On Projects*

Once a plan is forecast to exceed its tolerances, the red flag needs to be sent up the pole.  This template is the red flag and so it is built for speed, and not intended to be a repository for in-depth analysis.  It seeks to put the critical information in one place for the key decision makers to select the most appropriate option to move the project forward.

Raising the red flag of exception mgt

The first part of the template deals with defining the deviation and its consequences. The key here is to accurately describe the problem and communicate it well to the reader. The second part is a very straight forward analysis of the courses of action available to the decision maker a brief analysis on their impact on key areas of the project such as the business case, risks and tolerances followed by a recommendation.

A couple of tips for creating effective Exception reports:

• Use bullet points
• Summarise the deviation into a picture
• Summarise the recommendation into a picture
• Try to strike a balance between keeping it brief and having sufficient information for the decision maker to do a full appreciation, particularly if the exception is sizable.

The key here is to communicate the problem and the solution quickly, smart managers will make the connection between the bullet points and won’t require detailed analysis.  Executives also love pictures so try to use them to drive home your analysis.  They tend to be a smart bunch who like to think quickly on their feet, accurate pictures help them make the right decisions quickly.

Hint: I always try to make sure I have someone with a creative background in my PMO.  These people are invaluable in their ability to create and communicate messages using many different media such as video, print, graphic design, photography, multi-media and the internet (to name a few).

Finally, its worth noting that this method isn’t new to the world of management, military officers around the world are taught the same method, some armies refer to it as the “individual estimate” which involves a quick appreciation of the situation, development some courses of action (COA), a quick evaluation of the COAs (do nothing, most likely, most dangerous) then selection and execution.  So when you’re on a good thing why change it?