Annual report project management: it’s all about the schedule
OpenClips / Pixabay
Last blog post, I wrote about how crucial planning is when you are developing your company’s annual report. So now you have your plan in place, what next?
One of the most important things to remember when it comes to preparing an annual report is that while on the face of it, it seems to be a role that the communications team can tackle, it really needs a project manager skilled in bringing together competing interests for the greater good.
This person needs to juggle the needs and deadlines of the CEO, the designer, the writer, the finance people, the subject matter experst, the auditors, the government, the ASX, among others. And they need to do it with a smile on their face and a keen understanding of the regulatory environment.
Like any other project that needs managing, the first step is to develop a schedule, by working back from the deadline in which the report needs to be tabled.
The schedule should cover design, photography, content (who is supplying it, by when as well as the writing, editing and proofreading process), approvals, printing and distribution.
The Gantt Chart gets bad press now and then, but it is a great tool for annual report project management as it clearly shows each person’s responsibility and timeline. Discuss the schedule with key stakeholders and then get sign off. That way is the project is held up at any point, you have some ammunition for the rocket you might need to set under the person who is dilly-dallying. No one like big red marks next to their name!
Make sure you build in enough padding so you are not creating undue stress, and ask people how much time they might take to do a task. Don’t make assumptions. A good schedule will be easy to follow and will minimise conflict because everyone knows what the expectations are.
A good schedule is also kept up to date and has contingencies to cover delays such as extra rounds of edits, unexpected illness, postponement of photography due to bad weather or people not available, or supplier hold-ups.
Once the schedule is finalised and signed-off, the project manager’s main job is to keep on top of the various contributors, contractors and stakeholder to ensure they are sticking to the agreed timeline. Checking in with them regularly will also help to identify delays or conflicts early on. Hold regular meetings with key contributors to ensure they are on track, and insist on fortnightly – if not weekly – reports against the schedule.
Hope this helps you project manage your company’s annual report. And (insert gratitious plug) if you are struggling with time or resources, please contact me. I can help you not only with the writing, but I have a great network of designers, photographers and proofreaders who can take your headaches away!
Till next time
Nicole