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Within the Citrix upgrade the project manager has to walk a fine line when it comes to requesting and actually getting status reports from staff members. On one hand, status reporting procedures should not be too cumbersome or intrusive. The project staff could come to resent the attention, and the perceived lack of trust and confidence. However, no project manager can afford to be caught unaware by performance or scheduling problems. The project manager must rely on the team to provide timely, effective and realistic feedback. And the quality and quantity of that feedback cannot be left to chance. While status reporting requirements may vary by project complexity, duration and scope, regular reporting routines should always be established. These routines should be set as soon as the project starts and should always be enforced. No matter what format the project manager chose for status reporting, it will never be an exact science. Since the project is completed by people, behavioral factors must always be considered. Although well intentioned, team members may sometimes be reluctant to give totally accurate feedback. After all, no one likes to del ver bad news.
Approximate Word count = 750
Approximate Pages = 3
(250 words per page double spaced)
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