How to master project reporting
I don't see a lot of talk about the nuances of project reporting, but it is so important. I decided to do a few blog posts to really explore project reporting in depth. Here is the first one addressing how to think about your project reports.
Take your project reports seriously
In general, I find that people seem to view project reporting as a necessary evil or even a waste of time. I believe that project reporting is highly important. Think about it - your reports are often the sole face of your project in the rooms where decisions are made. You should take project reporting seriously and treat it with care.
Here is what you do not want to happen: poor decisions made by people who don't understand the project. While solid reporting can't overcome ineffective communication at the upper echelons of your organization, it can help. And, sometimes, it may be the only mitigation tool available to you.
With all that is at stake, it becomes easier to understand why good reporting is the project's friend, and sometimes its sole advocate.
What a good report contains
I propose that you think about project reports in a new way. Let me walk you through the way that I see an effective project report and how it should be formatted for maximum impact.
Let’s start here. Effective reports:
tell a story,
conveying holistic return on investment,
clearly and succinctly,
in episodes,
and in writing,
to people who influence decisions about the project.
This bears repeating, so here it is again:
A report is a succinct, written and episodic story to decision-makers about your project return on investment.
One more time, in a diagram.
A report is a story
Today, let’s focus on the storytelling aspect of the project reporting in more detail.
Think about your favorite television drama. Generally, the writers have set up a story arc for the entire season. Each episode provides information that progresses the story arc for viewers. There are “previously on” recaps and “on the next episode” previews to remind viewers where the story was and where it is going.
Project reporting needs to take a page from screenwriters and deliver clear, concise episodes in the overall story arc of the project. The episode tells the team where we are today, with brief context of where we have been and where we are going.
This is because facts and figures by themselves don’t tell an executive whether this effort that is taking up their time and resources continues to warrant investment. What you present, and how you present it, needs to tell a cohesive, true story about your project at that moment in time.
Consider this: often, you will find yourself having to create reports for people who do not understand the expected timeline and outcome. This is why creating an understandable story arc is so important. You place the information in context that makes it understandable to anyone reading the report.
Your story provides key data and context
Here are some important questions to help you organize your story:
What is our progress compared to expectations?
Are there any great opportunities or problems on the horizon?
How does today’s report (episode) fit into the larger story arc?
What key objectives have been met and what objectives are yet to come?
The difficulty with many projects is the people who are directly involved with funding and oversight usually aren't part of the daily discussions, and so may not have a crucial understanding of expected results and outcomes. Also, the project may be one of many within their scope.
Don’t forget that different executives will have different “hot buttons” that your project reporting may need to touch. For example, some may focus on timing, others on resources used, etc. If you are privy to a higher-up’s hot button, make sure it is featured in every episode you present.
Remember, your project report will stand out if it tells the story episodically to the people who need it. But you also can’t forget that it has to be clear and concise. The last thing busy people want to do is search through a project report for context of where the project is and where it is going.
Care for your reports like you care for your project
I get it. Your day is probably spent in the weeds of the project. You understand each minute of progress, setback, and recalibration that occurs. All of this really matters to you. BUT decision-makers do not need the granular insight that you have when living a project. In fact, this level of information will probably only confuse and rattle them.
Therefore, the most important question to ask yourself becomes: high-level, what do people need to know to understand the project and remain invested in its progress? This is the story your project reporting needs to convey– clearly and concisely.
Next in the series
Next time, we will cover how to think about and present ROI in project reporting.
If you think you could use some extra help with your reports, contact us. You don't need to be an expert to get the results you want. We help anyone with a project to find the right path forward.