Chapter 15: Tracking Project Performance (Web hosting uk) 301 Stakeholder Project
Chapter 15: Tracking Project Performance 301 Stakeholder Project Team Functional Managers Communication Status reports; schedule change reports; issue review meetings; project team meetings Project team performance; milestone reports In all of the examples in Table 15-1, you should consistently strive for accuracy. If you must give a presentation to your company s executives, it s understandable that you may be nervous and even a little scared to provide them with any negative news on your software project. Maybe you think it s better not to tell them that you ve missed a major milestone because they might start to question your project management skills. Don t be tempted to misrepresent the facts; it will catch up with you in due course. Seriously, do you think you could miss a major milestone and no one would notice? It s imperative that you are completely accurate in all of your performance reporting for the following and a host of other reasons: Your client, executives, team, and other stakeholders will appreciate your integrity and come to count on you as someone who tells it like it is. The truth will always catch up with you sooner or later. Wouldn t you prefer to be the one to give the facts instead of telling a tale and being exposed later? Who would trust you then? Your truthfulness demonstrates your leadership ability. If your team members know that you lie, then why should they be honest about their own progress (or lack thereof) when they provide status reports? Your team will follow your example of integrity. The performance reporting you complete will be used to make other project decisions regarding budget, cost, scope, schedule, resources, and so on. It s crucial to the integrity of the project that your performance reporting be completely accurate at all times so that you and others don t make bad decisions based on inaccurate data. Being inaccurate in some of your performance reporting may result in schedule slippage, cost overruns, scope creep, and the immediate need to update your resume. Your mother was right; always tell the truth, even when it hurts. And even if she didn t tell you to be accurate in your performance reporting, do it anyway. Take the time to gather all of the pertinent facts for your specific performance reporting requirements before providing project reports, summaries, or presentations. The information that you omit because you ran out of time could be the information that your client deemed crucial to hear.
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