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	<title>Comments on: Do Project Reports Really Give The Real Picture on  Project Progress?</title>
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	<link>http://pmstudent.com/do-project-reports-really-give-the-real-picture-on-project-progress/</link>
	<description>Helping new and aspiring project managers reach their career goals!</description>
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		<title>By: Bill Duncan</title>
		<link>http://pmstudent.com/do-project-reports-really-give-the-real-picture-on-project-progress/#comment-16196</link>
		<dc:creator>Bill Duncan</dc:creator>
		<pubDate>Tue, 10 Nov 2009 04:31:56 +0000</pubDate>
		<guid isPermaLink="false">http://pmstudent.com/?p=4428#comment-16196</guid>
		<description>Hear! Hear!</description>
		<content:encoded><![CDATA[<p>Hear! Hear!</p>
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		<title>By: Glen B. Alleman</title>
		<link>http://pmstudent.com/do-project-reports-really-give-the-real-picture-on-project-progress/#comment-16084</link>
		<dc:creator>Glen B. Alleman</dc:creator>
		<pubDate>Fri, 06 Nov 2009 02:56:54 +0000</pubDate>
		<guid isPermaLink="false">http://pmstudent.com/?p=4428#comment-16084</guid>
		<description>Susan,

I think you&#039;re over stating the situation. There are certainty examples of really bad IT project management. At the same time there are poster child examples of how to do it right.

It depends on the domain. The enterprise IT deployments in engineering centric firms seem to be treated like physical projects - metal bending, concrete pouring. I saw this from managing some of these examples.

You&#039;ve provided one example. I can provide a dozen counter examples - 50 site SAP roll out ahead of schedule under budget.

This is the problem with anecdotal evidence of project success - not withstanding the completely bogus statistics of Standish</description>
		<content:encoded><![CDATA[<p>Susan,</p>
<p>I think you&#8217;re over stating the situation. There are certainty examples of really bad IT project management. At the same time there are poster child examples of how to do it right.</p>
<p>It depends on the domain. The enterprise IT deployments in engineering centric firms seem to be treated like physical projects &#8211; metal bending, concrete pouring. I saw this from managing some of these examples.</p>
<p>You&#8217;ve provided one example. I can provide a dozen counter examples &#8211; 50 site SAP roll out ahead of schedule under budget.</p>
<p>This is the problem with anecdotal evidence of project success &#8211; not withstanding the completely bogus statistics of Standish</p>
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		<title>By: Bill Duncan</title>
		<link>http://pmstudent.com/do-project-reports-really-give-the-real-picture-on-project-progress/#comment-16062</link>
		<dc:creator>Bill Duncan</dc:creator>
		<pubDate>Thu, 05 Nov 2009 08:25:29 +0000</pubDate>
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		<description>My reading of the paragraphs that you quote is that the sponsors failed to exercise oversight. That is a management problem, but not a project management problem. There is no indication that the PM failed to report status inaccurately.</description>
		<content:encoded><![CDATA[<p>My reading of the paragraphs that you quote is that the sponsors failed to exercise oversight. That is a management problem, but not a project management problem. There is no indication that the PM failed to report status inaccurately.</p>
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	<item>
		<title>By: Bill Duncan</title>
		<link>http://pmstudent.com/do-project-reports-really-give-the-real-picture-on-project-progress/#comment-16061</link>
		<dc:creator>Bill Duncan</dc:creator>
		<pubDate>Thu, 05 Nov 2009 08:17:13 +0000</pubDate>
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		<description>I know that this isn&#039;t the norm in IT. I was responding to your comment to Josh that suggested it was an idea that wouldn&#039;t work in IT. I actually have an IT client who uses this approach: the controls staff reports to the head of the PMO, not to the PM. In addition, this frees the PM from having to collect status information so that he-or-she can focus on managing the project.</description>
		<content:encoded><![CDATA[<p>I know that this isn&#8217;t the norm in IT. I was responding to your comment to Josh that suggested it was an idea that wouldn&#8217;t work in IT. I actually have an IT client who uses this approach: the controls staff reports to the head of the PMO, not to the PM. In addition, this frees the PM from having to collect status information so that he-or-she can focus on managing the project.</p>
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		<title>By: Glen B. Alleman</title>
		<link>http://pmstudent.com/do-project-reports-really-give-the-real-picture-on-project-progress/#comment-16034</link>
		<dc:creator>Glen B. Alleman</dc:creator>
		<pubDate>Wed, 04 Nov 2009 14:52:25 +0000</pubDate>
		<guid isPermaLink="false">http://pmstudent.com/?p=4428#comment-16034</guid>
		<description>Bill,

Malfeasance might be too strong, lack of leadership for sure. Lose their job - yes</description>
		<content:encoded><![CDATA[<p>Bill,</p>
<p>Malfeasance might be too strong, lack of leadership for sure. Lose their job &#8211; yes</p>
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