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This area of the Lessons Learned repository will include how well we followed our reporting and monitoring protocols and how effective they were at keeping us properly informed. In particular were they effective in supporting:
Evidence or Observation Made
We didn't get regular reports and it wasn't always clear what decisions had been taken and what progress had been made.
To actively manage and monitor progress the Project Board needs to meet monthly as a minimum. The Project Manager must be required to provide a Highlight Report (written monthly update) on progress against the timeline and attend the Board to respond to any questions relating to it and seek approval for any issue resolution action. Reports should be succinct and factual. The Highlight Report template provided in the toolkit is provides a good balance of oversight with minimal reporting burden.
too many projects going on at once and I don't think we had clear oversight of
how they all interacted with each other. There were also other projects going
on in other areas that were having an impact on us and we didn't always get to
know what was happening on them until it was too late for us to effectively
take account of the impact on us.
Projects need to be
considered within a structured change programme that has oversight of all
similarly aligned projects. To effectively manage the dependencies between them regular coordinated monitoring is needed. Project Boards
should establish regular reporting and monitoring arrangements. Projects
within larger strategic change Programmes will also need to schedule reporting and escalation procedures to work effectively with that of the parent programme.