Dashboard
The four numbers you get asked for.
Open the project and this is the first screen. It is designed to answer a corridor question in about three seconds.
Phase progress
Seven bars, one per phase, each rolled up from the percent complete on its tasks. The shape of the bars tells you whether you have a project running late or a project running out of order.
Readiness donut
The weighted go/no-go score with its chip beside it, on the same screen as everything else, so readiness is not something you go and look at once near the end. See how it is scored →
Running several engagements? The same numbers roll up across all of them. Portfolio dashboards →
Status report
You write the judgement. It writes the facts.
Four text areas take what only you know. Everything else is pulled from the trackers you have already been keeping.
What you type
- Period and Prepared for — who this is going to and for what dates.
- Highlights — what went well, in your words.
- Next Period — what you are going to do about it.
- Blockers — what you need from them. This is the section clients actually read.
What it pulls
- Weighted percent complete and phase progress
- Open gates by phase, with status
- Open risks and issues from the RAID log
- UAT pass count and the open P1 defect count
- Migration objects reconciled against total
- The current readiness score
The RAG status derives itself
| Colour | When |
|---|---|
| Red | Any open P1 defect |
| Amber | An open risk scored high on impact and high on probability, or three or more open issues |
| Green | Neither of the above |
You can override it. The point is not that software knows better than you — it is that going green while a P1 is open becomes a deliberate act with your name on it, rather than the default that happens when a status pack is assembled in a hurry on a Friday afternoon.
Why this matters
Reports that disagree with the plan are worse than no reports.
The usual failure is not that a status report is missing. It is that it is assembled by hand from four places, at speed, and drifts from what the plan says. When the report is generated from the same file as the plan, the two cannot disagree — and the weekly hour spent reconciling them goes away.