Chapter 8: Managing Project Information

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Careful documentation is a critical element of successful project management. If assumptions, decisions, and significant detail are not formally recorded, socialized, and refreshed in a timely manner, you are left without an audit trail regarding decisions that have been made. Among the consequences of poor documentation is the increased probability that you will be attempting success in an environment of reduced accountability. This is because deniability and chaos are inversely proportional to the level of published detail. At the end of this chapter, you will find a discussion on meeting management. Although it is a fascinating topic, it does not warrant its own chapter. It makes sense to include it here because the most important output of any good meeting is useful documentation.

8.1 Documentation Guidelines

Exhibit 1 outlines the recommended thought process for documentation.

Exhibit 1: Documentation Guidelines

• Large projects have far too much detail to be managed with a PDA or in your head.

• Good documentation combats faulty or selective memories, including your own.

• Do not use e-mail as your preeminent methodology because it is hard to keep organized.

• Whenever possible, update existing documents instead of issuing new ones.

• Always circulate documents, and solicit and incorporate legitimate feedback.

• Archive dated documents so they can be redistributed if required.

• Use a central repository, such as an internal Web site, to promote universal access.

• If possible, delegate a resource to manage this process.

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