Updating sponsors and others parts of management is crucial towards keeping everyone informed, so assumptions do not have to be formed and accountability is provided. The sponsor’s reliance on the status reports is so they can also relay the information to their superiors on any updates for the project and especially if changes need to be made concerning resources or the budget.
Barkley (2006) said that status reports begin at the work package level, along with revisions of work package and level of effort tasks. The status determines the amount of work that has been started completed, or how much work in progress has been completed of an ongoing task. It is important to note that a huge risk in any project is not providing status reports, because it leaves stakeholders and sponsors in the dark and forces them to conjure up their own ideas of the progress of the project.
Sponsors reliance on the status reports is so they can also relay the information to their superiors on any updates for the project and especially if changes need to be made concerning resources or the budget.
Snow (2002) said project managers may sometimes censor themselves in reporting status as they actually perceive it. If a project is perceived to be performing poorly, the project manager may withhold this information or misrepresent status to senior management.
Barkley, B. (2006). Integrated project management. New York, NY: McGraw-Hill
Snow, A. P., & Keil, M. (2002). A framework for assessing the reliability of software project status reports. Engineering Management Journal, 14(2), 20. Retrieved from http://search.proquest.com/docview/208951468?accountid=32521