The Status Report
The Status
Report, sometimes referred to as the “Red, Amber, or Green (RAG)” report, is
the most common report on a project. In one or two pages (no more than two), this
report should provide the project team and senior management the entire picture
of where the project stands. However, its brevity is as important as the
message that is conveyed. In addition, one of the most important rules in
project management comes into play here: no surprises.
If the
project is green, or on track, the message should be short and to the point, summarizing
what will happen next and which risks will be closely watched in the upcoming
period. This is the easiest communication a Project Manager (PM) has to
deliver.
If the report
is amber or yellow, then the report may be two pages. This report must elaborate
why the project is yellow and what will be done to bring the project back into
green status. This is where the PM should be specific on what is needed from
senior management, the project sponsor and the PM’s Manager (the PM would have
discussed this with them prior to the publishing of this report). Most likely,
a change order will be needed. This must be presented to the Change Review
Board, of which senior management would run or be a participant of.
If the report
is red, the PM must communicate critical information to senior management and
the project sponsor. The PM would have already warned the project sponsor,
senior management, and of course his manager (the PMO and PMO Lead), but the
report must detail:
·
The
specific problem
·
The
solution to the problem
·
How
much this solution will cost in time, resources, and scope
After the
problem is corrected, there should be a discussion regarding why this problem
happened. Questions to ask include:
·
Was
the problem flagged as yellow first?
·
If
it was, why couldn’t it be resolved then?
·
If
it wasn’t flagged as yellow, why did this problem “creep” up as red?
·
Who
was responsible for this task(s) that became red?
·
Does
this person (for example, an overwhelmed developer) need help, or did the
customer miss deliverables they were responsible for?
The problem
must be studied separate from the project work and be resolved. If the PM was
“blind-sided” by this problem, then he or she must resolve the communication
breakdown immediately.
Next
As I have
mentioned in my last blog, I look forward to any and all feedback on this
article. I ask you for feedback because in my next blog I discuss the remaining
documents that are common during a project: meeting minutes, the project risk
document, the communication and contact list, the project schedule, and the
vacation schedule.
As we
continue in these discussions, you can provide your opinion on the specific
article or section within the article. I will respond to you via email Benny A. Recine and possibly
consider it a topic for another blog.
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