How to write the perfect progress report – dos and don’ts

How to write the perfect progress report – dos and don’ts

If you work as a project manager, chances are that you have completed dozens of progress reports during your career – if not hundreds! But how effective have they been? Have you had a clear purpose when writing the reports, for instance by wanting your stakeholders to take certain action as a result of them? Or did you fill them in because it was one of those routine tasks that had to be done? Image courtesy of FreeDigitalPhotos.net You may have been very conscientious and particular when filling in your reports, but unfortunately not everyone is, and as a result the weekly status report becomes one of those artifacts that is part of the process without adding much value.  Top mistakes Some of the classic mistakes that project managers make is that they include too much static information and not enough about what the real project issues are. In that way the report is not a true reflection of what is really going on. If you just write about what happened during the last reporting period and what you will do during the next reporting period, without mentioning how that compares to plan and what the real risks and issues are, there is no incentive for executives to pay attention to it. In many cases the report is even attached in an email without any context or description, meaning that executives who rely on smartphones are unlikely to ever get to the information.

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Free Management eBooks: A Comprehensive Collection of References & Tools for Managers

Free Management eBooks: A Comprehensive Collection of References & Tools for Managers

Watch my video overview of the Free Management eBooks website here: Or read my full review here at my WORTH SHARING website: Free Management eBooks: A Comprehensive Collection of References and Tools for Managers  (includes a Video Tour!)

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Do you have the courage to face up to your project?

Do you have the courage to face up to your project?

We all know that managing a project can be emotionally draining. On a bad day we spend most of our time resolving issues, mitigating risks and dealing with conflict. This can be draining because the stakes are high and because we want to do our best to protect the schedule. After all, our job is to remove blockages and fix problems so that the project can be delivered without delays. But might there be another reason why we’d want to find a solution to a risk or an issue? Image courtesy of FreeDigitalPhotos.net Could it be, for instance, that we subconsciously find conflict, uncertainty and question marks so uncomfortable that we intuitively want to move away from them? Could it be that we hurry to find a ‘quick fix’ simple because we want to get away from an emotionally difficult situation

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Balancing Authority & Responsibility: It’s All About Trust! [Video & Team Challenges]

Balancing Authority & Responsibility: It’s All About Trust! [Video & Team Challenges]

Original post: Balancing Authority & Responsibility: It’s All About Trust! [Video & Team...

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Authority versus Responsibility: Find the Balance!

Authority versus Responsibility: Find the Balance!

This brief video uses simple, real-world examples to distinguish between authority & responsibility. And it makes the argument that by finding the balance between the two, we can improve the quality of life in our projects and project teams, in our personal relationships and in the world at large. “It’s the fair and decent thing to do!”

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