Project managers often use Dashboard Reports to provide weekly progress updates.
Dashboard Reports typically list the work packages or phases in the WBS along with their corresponding statuses (RAG Status: Red, Amber or Green), e.g., Package 1 is Green; Package 2 is Yellow; and Overall is Green. For the next reporting period, Package 2 might be reported as Red if the issues were not rectified properly.
Unfortunately, project sponsors “might be OK with it” after realizing the complex dependencies across departments that contributed to Package 2 being Red. The finger-pointing may continue without resolving the issues for weeks onwards.
To resolve such issues, list each team leader or department in the Dashboard Report and give each one a RAG Status. In doing so, the accountability shifts to a team or a department instead of a “nameless” work package or phase.
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John,
We did exactly this and it both empowered the teams and held them accountable. At a minimum, it prompted a dialog. Amazing how things changed when the sponsors knew “who” was red and “who” was green.
Derek,
I was working on a large project and I was getting frustrated with the excuses. Yes, there were known complex inter-departmental dependencies. Yet, no one was willing to stand up to claim responsibilities for the delays in the work packages. It was a recurring pattern every single week. So, I changed the weekly dashboard reports by giving each team leader a RAG status (Red, Amber or Yellow) instead of the work packages.
If a team did not deliver a deliverable and it prevented another team from finishing their work package, the former team gets a Red status and the latter team gets a Yellow status. If unresolved, the Yellow status becomes a Red for the following week. In doing so, we were able to “put a face” to the project delays. Everything turned Green fairly quickly.
John -
I also did this with a troublesome work team about 2 years ago. Not only did it increase accountability among the project team members, it also put the focus on the parts of the project, not solely on the project manager.
The PM is responsible for the project’s success, but with one RAG status for the project as a whole, it is many times perceived as the PM’s problem solely. Assigning status to segments of the project team allows the PM to highlight the areas that s/he may need some escalated assistance with.
You are correct Scott. The Overall RAG Status should be the responsibility of the entire project team—not just the project manager.
[...] typical project dashboard includes a RAG status (Red, Amber [Yellow] or Green) either at the overall project level or for [...]