How to Write a Project Report That Gets You Promoted
How to Write a Project Report That Gets You Promoted
Build trust, manage stakeholders, and turn your customer into your biggest fan.
👋 Hey, Kyle here! Welcome to The Influential Project Manager, a weekly newsletter covering the essentials of successful project leadership.
Today’s Overview:
Reporting is a golden opportunity. But most project managers are wasting it. Reporting is an opportunity to build trust, manage stakeholders, and turn your customer into your biggest fan.
When it comes to reports and meeting agendas, my go-to is the A3 report. Rooted in lean management, the A3 report is a structured approach to problem-solving and communication. Named after the 11x17 paper size it's presented on, its strength is in its simplicity.
A3 project reporting done right means telling a story with these elements: (1) Key Takeaway, (2) Current Conditions, (3) Status vs plan, (4) Plus (+) / Delta (-), (5) Team Performance Overview, & (6) Updates in the RAID log.
Project Reporting: Build Trust & Get Promoted
Filed under: Project Management
Let’s be honest.
No one jumps out of bed excited to write project reports.
If you’re like me a few years ago, you see reporting as one of those things that comes with the job.
Let me share a secret with you: reporting is a golden opportunity.
But most project managers are wasting it.
Reporting is an opportunity to build trust, manage stakeholders, and turn your customer into your biggest fan.
It took me a few years to realize this, and another few years to nail it down.
Here’s what I’ve discovered and how you can benefit too.
A3 Reporting
When it comes to reports and meeting agendas, my go-to is the A3 report.
Rooted in lean management, the A3 report is a structured approach to problem-solving and communication. Named after the 11x17 paper size it's presented on, its strength is in its simplicity.
They’re great because the space constraint pushes you to distill your information which helps you get straight to the answer on what you’re communicating (more on that below).
The A3 report is a set of organized boxes within a template, guiding you through the problem-solving process:
Define the Problem: Start by pinpointing the business issue at hand.
Background & Context: Dive into the background and the current situation to set the scene.
Desired Outcome: Clearly state the goal or target you're aiming for.
Root Cause Analysis: Uncover the core reasons behind the issue.
Countermeasures: Propose tangible solutions to tackle the problem.
Action Plan: Layout a step-by-step strategy to execute the solutions.
Result Check: Ensure that the action taken achieves the intended results.
Conveying your message like this is a sure way to communicate effectively and signal leadership capability.
Lead With The Answer
When reporting out verbally or in writing, do this before anything: lead with the answer.
Get straight to the point. Understand that people have busy minds and their attention spans are limited.
Deliver the main point upfront, then use the remainder of your report to provide evidence and elaborate on the details.
This will be specific to the context of the meeting/project/report but always remember to put yourself in your audiences shoes.
Here’s what to include next:
Current Conditions
Status vs Plan
Plus / Delta
Team Performance Overview
Updates in the RAID log: Your RAID log is the place where you keep track of your:
Risk - all risks you’ve identified that could derail the project
Assumptions - the major assumptions your plans are based on
Issues - issues found along the way that influence your execution
Decisions - key decisions made by the team and/or steering committee
Current Conditions
Current conditions include any relevant data and insights about the present situation.
For example, provide a concise update on your relevant KPI’s, such as safety measures, inspections, scheduled tasks, and project controls like RFIs & Submittals.
KPIs offer a clear picture of "Where are we currently?" and might lead to the subsequent query, "What challenges are we facing?" Incorporating visuals can be particularly effective in this section.
Status vs. Plan
Show the reader where you planned to be versus where you are with a curve, graph, or timeline, and add a few words of context.
This visualization not only adds depth to your initial statement but also primes the reader for the subsequent content, helping them to anticipate what's coming and see the bigger picture.
Plus (+) / Delta (-)
This is a reporting technique where you identify what went well (Plus) and what could change for the better (Delta). It encourages continuous improvement.
Implement it by holding regular team discussions where you ask these two questions about your recent work.
1. What went well?
Every project has highs and lows. Regardless of challenges, always include a few things that went well over the reporting period.
This forces you to see (and celebrate!) these moments which boosts morale and emphasizes team achievements.
2. What did you learn?
The hardest and most impactful thing you can do for your reports is daring to be vulnerable. Show your mistakes, followed by the solution and what the team learned from it.
Note how I said “your mistakes” and “what the team learned from it”. You’re in a leadership position here. That means you own the mistakes and share the credit and development.
Showing that you have your act together and demonstrating your development on a regular basis is the best thing you’ll ever do for your career.
Team Performance Overview
You know the value of a cohesive team. This section is your chance to highlight their contributions.
Celebrate a significant accomplishment or give a nod to a team member's exceptional efforts.
This is also the moment where you share any concerns about workload, motivation, or other issues that are holding your team back.
If you bring up a concern, accompany it with a potential solution and, if needed, a clear call to action or decision point.
The RAID log
Your RAID log is the place where you keep track of your:
Risk - all risks you’ve identified that could derail the project
Assumptions - the major assumptions your plans are based on
Issues - issues found along the way that influence your execution
Decisions - key decisions made by the team and/or steering committee
Your RAID log is your single source of truth and is created when you’re planning the project.
As your project landscape changes and you learn more every day, it’s crucial to keep track of the changes & impact - this is where you do that.
Putting it All Together
Do you know rule #1 for stakeholder management?
No surprises.
That rule applies to reporting too. Never surprise someone with a report. Give people a heads up, and manage the relationship 1:1.
A3 project reporting done right means telling a story with these elements:
Key Takeaway
Current Conditions
Status vs Plan
Plus (+) / Delta (-)
Team Performance Overview
Updates in the RAID log
Find a frequency and format that suits your stakeholders and project, and use these elements as a guideline.
Play with it, and watch your impact grow!
Until next week,
Kyle Nitchen
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