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In nearshore software development projects, reporting is crucial.
Once the project implementation kicks off, it's imperative to stick to the established Way of Work. This involves conducting periodic reviews of the work, evaluating what went well, identifying areas for improvement, and determining urgent tasks.
Why is reporting important?
At the project's onset, onboarding the team becomes a crucial step, even if we are providing an extension for an existing team.
Ensuring our team members are competent, efficient, and maintain transparent communication with the rest of the project team is paramount.
If issues arise, our Success Managers step in to address them. Bi-weekly meetings between our KAMs and clients serve as a platform to discuss satisfaction levels with our collaboration and assess the status of our team within the project.
When we take charge of providing the entire software development team, we are the ones who are creating the right WoW. For this reason, the entire responsibility of implementation is ours, which means that the only way to have the project under control is to follow the selected WoW closely. Also, the implementation of the Efficient Team Culture is instrumental in keeping us on course.
In such scenarios, reports are dispatched at least once a month in the form of a budget report, detailing our team's activities and time allocation. This standard procedure aligns with the invoicing process.
Steering committee sessions occur either monthly or quarterly. These comprehensive reports encompass planned and incurred costs, work progress, and risk analyses.
The overarching goal is to maintain complete transparency and control, illustrating how the project plan is unfolding and its impact on expenditures.
The risk analysis provides insights into any challenges encountered, detailing how they were scrutinized and resolved even before the formal reporting stage.
Formal vs informal reporting
Formal reports, presented monthly, are detailed and encompass all aspects of the project. Informal reporting, on the other hand, typically occurs in meetings with the client every two weeks, encouraging open communication and addressing immediate concerns.
Another factor is whether you are reporting to a technical or non-technical stakeholder.
For non-technical stakeholders, focusing on the project's scope, business use cases, budget, progress, risks and requirements is key. Technical stakeholders, meanwhile, benefit from detailed insights into the development process, milestones achieved, and any challenges encountered.
Reporting in practice
Choosing the right tools
While PowerPoint and Canva offer visual appeal, they're not the only options. The choice often depends on the client's preferences or existing templates.
Duration of the presentation to stakeholders
The main goal is to make the reporting as simple and concise as possible so that decisions can be made based on the information conveyed.
Sometimes, if everything with the project is going well, the reporting presentation lasts about 10 minutes.
Visualization in reporting
Visualizations, such as tables and timelines, play a crucial role in simply conveying complex information. Timelines help illustrate project progress, while tables offer a tabulated view of tasks, costs, and achievements.
The visual representation enhances comprehension, making it easier for stakeholders to grasp the project's status.
What to do with stakeholder's feedback
Stakeholder feedback is a valuable aspect of the reporting process. It provides insights into how well the project aligns with expectations and offers an opportunity for continuous improvement. Encouraging regular feedback ensures that any necessary adjustments can be made promptly, contributing to the project's success.
Challenges in reporting
Condensing comprehensive project details into a 10 to 15-minute presentation, striking the right balance between technical and non-technical information, and leaving stakeholders with a clear understanding are constant hurdles.
Overcoming these challenges requires a blend of communication skills, project management finesse, and an acute understanding of the project's intricacies.
To achieve this, usually, the presentation should consist of 3-5 points, to preserve the report’s conciseness. Sometimes, clients are the ones that define the points they want to discuss and the frequency of reporting.
Conclusion
Effective reporting in software development projects is vital for maintaining transparency, adhering to methodologies, and satisfying both technical and non-technical stakeholders. Balancing formal and informal approaches, using visual aids, and incorporating stakeholder feedback are key to overcoming challenges and ensuring project success.
