Running the Project
Fourteen years of reporting projects means fourteen years of scope gone wrong, intentions misread and timelines missed. This session is every one of those lessons, so your project isn't the next scar.
Where reporting projects actually go wrong
We got the scope wrong. We got the intention wrong. The expectation of how quickly it would come out, how much was involved, whether the ask was even reasonable — every troubled reporting project we've ever seen got at least one of these wrong.
This session walks through how you as an executive should conduct a reporting project: what to ask for, how to confirm your ask was understood the way you meant it, and how to tell whether you're building the right infrastructure to deliver — not just once, but every time.
Inside session 2.
Scoping the ask
What are you actually asking for? Did the team understand it the same way you understood it? Was the ask reasonable?
Cost and duration
What reporting really costs, how long it really takes, and how to budget both without fooling yourself.
The executive's conduct
How to run the project from the top: what you own, what you delegate, and what you inspect.
Expectations that hold
How fast should it come out? How much is involved? Set it before the project, not after the disappointment.
Did we do it?
A plain way to judge delivery: what was asked, what was built, and whether they match.
Infrastructure that repeats
The right build delivers the report every time — not once, heroically, and never again.
A well-run project still fails with the wrong people on it. Next: who actually belongs on your reporting team — and what you have a right to expect from every seat.
You definitely belong in Reporting Secrets.
Running the Project is one of four sessions in the Reporting Secrets workshop — $997, live, all four included.