Comments on: Highlight reports http://www.projectmanagementguide.org/project-management/highlight-reports Your own project management guide Fri, 30 Jul 2010 19:07:40 +0000 http://wordpress.org/?v=2.5.1 By: Project Management Courses http://www.projectmanagementguide.org/project-management/highlight-reports#comment-3791 Project Management Courses Tue, 16 Feb 2010 23:06:10 +0000 http://www.projectmanagementguide.org/?p=123#comment-3791 Agreeing with the above commenter here. While this is really good advice to take for the project manager, most of the time it's micromanaging executives that slow things down the most. It's best to lay down clear roles and responsibilities, as well as explain exactly what a highlight report is, so there's no misunderstandings. Agreeing with the above commenter here. While this is really good advice to take for the project manager, most of the time it’s micromanaging executives that slow things down the most. It’s best to lay down clear roles and responsibilities, as well as explain exactly what a highlight report is, so there’s no misunderstandings.

]]> By: john burke http://www.projectmanagementguide.org/project-management/highlight-reports#comment-1921 john burke Thu, 16 Jul 2009 09:52:35 +0000 http://www.projectmanagementguide.org/?p=123#comment-1921 Good comment. From my experience though it isn't usually the project manager that is causing the problem with clogging up the executives time but the executives themselves. This could be because they're either the controlling type (read control freak) or they don't fully understand their role as a project executive. For example, a good project manager could start a project off with just the highlights reported as you've outlined but the executives start demanding more and more information because the report doesn't detail what they think/expect to see - that work is being done everyday to progress "their" project. The primary challenge in my mind isn't for the project manager to get the report content right but for them to manage the interaction with the executives more effectively. This includes being up front at the start of the project on exactly what the purpose of a highlight report is/isn't and what the executives roles and responsibilities are. John Good comment. From my experience though it isn’t usually the project manager that is causing the problem with clogging up the executives time but the executives themselves. This could be because they’re either the controlling type (read control freak) or they don’t fully understand their role as a project executive.

For example, a good project manager could start a project off with just the highlights reported as you’ve outlined but the executives start demanding more and more information because the report doesn’t detail what they think/expect to see - that work is being done everyday to progress “their” project. The primary challenge in my mind isn’t for the project manager to get the report content right but for them to manage the interaction with the executives more effectively. This includes being up front at the start of the project on exactly what the purpose of a highlight report is/isn’t and what the executives roles and responsibilities are.

John

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