The Role of the Project Manager in Project Reporting: Should They Speak for Themselves or the Board?
Project reporting is a cornerstone of successful project management. But when it comes to who should be authoring these reports, there’s a debate that often sparks tension. Should the report reflect the project manager’s independent perspective, or should it simply reflect the consensus of the project board?
The Case for the Project Manager’s Independent View
The argument for giving project managers the authority to write reports from their own perspective is rooted in independence. When a project manager writes a report, they are accountable for what is said and how it’s presented. Their professional expertise should be the guiding force behind the information shared.
This ensures that the report is candid and transparent. The project manager, as the person most familiar with the project, has the best insight into its challenges and successes. If there’s a risk or issue, they should be the first to highlight it. It’s about being honest, even when the truth might not align with what the steering group or the organization wants to hear.
Without this independence, there’s a risk of groupthink creeping into reports, where the desire to keep everyone happy leads to watered-down, vague updates. Reports that avoid tough conversations can lead to delayed problem-solving and missed opportunities to address issues early.
The Case for Reflecting the Steering Group’s Consensus
On the other hand, some believe that project reports should reflect the consensus of the steering group or project board. This approach emphasizes the collective decision-making of those involved in the project. The steering group is responsible for steering the project and ensuring that its direction aligns with organizational goals.
By reflecting the views of the committee, the report serves as a broader reflection of organizational risk tolerance and priorities. It’s also a way to capture the different perspectives of stakeholders who may not be in the trenches day-to-day, but who bring valuable insights into the project’s scope, funding, and wider implications.
This perspective, however, can sometimes contradict the project manager’s professional experience. A steering group might prioritize one thing, while the project manager sees a different issue as more pressing. The question then becomes: should the report reflect the board’s priorities, or the reality of what the project manager is facing on the ground?
Factors That Influence Project Reporting
The dynamic between the project manager and steering group can be further complicated by the nature of the project manager’s employment status. For example, a contractor may feel more freedom to speak candidly in a report than an in-house employee who might have to consider internal politics. These dynamics can affect the level of independence the project manager feels they have when preparing reports.
It’s important to remember that whether the project manager is an employee or a contractor, their role is to provide insight and guide the project toward success. They should always strive to make decisions based on facts, not fear of repercussions.
Top Tips for Effective Project Reporting
* Be Transparent: Whether you’re writing from your perspective or reflecting the board’s, ensure the report is clear and factual.
* Balance Independence and Consensus: Acknowledge both the project manager’s viewpoint and the steering group’s input.
* Maintain Accountability: Take responsibility for what’s being reported. If issues arise, highlight them promptly.
* Consider Stakeholder Needs: Make sure the report serves the needs of all key stakeholders, including the board, the team, and the client.
Self-Evaluation Checklist
* Have I included both my professional perspective and the steering group’s input in the report?
* Is the report clear, transparent, and free of ambiguity?
* Have I highlighted all relevant risks and issues, even if they are uncomfortable to discuss?
* Does the report reflect the reality of the project, not just the ‘official’ stance?
Conclusion: Who’s Voice Should Be Heard?
In the end, the most effective project reports balance both perspectives. It’s important to make sure the report captures both the project manager’s independent viewpoint and the collective insight of the steering group. By doing so, you can ensure that the project stays on track while also fostering trust and transparency within your team and with your stakeholders.
What’s your take? Should project reports be written from the project manager’s independent perspective, or should they simply reflect the consensus of the steering group? Let me know your thoughts below!