Project Status Reports

Dick Billows, PMP
DicK Billows, PMP

The biggest problem in Project Status Reports is getting good team status reports. It sounds easier than it is in practice. Project team members and vendors often report inaccurate data due to undo often about their ability to resolve problems like technical issues or lack of stakeholder cooperation. Another obstacle to getting good data comes from project managers and sponsors themselves and how they behave when they receive data about problems. If every report of a variance is greeted by anger, hostility or blame, project team members avoid that by basing their status report on hopes and even prayers of solving the problems before anyone notices. Many sponsors and project managers are their own worst enemy in this regard thinking that aggressive response will somehow magically stimulate a solution. What it does is cause people to hide problems until it’s too late to fix them.  How to Write a Weekly Status Report

Project Status Reports

Dick discusses Project Status Reports and how to gather good status data from your team members as he hikes the shore of a barrier island off the South Carolina coast. He’ll also describe techniques to avoid having the team hide problems until it’s too late for you to fix them. Consistently successful project managers get early warning on problems that will affect the project. They encourage the team members to discuss problems at the first hint that the project will be adversely affected. Getting that information is not as easy as it sounds. If the project manager explodes every time somebody reports a variance, the team will very quickly learn not to report problems until they are too big to hide. Project managers who behave that way are often doomed to find out about problems when it’s too late to fix them. On the other hand, getting problem information early lets them solve the issue quickly and cheaply. That makes good project status reports and results in projects that finish on time and within budget.

You learn all of those skills in our project management basics courses. Take a look at the basics course in your specialty.

At the beginning of yourncourse, when you and Dick talk to design your program and what you want to learn, you will select case studies that fit the kind of projects you want to manage. Chose you course and then select the which specialty case study from business, or marketing,  or construction, or healthcare, or consulting.  That way your case studies and project plans, schedules and presentations will fit your desired specialty.

  1. 101 Project Management Basics
  2. 103 Advanced Project Management Tools
  3. 201 Managing Programs, Portfolios & Multiple Projects
  4. 203 Presentation and Negotiation Skills
  5. 304 Strategy & Tactics in Project management

Author: Dick Billows, PMP

Dick has more than 25 years of project and program management experience throughout the US and overseas. Dick was a partner in the 4th largest professional firm and a VP in a Fortune 200 company. He trained and developed 100's of project managers using his methodology. Dick is the author of 14 books, over 300 articles and director/producer of 90 short project management training videos. He and a team of 25 project managers work with client companies & students across the US and in Europe, South America, Asia and the Middle East. They have assisted over 300 organizations in improving their project performance. Books by Dick Billows, PMP are on