2 comments for “

  1. CathG
    8th April 2018 at 2:33 PM

    I saw an interesting discussion on that topic on LinkedIn recently. I can’t find that source but one project manager commented that he insists that all his projects must be red when he starts them. Through his engagement with the project team, sponsors, stakeholders etc and understanding of the scope, it is his role to demonstrate and quantify why the project is not red.

    From personal experience I don’t think we do ourselves any favours having measurement scales with an odd number of choices – e.g. Red, Amber, Green. It makes it too easy for assessment of status to always be the middle marker – not good but not that bad. I prefer a four marker traffic light status report – RED > AMBER > YELLOW > GREEN. So you are either above or below the line – not on the fence so to speak.

    As to why Watermelon reporting – perhaps what is being measured is green but the reality is projects and life are quite dynamic and what is being measured has lost its correlation to the outcomes required. I can put my change manager hat on here and say if your not integrating change management alongside project management you may miss realising the benefits the project is meant to deliver. You create a watermelon project by failing to consider how to include, measure and track elements that are critical for a successful project and realising outcomes.

  2. LouiseG
    9th April 2018 at 6:54 PM

    If I see a PM providing a ‘watermelon’ status report they loose credibility in my eyes, even where the practice is encouraged by the organisation. We have nothing if we don’t have integrity.

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