Deliver More, Report Less!
Board reports, status reports, executive reports—report, report, report! Overreporting can be just as dangerous as underreporting. I’ve found myself repeating this to clients and teams countless times over my many years in the PMO.
As a Project Manager, you might find yourself spending more time finishing and submitting reports for key governance meetings and month-end deadlines than actually delivering on your projects. How can you report on delivery when you’re too busy reporting to deliver?
In the PMO, our job is to chase down data, challenge it, make sense of it, and report it out. A good PMO ensures this process is smooth, seamless, accurate, and on time. An even better PMO can speak to the data in senior meetings, highlighting key messages around status, risks, issues, and dependencies.
However, there are two main challenges:
- Outdated Monthly Cadence: Monthly reports can be up to two months out of date. Some delivery happens right after the previous report, so by the time the next cycle comes around, that delivery is no longer relevant.
- Strained PM-PMO Relationship: Due to tight and continuous deadlines, PMs often feel like the PMO is always on their back, preventing them from delivering anything substantial to report.
What if I told you there’s a way to report weekly while still allowing your PMs to focus on delivery? Yes, you read that right—weekly!
By getting your reporting rhythm right and using the right toolkit, you can provide up-to-date data to your stakeholders weekly without the need for PowerPoints and without overtaxing your team to create unrealistic levels of reporting. We’ve done it, and it doesn’t have to cost an arm and a leg!
Come and talk to us, let us listen and help you define what it is you really need to solve your deepest darkest business problems and we can work out which light to shine…and where.