Free Total Project Status Report Template

TPS Report

As I study the collection and reporting of metrics and project statuses, I find many reports just do not deliver what they should. I believe there should be a stand-alone deliverable that a project manager is able to provide to a stakeholder at any time, illustrating the total project status.  I created a report and used the name "TPS Report" from the movie Office Space.  I try to interject a little humor into a project, where I can, without raising too many eyebrows.  Because I do not think I should keep all of the good stuff for myself, I hope others will download my free template.  It captures everything from overall project status to schedule, budget, scope, and quality, including a RAG (Red, Amber or Green) status.  What milestones were planned and accomplished?  What is planned for the next period?  Though I believe a subjective narrative does have its place in project reporting, I like the more objective approach.  Give your stakeholders the facts!Please enjoy this free copy of  my Total Project Status Report Template.

Did you learn your lesson?

I'm going to be facilitating a second lessons learned session later today. As part of the project closing processes, all project managers should collect and document lessons learned.  But, as many will attest, you need to be able to implement approved process improvement activities or you will just continue to revisit history at the end of each cycle or project.

Do you learn from your mistakes?  You should be able to at least be aware of them if you document them at the end of each cycle or project. Revisit them at the beginning of the next project or cycle.

Corrective Action:  Document your direction for executing future project work. Bring expected performance of the project work in line with the project management plan.

Preventive Action:  Document your direction to reduce the probability of negative outcomes associated with project risks.

Defect Repair:  Document a defect in a project component with the recommendation to either repair it or completely replace the component.

Twitter and a Challenge to Communicate

Twitter allows us to share the time and prevents us from trying to explain how to build the clock.

This morning, Dave Garrett, CEO of Gantthead.com and I were attempting to communicate via Twitter on the topic of PMI and Agile Scrum.

We were both finding it difficult to compress everything we wanted to say into 140 character posts.  I highly doubt Twitter is going to replace the telephone or email as a central method of communications.  It is, however, a great tool to capture the timeline and get your thoughts out quickly to like-minded people.  Regardless of the constraints, it's always good to read Dave's viewpoint or see what he'll post next.  If you want to find an excellent Project Management resource, I recommend you check out and join Gantthead.com.  If you want to see the world from Dave's perspective, minute by minute, I recommend you follow him on Twitter.

140 characters aside, we were able to get our points across to one another.

(Image courtesy of Twitter)

Responsibility Assignment Matrix

As a graphical depiction of a more detailed perspective of responsibilities, the responsibility assignment matrix should reflect assigned responsibility by functional role for key project deliverables.  An example of roles detailed below could include (1) Project Manager, (2) Project Sponsor, (3) Implementation Manager, (N) Team Lead

Project Deliverables	Role 1	Role 2	Role 3	Role N
WBS 1.15.10.1300 - Project Charter	E	A	C	I
WBS 1.15.10.1301 - Project Schedule	E	A,C	A	I
WBS 1.15.10.1302 - Project Budget	E	A,C	E	I
WBS 1.15.10.1303 - Status Reports	C	C	A	E
Legend E = responsible for execution (may be shared) A = final approval for authority C = must be consulted I = must be informed

I use this matrix in a few of my project artifacts, to include the Lessons Learned. You can download a free copy here

Helpful Hints For Project Meetings

People generally go to meetings because they are asked to attend. With a simple click of the mouse, they accept. Rarely do they respond to your request with the why did you invite me question. Some accept and just don't show up. These are contributing factors that sway a meeting from productive to unproductive.  I sometimes see people go an entire day and only attend meetings. When do they get actual work done? We all know that answer. Here are a few helpful hints for the next meeting you organize. [1] Write out the purpose of the meeting with actionable events in mind. e.g. "Provide an updated status, identifying risks and opportunities, and identify new action items."

[2] Identify your attendee list but only keep those you can map to the actionable events listed in step 1.  There is a difference between an attendee list and a communications distribution list.

[3] Create an agenda.  Do not ever arrange a meeting without a written agenda.  Your meeting will suffer scope creep in the worst possible way.

[4] Identify who will run the meeting and who will take notes.  It should not be the same person.

[5] Circulate the completed agenda and collateral documentation prior to the meeting.  Have some on hand in the event people don't bring their own copies to the meeting.

[6] Provide different means of attending the meeting.  e.g. In person, via telephone, via web meeting.

[7] Start every meeting on time.  If you don't start on time, how do you expect to finish on time?

[8] Ensure discussion points align to the agenda.  If they don't, recommend taking the topic to another forum.

[9] End the meeting by having the note taker read back the discussion points and the understood action items.

[10] Send out the meeting minutes within one to two days.

Here are a few helpful hints for the next meeting you are invited to or attend. [1] Upon receiving an invitation, ask yourself if it is really necessary to attend this meeting.  It could be you just need to be kept informed.  Ask to be included on the meeting minutes distribution list rather then attending.

[2] If you are going to attend, arrive on time!  It is rude to walk into a meeting after it has started.  Have a little respect for the other attendees.  They found it important enough to arrive on time, why can't you?

[3] Know which agenda items pertain to you prior to coming to the meeting.  Be prepared.

[4] Verify the published meeting minutes for accuracy.

I hope this helps you get the most out of your project meetings.  As an added bonus, I am including a link to my free Meeting Minutes Template.  You can also find it by navigating to my Free PM Templates page.

I welcome your feedback and suggestions.

Regards,

Derek

Kobayashi Maru for Projects

Without trying to appear to be too much of a geek, I sometimes code-name a project as Kobayashi Maru. For those out there who are not Star Trek geeks, Kobayashi Maru is a test in which command division cadets at Starfleet Academy are presented with a no-win scenario as a test of character. I use the term for a project in which management gets involved and I'm presented with a no-win scenario.  I doubt they are trying to test character. Rather, it's an example of their lack of understanding project management. I'm sure there are PMs out there who have had management redirect resources from your project to others, only to refuse to narrow scope or push out a delivery date. That is a Kobayashi Maru.  Just because I have a PMP®, don't expect me to pull a rabbit out of a hat.  On a previous program, I've looked management in the eye and reminded them that something will have to give.  Narrow scope, extend the deadline, lower quality expectation, or increase the budget.  Do something or this will be a no-win scenario.

Image from : drexfiles.wordpress.com

Using Agile does not mean a lack of defined process

Agile Scrum process

Sometimes I'm not surprised to hear one of our current contractor say they are now usingAgile.  This is their explanation for ad-hoc builds, lack of documentation, and lack of predictable process.  It can be frustrating to hear of development groups using it as a scapegoat.  Waterfall has been the decided process for our main program I'm working and it makes sense.  The requirements have been clearly identified, for several years.  The budget and schedule have been fixed, for several years. I'm not saying we can't use Agile in different areas of the program.  But, most important the current contract is not structured to support it. The contractor does not seem to understand the difference between cowboy coding and Agile.  Agile teams, do follow defined and often very disciplined and rigorous processes.  What is lacking, by this contractor, is any example of a defined process.

Agile certainly can work well if utilized by people who know what it is.  I've signed the Agile Manifesto. I know what Agile is.  Don't use a lowecase "agile" and think you're getting away with it.

What is missing from a Cost Performance Report

I recall a very positive meeting where we exposed several non project management team members to a Cost Performance Report (CPR) for the first time. A CPR addresses project performance through a defined period of time in relation to contractual requirements.  The CPR details budgeted work scheduled and performed, actual cost work performed, and the variance in both schedule and cost.  All of this is itemized per Work Breakdown Structure (WBS) element for both the current period and the cumulative to date.  The last values you see are the budgeted, estimated, and variance at completion of the contract. There were a lot of questions as to why one WBS element has a positive or negative cost variance and why it may have a positive or negative schedule variance.  Trying to explain this to those without a project management background can be a challenge.

I was having a sidebar conversation with one team member who could not understand how the element that pertained to him could be both ahead of schedule and below budgeted cost. The answer came from across the room in the form of a question.

"Is there any way this report captures quality?" The answer was no.

That my friends is called Triple Constraint.  We know the Scope, Time, and Cost within this report.  What we don't know is Quality, Risk, or Customer Satisfaction.  That's ok.  This is the CPR, not a Total Project Status (TPS) Report.

By not committing the scheduled time and budgeted dollars to complete the task to a level of quality that meets the customer's expectations, the contractor looks good only on paper.