Describes the use of a red-yellow-green status report at a particular company, and some best practices for this popular report format.
Published in early 2006 in the PMI New York City Chapter e-newsletter.
Published in the 2003 PMI NJ Chapter Newsletter.
Experienced project managers rarely have the luxury of only managing their projects. The more project work that your organization performs, the more likely it is that management will want to see consolidated reporting of multiple projects. This article presents a ten-step method to create successful scorecards and benchmarks, to communicate status more effectively. It provides practical, proven tips and techniques for reporting on large, complex endeavors.
Presented at the PMI 2002 Seminars and Symposium on October 7, 2002.
Experienced project managers rarely have the luxury of only managing their projects. The more project work that your organization performs, the more likely it is that management will want to see consolidated reporting of multiple projects. This article presents a ten-step method to create successful scorecards and benchmarks, to communicate status more effectively. It provides practical, proven tips and techniques for reporting on large, complex endeavors.