example of what information you intend to disseminate on a weekly basis. Use that as a starting point to work from. This is the best time to get their input and to fine-tune the details that you provide them with. You may even need to create a higher-level summary report for their senior management. And, of course, meet with your senior management and identify key data that they would like to see on an ongoing basis. They aren’t likely going to want your detailed issues list, but they probably will want your budget analysis and forecast every week – that means a lot to them especially if you’re managing a large, high-dollar and profitable project.

Refine as needed

Finally, refine what you provide each party as needed throughout the engagement. Rarely do I find that my first status reports on a project are identical in format and content to my last. Things change, needs change, priorities change – and all this affects who wants what from the ongoing status information on your engagements. One solution is providing a customized project management dashboard like the one offered in Project Drive, the effective web-based project management software product.


Project managers must be rigid at times and follow best practices in order to help ensure project success. But project status reporting is one area that where it’s ok for the project manager to show flexibility. After all, it is the project manager’s responsibility to be effective and efficient communicators and the foundation of that is getting the right information to the right people at the right time so that good and timely decisions can be made for the project.

Brought to you by www.project-drive.net.

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