Reports

The word report has its roots in Latin, meaning “to carry back.” Reports are designed to carry back an account of what has happened, and may range from a simple paragraph on project activity to a multivolume analysis of how the project evolved and an interpretation of that information. The common thread that they should share is that their objective is to carry back accurate information about what has transpired. The key consideration in building reports should be the reader’s ability to assimilate the information provided in the report and the conformity of the report with accepted practice either within the organization or within the industry. Many government reports, for example, must follow specific formats. That level of consistency affords regular readers the ability to cull the information they seek in relatively short order. The information is easier to access because the formats are familiar. Reports should make a clear distinction between the reporting of fact and the interpretation of those facts into opinion or conclusions. Many reports will have separate headings or chapters to more clearly make the distinction between the two. That division is important because it has the potential to allow readers to distinguish when they do not concur with the conclusions and when they do not concur with the facts. That can simplify any later discussion on concerns associated with the report, allowing one element or the other to stand.

Reports may be simple (or extended) narratives, or in some cases, may be retained in specific forms.

Forms

Many organizations will establish forms to allow for consistent reporting of information without a lot of interpretation. Forms encourage consistent reporting and ensure consistent inclusion of specific data elements. Forms serve as a powerful means to reinforce what is important in a document and what is not. They limit the inclusion of extraneous data and generate conformity.

In process-driven organizations, forms are seen as an essential element of success. Because processes are frequently subject to interpretation, forms limit the amount of interpretation and latitude in the communications process. In some environments, forms are a welcome addition, because they stem the amount of time and energy that has to be invested in developing formats for communication and determining which informational elements are critical and which are not. On the other hand, forms often generate some enmity, in that they frequently inhibit creativity and stifle the information that can be presented.

Good forms will consist of both the form and some guidance as to how the form is properly applied, reviewed, and maintained.

Planners

For some project managers, the primary form of communication is a very personal one—their daily planner. These paper-based and/or computerized planners (generated by a variety of different organizations such as Day-Timer and Franklin-Covey) capture the detailed daily activities of the owner. In some instances, however, they are used beyond simple tracking of meetings and gatherings. The documents and binders sometimes serve as the scheduling and communications link between their owners and the outside world. Some managers allow access to their planners (or the software that supports them) to assign meeting times, plan for gatherings, or to set up one-on-one conversations. Others use the binder as a means to flag important events that either have happened or are pending.

For those who use their planners religiously, their planners themselves can become their favorite form of communication. For those who do not use them, they may be perceived as administrative overhead without a great deal of additional value. Before dismissing their use, however, it is wise to determine if any of the key participants in the process are active users.