Project and programme management environments are extremely challenging, dynamic
places to work. Understanding issues and correcting poor performance is crucial to the
successful achievement of project/programme objectives, yet many organisations struggle
to develop reporting systems that are efficient and still provide accurate insight.
In response to this problem, this thesis describes collaborative academic-industrial research
into the use of a visually-based poster-size reporting system, referred to as the Dashboard.
Given the exploratory nature of the research, a grounded theory, case study methodology
was selected. Two case studies are presented: one at programme level involving a national
utilities and roadside recovery organisation and one at project level, conducted with a
support services company. The case studies were conducted over 20 and 9 month periods
respectively. Data was collected from a number of sources including formal and informal
interviews, workshops, company documentation, researcher diaries and for the second case
study, through action research.
The Researcher found that a visual reporting system is an effective way of reporting status
and performance, though is better suited to programme rather than project management
environments. Specifically, it is effective as a communications and knowledge transfer
mechanism to both internal and external stakeholders. Secondly, the visual approach can
leverage mechanisms for developing trusting relationships between stakeholders, which
could lead to more effective team working. 'Mese findings are important as they address
common reasons for project failure.
Finally, the type of organisational culture has been shown to have a significant impact in
the longer-term success of a visual reporting system. Where there is a culture of blame, of
protecting information or where participative management practices are not embraced, the
visual approach is unlikely to be successful beyond providing performance visibility and
remedying actions in the short-term