Mine has maybe six or eight bullet points. I write it up but often don't
even give it to my boss, we just takl it through. It covers:

* what I said last meeting I'd do before next meeting but did not get
done (so I can verbally say why)
* what I think I'll get done by the next meeting (and my boss can add to)
* anything else coming up or going wrong my boss should know about in case I
need help from on high, or so my boss doesn't get blindsided

I don't bother with the trivia and my boss would soon interrupt if I tried.
As a separate exercise I do a component of a monthly report my boss and his
other managers do, covering activity levels, KPIs etc, but that's more about
scorecards and trends, not managing programs and projects. And, as I'm a
manager, I spend almost zero time doing real RM, maybe an hour a week. The
rest of the time is taken up with reporting, strategy, planning, staffing,
money, communicating, troubleshooting, firefighting and all the other things
that get in the way of real work. Not to mention listservs . . .

Cheers

Glenn

Glenn Sanders
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Australia

These views are mine alone. They may or may not be those of any
previous or present employers or clients. I don't know. If I'd asked
and they'd agreed, I would have signed it "Harry Peck and Co and
Glenn". Or whatever. But I haven't, so I didn't.

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