Comments on: Managing the “weekly” (highlight) report http://www.magnone.eu/archives/2640 Information is for projects like water for life. The success lies in a careful management of needs. Wed, 18 Nov 2009 08:15:10 +0000 http://wordpress.org/?v=abc hourly 1 By: Glen B. Alleman http://www.magnone.eu/archives/2640/comment-page-1#comment-63 Glen B. Alleman Thu, 22 Oct 2009 02:52:37 +0000 http://www.magnone.eu/?p=2640#comment-63 We've learned through hard won experience that traditional status reports follow the example here. "Deliverables Based Planning(sm)" is our approach to planning and management of proejcts. The Plan of the Week and the Plan of the Month are the basis of the measure of Physical Percent Complete. When you define the physical tangible outcomes for the "close of business" (COB) for the week, the status report becomes a report on "what did you do this week, that you said you were going to do?" For uncompleted - but promised - deliverables on a weekly basis, these are moved to a future period. This action mortgages the future with partially completed commitments. This is the purpose of the deliverables view of the project rather than one that is "effort." In the end the guiding phrase is "never confuse effort with results." The traditional status report describes the "effort" performed during the week. With a deliverables only plan and related status, the effort is a secondary status (cost) and the 100% completion of the planned deliverables speaks for the progress by itself. We’ve learned through hard won experience that traditional status reports follow the example here.
“Deliverables Based Planning(sm)” is our approach to planning and management of proejcts. The Plan of the Week and the Plan of the Month are the basis of the measure of Physical Percent Complete.

When you define the physical tangible outcomes for the “close of business” (COB) for the week, the status report becomes a report on “what did you do this week, that you said you were going to do?”

For uncompleted – but promised – deliverables on a weekly basis, these are moved to a future period. This action mortgages the future with partially completed commitments.

This is the purpose of the deliverables view of the project rather than one that is “effort.”

In the end the guiding phrase is “never confuse effort with results.” The traditional status report describes the “effort” performed during the week. With a deliverables only plan and related status, the effort is a secondary status (cost) and the 100% completion of the planned deliverables speaks for the progress by itself.

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