Chapter 6. TRACKING AND STATUS REPORTING

WHAT IT'S ALL ABOUT

  • Using the plan as instrumentation to drive the project

  • Managing people

  • Using different management styles

  • Dealing with problem people / situations

  • The project manager's daily routine

  • Project meetings

  • Status reporting

  • Project post-mortems

  • The dirty dozen – the twelve most common reasons why projects fail

  • Rescuing projects that have gotten into trouble

USING THE PLAN AS INSTRUMENTATION TO DRIVE THE PROJECT

If you think about it, what you do in Chapters 1–5 is that you (a) build a realistic plan and then (b) tell the stakeholders what's possible and what's not possible. As a result you get agreement with them about how the project will proceed.

Once the project begins, you have to do the mirror image ...

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