Pratica di Shadowing: Project Management Status Reports [WHAT TO INCLUDE] - Impara a parlare inglese con i video

Are you wondering what needs to be included in project management status reports?

Well, in this video, I'm going to share with you what exactly you should have in your project status report.

And if you're in need of help to build your project management skills, I have an amazing free training for you, and I'm going to put the link for you under this video.

Hi, if you're new here, welcome.

My name is Adriana Girdler, and on this channel, you're going to get the best career and project management advice.

please consider subscribing as it really helps us grow this awesome community.

Now, if you're ready to learn more about project status updates, then let's get to it.

What is a project status report?

Well, it basically summarizes what your project progress is in comparison to project plan.

Now there's many ways you can do this.

You can put your project status report in a Word document.

You can put it in a PowerPoint.

You can create a page on a web-based platform if you actually use something like that for your project.

There are different ways that you can put your status report.

Now, who would you send this to?

Well, you would send it to all the stakeholders of the project.

And again, don't forget who stakeholders are.

They're anyone who touches the project.

It could be people like your team members who are very in-depth and understand what's going on.

It could be steering committee members, sponsors.

It could also be senior executives who are on the peripheral edge of communication when it comes to your project.

It could also be the end user or department who is receiving the deliverable.

Again, anyone who touches a project really should have an understanding of your status update report.

You want to use it as a communication tool.

It really is to keep everyone in the loop.

Now, what's the frequency that you do with this status update report?

I personally like once a month.

I think that's really helpful.

You have enough things that have gone by and occurred so that when you have your status update report.

It actually has some good information and it will be different than your last status update report.

So that frequency is really important.

Now, how would you distribute this?

It really is dependent upon the type of document platform that you use.

So if you're doing more of a Word document or PowerPoint, you may want to email that out to people and make that just a monthly reoccurrence.

You may have a project share drive that maybe you want to put it on there and people go to it, or like I said, you may want to use a web-based platform.

I use Microsoft Office SharePoint and I actually create all my project documents on there and I bring people to it.

So there's definitely different ways depending on really how do you use and communicate with your projects.

Now, what I'm going to show you next is what actually goes into that status update report.

Project summary.

This is the first thing that you need to do.

So let me show you an example.

Follow me.

So with here we have the title of our update

and it's a monthly update and here's the date of it being updated, which was the second.

And your first section always in any update is a project summary.

Now there's really good reason for this.

It's because you want to include information to remind people, all those stakeholders, what it is that we're doing and what is it that you would include in this project summary.

Well, the scope statement, which is what is it that I'm responsible for from a delivery standpoint and for this particular project,

we're implementing a new future state security center.

And it's very specific with focus on streamlining people activities and implementing some technology to support new ways of working.

Now we also include the project priority matrix because this is going to let people know what your constraints are, what you're willing to optimize and accept from a scope,

time, and budget perspective.

This becomes really handy when you have people off to the side asking you to, oh, just add this element without having an understanding of everything else.

So you can bring them back to this and saying, hey, I can't do it biggest constraint is time and what you're asking me to do is to increase time.

Unless you have money, which is budget, in order to help me out, I'm not able to do it.

So it becomes a real powerful tool for you

and in fact in my Slay Project Management course with the link under this video, I actually go into this in great detail.

I love this Project Priority Matrix.

And now the next thing that you would have in your project summary is your high level milestones, not your detail, just very high level.

You want to give an overarching view to anybody who's looking at this.

What is it that we're doing and when are we delivering it by?

It's really very high level.

It supports a scope statement in the priority matrix so that anyone coming into it, especially a brand new person,

can get very quickly what is your project all about so

when they read the rest of the information in your status update, it makes sense.

Overall project status.

This is very simply put, what is the overall status of your project?

Are you on track or at risk?

go back to that example

so I can show you more okay now we want to go to the overall oops project status

which is basically saying overall my project as a whole how

is it is it on track do I have some issues

I like to use a stoplight system of green yellow

and red and green just means you're on track yellow I may have some potential risks

but we're working on it in red is I definitely have

some issues I'm probably going to need some intervention in order to ensure

that I get out of that not a bad thing to have any reds

or yellows in fact I always tell everyone you need to have reds and yellows

if I come across a project that's always in green status I question it in saying I don't know

if they actually know what's going on because I've never come across a project

that is constantly 100% in green status on track unless it's just myself and I have complete 100% control.

So if someone were to just look at the project summary and they just want to say, hey, how's this project?

Right away, immediately they know this project overall is on track.

Project deliverables or major milestone status.

This is the heartbeat of your status report.

So this is where all the detail is going to be.

Now that we have the project summary, which is really important, we have our overall status, which I'm saying is green.

Now we're going to get to the heart of this project status update, and that is project deliverable status.

So again, using the same stoplight system of green,

yellow, and red, I'm now going to be very specific to what deliverables I'm going to be giving a status on.

Now what I usually do is in my charter, I know what my major deliverables are and I'm just going to use those same deliverables in my monthly status update.

So this is not an exhaustive list.

This is just an example I'm giving you in regards to this was an actual real project and due to confidentiality, I can't necessarily put everything in there, but just to give you an idea of some things.

So from a deliverable standpoint of this project, we had upgrade of computer hardware, upgrade furniture we had to look at hiring new resources

and we had to do some training believe you me there's a lot more

but for this example I just want to make it short

and sweet for you now it's really important

because this is the heartbeat of everything this is reading getting the nitty-gritty is define what your deliverable is

because I promise you people come in with assumptions

100

and you want to negate those assumptions by just defining it

101

and then you want to give your status for each one

102

green yellow red green again do not be afraid of having reds

103

and yellows it just means that you understand your project you're on top of everything

104

and don't forget here yellow potential risk but the team is monitoring them

105

and if I have a red it means my team is working on fixing the issue

106

that could be literally them going in

107

and doing themselves me reaching out to maybe some steering committee members whatever it may be

108

and And your comment is for each deliverable.

109

So for example, the upgrading of the computer hardware.

110

As of this update, everything's on track.

111

Items have been ordered.

112

Great.

113

Updating, upgrading our furniture.

114

Well, we're having some issues because the original design configuration, we can't seem to get what we originally thought we designed and we're ordering.

115

So we're trying to find alternatives with our supplier.

116

That to me is a yellow.

117

We're monitoring it.

118

We're coming up with an alternative solution.

119

It's not a red because it's not an issue.

120

It just means we have to find a different solution for it

121

Resources I marked down as a red

122

because we're having a difficult time finding qualified resources We're going to revisit our requirements

123

and definitely go to our steering committee to get approval for those changes

124

And then I got some training execution which if I were to scroll here is really towards the end of my

125

Project and I'm not there yet.

126

I just said as of August 2nd deliverable hasn't started yet

127

So I'm giving myself a little bit of a bonus by saying it's green.

128

It's on track because it is on track I'm doing everything else in order to make it work.

129

So this is your heartbeat Again, you want to have your project summary so that people understand it

130

and Even though my project deliverable has some reds

131

and yellows I still feel as a project manager my project is green even though I have a few yellows

132

and reds because I have plans in place in order to address them Issues and risk.

133

This is where you're going to outline some high level external elements

134

that are impacting your project that you want to share with your stakeholders.

135

Anything that's going to impact scope, time, or budget.

136

Let's go back to that example.

137

Now we're going to go to the last section of your status update, issues and risks.

138

So this is where you're going to highlight any issues

139

that are not connected to a deliverable because there are things like

140

that and you just want to give some information and any risks

141

that you are identifying you want to place it here again you want to show your due diligence

142

that you know what's going on with the project

143

and anything that's going to impact your scope time and budget

144

so with this section i actually have a risk

145

and that's project timeline is being negatively impacted

146

and now this is where you you give

147

that information what is it how are you going to address it

148

and is there anything else of note

149

so why is my timeline being negatively impacted is

150

because as a project we're struggling with our IT core team

151

members to complete their tasks in the timeline associated we all have had that issue

152

but this is not about finger pointing I'm now even going into greater detail why is this happening it's not

153

because they don't care they do care it's a new project was launched

154

and what happens when something new happens it's new it's shiny it's exciting

155

and everyone is told to start working on it

156

but now they're actually the department

157

that launches new project they're pulling my team members away from me why

158

because I don't have a dedicated team 100% to this project

159

in fact they have a whole bunch of other projects my subject matter experts

160

so it's a balancing act but I'm now calling out saying

161

that their managers are pulling on them to say hey start working on this project

162

so it's now my job what i'm going to do as

163

a pm is to speak to their direct managers i'm going

164

to bring up this issue for resolution to the steering committee

165

because that's their job to remove my roadblocks

166

so i just have to make sure

167

that there's a balance of time for my team am i

168

worried about this risk at the present moment not really that's why i said green

169

but if i start talking to direct managers and steering committee and nothing happens, then my project is going to go into the red very quickly.

170

But I'm going to at least show my due diligence

171

and I'm going to show the paper trail that shows that I told everybody this.

172

Again, this update is powerful and I highly recommend that all your projects have one.

173

Now that you know how to create a project status report, it's now time for you to go to the link under this video

174

and grab your seat for my free training on the Fab Five Fundamentals of Project Management.

175

If you're here for Status Reports, I'm letting you know, go there

176

because it's going to give you some really key elements that are just going to help you be amazing at project management.

177

Don't forget to subscribe to the channel, like this video, and please share it with all the people you know.

178

It really helps us grow our community, giving you more great content.

179

I really hope you like this video and please let me know

180

if you have anything else that you would add to this, any comments you have, please put them in the comments below.

181

Until the next video, see you later.

Cos'è la tecnica dello Shadowing?

Shadowing è una tecnica di apprendimento delle lingue supportata da studi scientifici, originariamente sviluppata per la formazione dei traduttori professionisti e resa popolare dal poliglotta Dr. Alexander Arguelles. Il metodo è semplice ma potente: ascolti un audio in inglese di madrelingua e lo ripeti immediatamente ad alta voce — come un'ombra che segue il parlante con un ritardo di solo 1–2 secondi. A differenza dell'ascolto passivo o degli esercizi di grammatica, lo shadowing costringe il tuo cervello e i muscoli della bocca a elaborare e riprodurre simultaneamente i modelli di discorso reale. La ricerca dimostra che migliora significativamente la precisione della pronuncia, l'intonazione, il ritmo, il discorso connesso, la comprensione dell'ascolto e la fluidità del parlato — rendendolo uno dei metodi più efficaci per la preparazione alla prova di speaking dell'IELTS e per la comunicazione reale in inglese.

Pratica di Shadowing: Project Management Status Reports [WHAT TO INCLUDE] - Impara a parlare inglese con i video

Informazioni su questa lezione

Vocabolario e frasi chiave

Consigli per la pratica

Cos'è la tecnica dello Shadowing?