Ensuring Accuracy in Status Reports: The True Status for Project Success

A status report can be a powerful tool in project management—or it can become just another routine task that gets overlooked. When done right, it provides a clear, honest snapshot of a project’s progress, helping teams and managers make informed decisions. But when it’s inaccurate or overly polished, it can mislead stakeholders and hide critical issues that need attention. In my experience, I’ve seen status reports used in very different ways, each highlighting the importance of accuracy and clarity. In this article, we’ll explore why the true status matters in a status report, how to present it effectively, and the lessons I’ve learned along the way. Whether you’re a new project manager or a seasoned professional, understanding how to craft an accurate status report can make a big difference in your project’s success.

The Role of a Status Report in Project Management

A status report is a document that summarizes a project’s current state, including progress, challenges, and next steps. It’s often shared with team members, management, and stakeholders to keep everyone on the same page. But its importance depends on how it’s used. I’ve seen two very different situations that show this clearly.

In one case, the status report was a key document that many members of management reviewed closely. They often had questions about the details, which reassured us that the report was valued and taken seriously. Knowing that management was paying attention made us double-check the report before sending it out. We wanted to ensure it was accurate—not too optimistic, not too pessimistic, but a true portrayal of the project’s status at that moment. This scrutiny from management motivated us to be thorough and honest, which ultimately helped us address issues early and keep the project on track.

In another organization, status reports were part of a process certification requirement. Every project had to generate different types of status reports, which were sent to a central project management office. The idea was that anyone could access a project’s status report and review its timeline whenever needed. While this sounded good in theory, I noticed a problem after a few weeks: the project manager was overwhelmed by the sheer number of reports they had to produce. It was clear that most management wouldn’t have the time to review more than a couple of these reports in detail. This made the process feel more like a box-ticking exercise than a useful tool, and it highlighted the need to focus on quality over quantity when creating status reports.

The Importance of Accuracy in Status Reports

The main focus of this article is the accuracy of the status report—something I learned the hard way early in my career. When I was a novice project manager with just a few months of experience, I worked with team leads to create status reports. At the time, we lacked the maturity to handle this task effectively. Most people, including myself, saw issues in a status report as a reflection of their own performance. So, our initial reports would mention problems, but we’d add a layer of “sugar-coating” to soften the impact. We’d highlight the issue but quickly follow it with an overly positive explanation of what the team was doing to fix it, hoping to make ourselves look better.

One day, a senior manager called me in for a discussion that changed my perspective. His feedback was clear: a status report is supposed to show issues as they really are, along with what the team can do to address them—not a polished version that hides the truth. He emphasized that issues need to be presented accurately, especially when they could pose serious risks to the project, often marked as “red” items. These red flags might need immediate attention, either from within the team or from external teams we depended on. Hiding or downplaying these risks could delay solutions and put the entire project in jeopardy. This lesson stuck with me: the true status, even if it’s not pretty, is what helps teams and managers make the right decisions.

Challenges of Reporting the True Status

Reporting the true status can be tricky, especially when it involves highlighting serious problems. I remember the first time I included a red item in a status report—I got called into a meeting with the leads of development and testing, along with my boss. They weren’t happy that I had listed an issue as red, signaling a major risk. Their expectation was that any red issue should be resolved quickly so it wouldn’t appear as red in the report. They felt it reflected poorly on the team, and there was pressure to downplay the problem.

I held my ground, explaining that the issue was indeed a significant risk and needed to be addressed, not hidden. After some discussion, we came to an agreement that worked for everyone. Going forward, if I identified a red item, I would communicate it to the team the day before the status report—or sometimes on the same day—so we could discuss it first. This didn’t mean I would remove the red status unless I was convinced it was no longer accurate. If the issue still posed a major risk, it stayed in the report as a red item. This approach allowed for open communication while ensuring the status report remained honest. It worked well for our team and became a standard practice for future reports.

Why Honesty Matters in Status Reports

Being honest in a status report is crucial for several reasons. First, it builds trust with your team and stakeholders. If management or clients sense that you’re sugar-coating issues, they might start questioning the reliability of your reports, which can damage your credibility. An accurate report, even if it highlights problems, shows that you’re transparent and committed to addressing challenges head-on. This transparency can lead to better support from management, as they’ll know exactly what’s needed to keep the project on track.

Second, honesty helps identify risks early, allowing for timely solutions. For example, if your project depends on an external team to deliver a component, and they’re delayed, marking this as a red item in your status report can prompt management to step in and expedite the process. If you downplay the delay, the issue might snowball, causing bigger problems down the line. Accurate reporting ensures that everyone is aware of potential roadblocks and can work together to overcome them.

Finally, an honest status report sets realistic expectations. If you’re overly optimistic, you might promise deadlines or outcomes that aren’t achievable, leading to disappointment later. By presenting the true status, you give stakeholders a clear picture of where the project stands, helping them plan accordingly. This can prevent misunderstandings and keep everyone aligned on the project’s goals.

Tips for Creating Accurate Status Reports

Based on my experiences, here are some practical tips to ensure your status reports reflect the true status of your project:

• Focus on Key Issues: Don’t overwhelm your report with every minor detail. Highlight the most important issues, especially those that could impact the project’s timeline, budget, or quality.
• Use Clear Labels: Mark serious risks as “red” items to draw attention to them, but be prepared to justify why they’re red. Use “yellow” for issues that need monitoring and “green” for areas that are on track.
• Communicate Early: If you spot a major issue, discuss it with your team before including it in the report. This gives everyone a chance to address it and ensures there are no surprises.
• Balance Honesty with Solutions: While it’s important to report issues accurately, also include what the team is doing to resolve them. This shows that you’re proactive, not just pointing out problems.
• Double-Check Your Data: Before sending out the report, verify that all information is correct and up-to-date. An inaccurate report, even if it’s honest, can cause confusion.

The Impact of Accurate Status Reports

Accurate status reports can have a big impact on a project’s success. They help teams stay aligned, ensure stakeholders are informed, and create a culture of transparency. When everyone knows the true status of a project, they can make better decisions, whether it’s allocating more resources, adjusting timelines, or addressing risks. This clarity can prevent small issues from becoming big problems, saving time and stress in the long run.

For project managers, mastering the art of status reporting is also a career booster. Being known for delivering honest, reliable reports can build your reputation as a trustworthy leader, opening doors to more responsibilities and opportunities. It’s a skill that takes practice, but the payoff is worth it—both for your projects and your professional growth.

Applying These Lessons in Your Projects

If you’re new to project management, start by creating simple status reports that focus on the most critical aspects of your project. As you gain experience, you’ll get better at identifying what needs to be highlighted and how to present it. Don’t be afraid to report the true status, even if it means showing problems—it’s better to address issues early than to hide them and face bigger challenges later. Over time, you’ll develop a process that works for your team, ensuring your status reports are both accurate and effective.

For those already familiar with status reporting, take a moment to reflect on your current approach. Are you presenting the true status, or are you tempted to sugar-coat issues? If it’s the latter, consider adopting a more transparent style—it might feel uncomfortable at first, but it will lead to better outcomes for your projects. Open communication, clear reporting, and a focus on accuracy are the keys to making status reports a valuable tool, not just a routine task.

Resources for Learning More

Want to improve your status reporting skills or learn more about project management? Here are some helpful resources to check out.

Amazon Books on Status Reporting and Project Management:

• Project Management for the Unofficial Project Manager by Kory Kogon, Suzette Blakemore, and James Wood (Buy book - Affiliate link) – A beginner-friendly guide that covers status reporting and other key project management skills.
• The Fast Forward MBA in Project Management by Eric Verzuh (Buy book - Affiliate link) – A comprehensive book with practical tips on creating effective status reports and managing projects.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) by Project Management Institute (Buy book - Affiliate link) – A standard resource for best practices, including how to report project status accurately.

YouTube Videos on Status Reporting and Project Management:

• “What Goes Into a Project Management Status Report” by ProjectManager – A step-by-step video guide on creating clear and accurate status reports.

• Project Management Status Reports [WHAT TO INCLUDE].

• Improve Communication and Transparency by Requiring a Weekly Status Report

A Personal Reflection on Status Reporting

Looking back on my early days as a project manager, I realize how much I’ve grown in my approach to status reporting. That feedback from the senior manager was a turning point—it taught me the value of honesty and accuracy, even when it’s uncomfortable. Now, I make sure my reports reflect the true status of a project, and I’ve seen how much it helps in keeping things on track. I hope these insights inspire you to create status reports that are both truthful and impactful for your projects.

Working with vendors: Asking for a weekly status report

When the team works with vendors, there is always the element of doubt regarding the capabilities of the team with the vendor. In many cases, this may not be because the capabilities of the team with the vendor is any less, but because every product or project is different from the others, and it takes time for the team with the vendor to achieve the same level as the core team. However, this may not always happen; there may not be enough time for the vendor team to come anywhere close to the same level, and this time may not be available during the course of the project. This is one case, but there may be other cases where the coordinator from the vendor side may not be so competent, or there may be other reasons which is causing some sort of problems in terms of the client team feeling that there is some problem with the way that the vendor team is executing the project.
A number of these problems arise because of coordination and communication issues, and it is important that such matters be resolved; there should be a communication protocol setup to ensure that such matters don't cause conflict between the teams. There are several methods to have a regular communication process between these teams:
- Senior leads from both teams should setup a regular meeting for discussing issues (in my experience, this was a once in a week meeting that could be cancelled if there were no issues - this meeting was a big help to quickly reach conclusion on some meetings)
- A regular status meeting between the managers of both teams (such a meeting ensured that issues that were getting escalated were discussed and action items decided on how to resolve such meetings; in my experience, this meeting was also a weekly meeting that could be cancelled if required)
- The simplest way that we devised to highlight current status, ongoing items and ongoing issues was through a weekly status report. We discussed this with the managers and leads of the vendor teams, and then figured out a format which covered all these status items. For example, if there was an issue that was needed to be highlighted from the vendor team, they would put this in the report along with the other items, and this report was circulated to the entire team. This ensured that there was knowledge of what the vendor team was doing, what were the next items on their schedule and what were some of the major issues that they were facing. It also caused team members to flag issues where they had a different understanding from what the vendor had communicated, and quickly led to a resolution of issues.
We had asked the vendor team to ensure that this report was available every Monday afternoon, which also covered the entire items from the previous week, and on the odd occasion where team members were working over the weekend, these items were also incorporated in the report. A side benefit was that these reports conveyed an impression of the amount of work being done by the vendor teams, which was a subjective cross-check during the billing process.

Project Management - Writing down the issues as they come to you ..

One of the most difficult items that would come up during my experience as a project manager was about collating issues for later use. For example, there could be an issue with a team member in terms of their productivity, or issues with a vendor about their quality standard, or even responsiveness to an email sent for a query, and so on. There are numerous items that pop up like this during the course of a project, and the project manager has to resolve then on an ongoing basis. This is the typical life of a project manager.
However, I found that even though these items were resolved on a regular basis, the lack of capturing them in a detailed way made things difficult later. One of the prime examples of this was about interaction with an external team. We went through a post-mortem with the team, after a cycle where the external team had caused us some amount of grief. There were deliveries that were not on schedule, the quality level of one of the deliveries was bad enough that the delivery was rejected (although to get to the point of rejection took a couple of testers a period of around 2 days, and we did not really want to spend this kind of time period for this delivery of an external component).
Similarly, at the end of the cycle (and sometimes during the period of the cycle) there would be the need for feedback on team members, typically other managers, based on the cycle and the quality of their work. However, in all these cases, there were problems. When you are going through a busy cycle, how often do you really remember what happened in specific instances; and there is a lot of feedback that you should not look too much in the past but look towards the future.
So what would you do ? I would typically keep a specific file that would list issues where I thought some later feedback is required or where I felt that the person to whom I was corresponding could have dealt with issues better and I kept the same file in a special folder, and also kept copies of the relevant emails on this subject in the same folder detail.
Not only did this help in driving specific issues through later post-mortem, but even for my study, where I was discussing these sort of issues to drive process changes or improvements, it would really help that I could recall specific issues, the conclusions, my feedback on whether there were specific improvements that could be made, and also had email to even correct people if they pointed out something that was different from what had actually happened (and you would not believe how many times something like this had actually happened).

What are network layer design issues?

- The network layer i.e., the third layer of the OSI model is responsible for facilitating the exchange of the individual information or data pieces between hosts over the network. 

- This exchange only takes place between the end devices that are identified. 

- For accomplishing this task, 4 processes are used by the network layer and these are:

Ø  Addressing

Ø  Encapsulation

Ø  Routing

Ø  Decapsulation

In this article we focus up on the design issues of the network layer. 

- For accomplishing this task, the network layer also need s to have knowledge about the communication subnet’s topology and select the appropriate routes through it. 

- Another thing that the network layer needs to take care of is to select only those routers that do not overload the other routers and the communication lines while leaving the other lines and router in an idle state.

Below mentioned are some of the major issues with the network layer design:

1. Services provided to the layer 4 i.e., the transport layer.
2. Implementation of the services that are connection oriented.
3. Store – and  - forward packet switching
4. Implementation of the services that are not connection oriented.
5. Comparison of the data-gram sub-nets and the virtual circuits.

- The sender host sends the packet to the router that is nearest to it either over a point-to-point carrier link or LAN. 

- The packet is stored until its complete arrival for the verification of the check sum. 

- Once verified, the packet is then transmitted to the next intermediate router. 

- This process continues till the packet has reached its destination. 

- This mechanism is termed as the store and forward packet switching.

The services that are provided to the transport layer are designed based up on the following goals:

1. They should be independent of the router technology.
2. Shielding from the type, number and topology of the routers must be provided to the transport layer.
3. The network addresses that are provided to the transport layer must exhibit a uniform numbering plan irrespective of whether it’s a LAN or a WAN.

Now based up on the type of services that are offered, there is a possibility for two different organizations.

Offered service is Connection-less: 

- The packets are individually introduced in to the sub-net and the routing of the packets is done independently of each other. 

- It does not require any advance set up. 

- The sub-net is referred to as the data gram sub-net and the packets are called data-grams.

Offered service is connection-oriented: 

- In this case the router between the source and the destination must be established prior to the beginning of the transmission of the packets. 

- Here, the connection is termed as the virtual circuit and subnet as the “virtual circuit subnet” or simply VC subnet.

- Choosing a new router every time is a thing to be avoided and this is the basic idea behind the use of the virtual circuits. 

- Whenever we establish a connection, a route has to be selected from source to destination. 

- This is counted as a part of the connection setup only. 

- This route is saved in the routers tables that are managed by the routers and is then used by the flowing traffic. 

- On the release of connection, the VC is automatically terminated. 

- In case of the connection oriented service, an identifier is contained in each packet which tells the virtual circuit to which it belongs.

- In data-gram sub-net circuit setup is not required whereas it is required in the VC circuit. 

- The state info is not held by the routers in the data gram subnet whereas router table space is required for each VC for each connection. 

Collecting information to add in a Readme document updated just before release ..

When you release any software product, there will always be problems. Further, there will be information that will need to be passed onto the customer that can be important, such as the level of Operating System support. Hence information needs to be passed onto the customer, early, either before the actual installation, or when the customer wants to read information about the product on the site of the product:
- There will be some defects or problems in workflow that came too late to be fixed.
- There will be defects or problems that the team decided were not worth fixing and could be passed onto the customer.
- The operating systems that are supported by the application (including the service pack numbers)
- Workarounds for some common issues that could be facing the customer, which could be a description of the problem being faced, the workaround that the customer can use (such as some tweaking of files on the product end, or some patch on the site of the product that could be downloaded by the customer and fix the problem).
- Information about some third party applications used inside the product, including links to their support pages and the like.

These are important information. At times, the development team may feel that a problem that is specific to a particular component or a version of an operating system may not be important, but for the customer who is suffering from such an issue, it is important. And it is important that the team should strive to provide this information to the customer in an easy way, typically providing this information in the form of a Readme document.
However, there is some debate about when the Readme should be prepared. Since the Readme is also supposed to also capture details of issues that were not fixed late into the cycle, the Readme should be made ready as late as possible. But for products that are available in multiple languages, there is the need to have this document translated into all the languages, and in the full form. Hence, there is a limitation of scheduling to determine when the document should be prepared.
We finally made a determination where we tried to figure out when we can prepare the Readme document, and worked backwards. We worked with the team that did the localization of the Readme and tried to figure out the latest by which the document could be localized. Based on that date and some discussions, we finalized a date to that effect, and that was the date which was the final date for the English language version of the Readme document, and then added in some more days for the preparation of the Readme (which included the time taken for collection of all the data and information required for the Readme document to be prepared). This ensured that all late breaking information was captured and yet there was enough time to prepare a Readme document to be included with the installer, and also be available on the site of the product.

What is trace-ability alert? How to trigger a trace-ability alert in Test Director?

The process of sending e–mails in order to notify the ones that are responsible whenever some change is made to the project. This can be done by instructing the test director to create an alert whenever a change occurs and send e – mails appropriately. One’s own follow up alerts can also be added. 

There are certain rules called the trace-ability notification rules (based up on the associations that were made in the test director among the tests, requirements and defects) which are activated by the test director administrator for generating the automatic trace-ability alerts.

On what occasions a trace-ability alert issued?

Only for the following issues test director can generate the trace-ability alerts:

1. Whenever a requirement (except change of a status) changes, the designer of the associated tests is notified by the test director.
2. Whenever a requirement having an associated test changes, all the project users are notified by the test director.
3. Whenever the defect status changes to ‘fixed’, the responsible tester of the associated test is notified by the test director.
4. Whenever a test run is successful, the user assigned to the associated test is notified by the test director.

Steps to trigger trace-ability alert

1. Log on to the project  as a different user.
2. Click on the test plan tab to turn on the test plan module which will display the test plan tree. Expand the concerned subject folders and select the required test. A designer box displaying the user name in the details tab in the right pane is seen. One thing to be noted is that whenever an associated requirement changes, the trace-ability notification is only viewed by the designer.
3. Click on the requirements tab to turn on the requirements tree and also make sure that it is in the document view.
4. Among the requirements choose the one that you want to change.
5. For changing the priority of the requirement click on the priority down arrow and select the required priority. This will cause the test director to generate an alert for the test associated with the requirement selected above. Also, an e – mail will be sent to the designer who designed this test.
6. When you are done log out of the project by clicking on the log out button present on the right side of the window.

How to view a trace-ability alert?

This trace-ability change can be viewed for a single entity or all the entities in the project. Here by entity we mean a test, a defect or a test instance. To view the trace-ability alert follow the below mentioned steps:

1. Log on to the project as the designer of the test.
2. Click on the test plan tab to view the test plan tree. Expand the subject folders to display that test. You will see that the test has a trace changes flag which is an indication of the fact that a change was made to the requirement associated with it.
3. Clicking on the trace changes flag for the test will enable you to view the trace-ability alert. Also, the trace changes dialog box will open up. Clicking on the requirement link will make the test director to highlight that particular requirement in the requirements module.
4. For viewing all of the trace-ability alerts click on the trace all changes button in the common test director tool bar. A dialog box listing all the trace-ability changes will open up.
5. Once done close the dialog box. 

What issues should be considered when deciding whether to automate a test? How to generate an automated test script?est Scripts, Scripts

Execution of the test sets lies at the center of any testing process. As the software system or application encounters changes, the defects are located by running both manual as well as automated tests in the project. Also, the quality of the tests is assessed by running the tests itself. 

Issues considered when deciding to go for automation?

- Deciding which all tests have to be automated is a part of the test planning process. 

- Two options namely manual and automated are available for the execution of the tests. 

- If you go with the manual execution of the tests, you can begin with the execution just after you finish defining the test steps. 

- If you go for automating the tests, the test scripts need to be generated and completed. 

- Below we state the issues that should be considered when deciding to go for automation:

1. Do Automate: Only the tests which are data driven or which make use of multiple data values for the same operation, which run with every new version of the application as a measure to check its functionality i.e., regression testing, which are for stress testing i.e., run many times and tests that facilitate the checking of a server system or multi-user client system (load testing) must always be automated.
2. Do not automate: The tests which are meant for a single execution, need to be executed immediately, check for the usability of the tests and whose result cannot be predicted should not be automated.

Steps for generating Automated Test Scripts

Below mentioned steps can be followed for the generation of the automated test scripts:

1. First, click on the test plan tab in order to enable the display of the test plan module.
2. Locate the manual test that you want to automate by selecting the subject folder available at the root of the test plan tree. There click on the find button and the find folder/ test dialog box will open up.
3. Type the name of the test to be searched for in the ‘value to find’ field of the box. Check the ‘include tests’ check box so that the test director can be instructed to look for folders and tests. Finally click on find option. ‘Search results’ dialog box will pop up thus displaying all the possible matches. Click on go to button and the test will be highlighted in the test plan tree. Close this dialog box.
4. Click on the design steps tab in order to display the design steps tab.
5. For generating a test script click on the generate script button. You can choose either of the following options:

a) QUICKTEST_ TEST: For generating an astra quicktest test or quick test professional test.

b)   WR – AUTOMATED: For generating a winrunner test.

The above two options will be available if the corresponding add ins have been installed. Once the test has been automated, the manual test symbol ‘M’ will be replaced by automated test icon.

6. For viewing the test script click on the test script lab. Click on the launch button for displaying and modifying the test script in the testing tool where it was created.

Whenever an automated test is run, the testing tool selected by the tester is opened by the test director automatically and the test is run on either the remote hosts or local machines. The tests can be run either from the execution flow tab or the execution grid tab.

Is there any problem in using scripts created on v6.0 to 6.5 or higher versions?

In some cases, it may happen that while trying to automate a java swing application using an early version of silk test such as the silk test 5.0.3. You found that the objects and controls in the application window of the application under test or AUT might not be recognizable by the silk test. 

This is just an example of problems of such category and at times you may wonder if the higher versions such as the silk test v 6.0 or silk test v 6.5 are suitable for automating your application or not? Or does the silk test comes with some extensions or add – ons as an alternate for overcoming such situations. 

The version 6.0 of the silk test is known to have some bugs in it, however, the Segue software has known to resolve these known issues. Actually, advancing form a lower version to a higher version of the silk test must not pose a problem. 

Though this is a general statement that we made on the basis of observation of several instances, it is not necessary that it should turn out to be true in all the cases. You may face some problems with the scripts that will work on an earlier but not on higher versions such as 6.0 and above because the object recognition patterns in both of them are not the same and vary from version to version. 

There are certain situations where the two paths of the script might be used for performing the same action but based up on the version. 

The silk test version 6.0 and silk test version 6.5 are somewhat similar and though no problems are experienced in advancing from version 6.0 to version 6.5 of the silk test. 

The various client forms of silk test are available such as those stated below:

1. Silk test classic: This client of the silk test makes use of the domain specific language called “4test” for scripting of the test automation scripts. This language just like the C++ language is an object oriented language. Just like C++ it also makes use of the Object Oriented concepts such as following:

a)   Inheritance

b)   Classes and

c)   objects

2. Silk 4J: This client of the silk test enables one to follow test automation by using java as the scripting language in eclipse.
3. Silk 4 net: This client of the silk test also enables one to follow test automation by using VBScript or sometimes using C# as the scripting language in the visual studio.
4. Silk test work bench: This client of the silk test enables the testers to carry out the automation testing using VB.net as the scripting language as well as on a visual level.

Below stated is the list of the silk test versions that have been released till now:

1. Borland silk test 13- june 2012
2. Micro focus silk test 2011 – November 2011
3. Micro focus silk test 2010 R2 WS 2 – may 2011
4. Micro focus silk test 2010 R2 – December 2010
5. Micro focus silk test 2010 – july 2010
6. Silk test 2009 – august 12, 2009
7. Silk test 2008 SP1 – jusly 2008
8. Silk test 2008 – april 2008
9. Silk test 2006 R2 service pack 2 – September 2007
10. Silk test 2006 R 2 service pack 1 – june 2007
11. Silk test 2006 R2 – January 2007
12. Silk test 2006 – September 2006
13. Silk test 8.0 – may 2006
14. Silk test 7.6 – September 2005
15. Silk test 7.5 – june 2005
16. Silk test 7.1 – October 2004
17. Silk test 6.5 – November 2003
18. Silk test 6.0 – November 2002
19. Silk test 5.0.1 – September 1999
20. QA partner 4.0 – November 1996

Describe some Caching Issues?

We all are familiar with what a cache is? 

"A cache can be defined as a memory component that is held for storing the data transparently in order to speed up the future serving of the data requests."

The data stored in a cache might be the data that has been required earlier for some operations. 

There are two events related to cache as mentioned below:

1. Cache hit: When the requested data is available in cache and

2. Cache miss: When the requested data is not available in cache and has to be looked up in to the RAM.

- The speed of processing is directly proportional to the number of requests that can be served via the cache. 

- Cache memories are quite costly and hence to make it cost efficient and keep the data usage as efficient as possible, smaller caches are used. 

- But since the time of its advent, cache has proven itself in the field of computing. 

"Caching can be thought of as a technique that is aimed at increasing the computing performance by keeping in itself the frequently accessed data."

There are basically three kinds of caching as we have stated below:

1. Caching output caching: In this type of caching the dynamic output that had been generated up on a request.

2. Fragment caching: In this type of caching the portion of the page that is generated by the request is cached since in many situations it is not practical to cache the whole page at once.

3. Data caching: In this type of caching the objects are cached pro grammatically.

What are different caching issues?

In this article we have taken in to discussion some very prominent caching issues. Most of the people experience problem in server caching of certain files. 

There are four major caching issues have been recognized which have been mentioned below:

1. Designing of a custom cache.

2. Securing of a custom cache.

3. Monitoring of a custom cache and lastly.

4. Synchronization of the caches in a server farm.

Besides these four major caching issues, there are many other minor caching issues.

- Some times it happens that the package delivery fails or an object or element appears like it has been corrupted and seems like such a failure has not got anything to do with the connection! 

- In such cases you can go on with a cache clear up. 

- If the situation is worse, you may also require clearing up the proxy cache!

- Web sites and browsers are looked up as a means of optimizing the resources which is done by them so well that they end up breaking down your dynamic web site content. 

- Your web site is not updated as you thought it will be done. 

Let us see an example, suppose you own a music web site which you frequently update with new music. Your clients come to your site every day so what happens is that the cache forces the web site to list the cached version of the play list and so the clients would never be able to listen to new and the latest music.

Such situation though enhances your internet experience, can also cause many other problems! Some times the cache will stash up an old page of the web site instead of showing up the latest one. You should make it a point to empty your browser’s cache from time to time. There are many internet service providers that cache pages to speed up the internet access like AOL. All the web pages that you visit are stashed up in the cache. 

What are different scrum controls?

It happens in some of the cases that the whole scrum process comes on the verge of the collapsing! In such cases it is required that the management controls stay in order, undisturbed and firm all the times. 

There are many scrum controls; however the risk assessment continues to be the most valuable one with its impacts as well.

What are different Scrum Controls?

The below mentioned are the effective scrum controls:

1. Issues: 

Issues can be thought of as the obstacles that do not pose any major risk, defect or bug but cannot be considered to be a positive aspect for the software project.

2. Risk assessment: 

This is the most influential scrum control also as it influences the other scrum controls quite much. The success of the project depends largely up on this scrum control as well its impacts.

3. Packets: 

These are product elements pending for the modification in order to facilitate the implementation of the product backlog items in to the working software that is to be released at the end of the sprint.

4. Backlog: 

This backlog consists of all the details of the bugs, defects and the requests of the customers that could not be implemented in the current release and have to be incorporated in to the next release. In addition to all these, the backlogs also consist of the technology and functionality upgrades.

5. Solutions: 

These are the scrum controls occurring between the risks, problems and changes.

6. Release and Enhancement: 

After the risk assessment, this is the second most valuable scrum control for the entire development cycle. This scrum control at any point of time represents a viable release based up on the requirement variables.

How does these scrum controls help?

- Most of the above mentioned scrum controls are employed for the management of the product backlogs and the sprint backlogs. 

- These scrum controls are used for the following purposes:

1. Managing issues
2. Obtaining better solutions

- Even these controls are reviewed from time to time and modified or reconciled if and whenever required during the sprint planning meetings. 

- These scrum controls help control chaos that occurs during the development process. 

- All the above mentioned scrum controls play a great role in the following stages of the scrum:

1. Defined processes
2. Project cost
3. Final product
4. Responsiveness to the environment
5. Completion date
6. Knowledge transfer
7. Team flexibility creativity
8. Probability of success

Scrum, we can say is an enhanced version of the iterative and incremental object oriented development cycle. 

The software releases in a scrum are planned according to the below mentioned variables:

1. Time pressure: Time frame required to make most of the competitive advantage.
2. Quality
3. Resource: It includes staff availability and funds.
4. Vision (system vision)
5. Competition: What is required to gain the competitive edge?
6. Customer requirements: How the current system can be enhanced?

All the above mentioned can be modified according to the development plan during the project. But any processes carried out further should take these changed variables in to account. A system that requires a complicate and complex development process require appropriate control and maximum and efficient control.

Phase 4 of Unified Process Life cycle - Transition

Unified process is one of the best development processes we have of the iterative and incremental form. The whole unified process is completed in four phases which have been mentioned below:

1. Inception phase
2. Elaboration phase
3. Construction phase and lastly
4. Transition phase

This whole article is all about the last phase i.e., the transition phase. In this whole article we are going to discuss about the last phase. 

What is a Transition Phase?

- The final phase of the unified process i.e., the transition phase involves the deployment of the system for targeting the customers.

- The feedback that is collected on the account of the previous releases helps in further refining or improving the software system or application. 

- It can also be decided over the further functionality that have to be added to the software system or application under development to make it much better. 

- Transition phase like all of the preceding three phases is composed of several timed iterations that are time boxed. 

- Apart from just targeting the users, the transition phase also involves user training and the system conversions. 

- The transition phase has been named so because it is in this phase that the transition of the whole system from development to production takes place and software is made available to the users. 

- Along with the end users in some cases the maintainers might also be treated. 

- This phase also witnesses the beta testing of the software system or application so that it is validated against the expectations of the end users. 

- A certain quality level is set in the phase i.e., in the inception phase which is tested in against by the quality of the software system or application in the transition phase. 

- The point at which all the objectives are met is called the “product release milestone”. 

- At this point the product is declared finished and the development is also declared to be complete. 

- The unified process is quite a robust software process that is meant for addressing the development as well as the production needs of the users and the customers. 

- We need a software development process that serves the scope of our real world quite well and provides us with a balanced perspective of the alternative programming methodologies available from all around the field. 

- In this transition phase, if there are any legacy systems that you are going to replace, then your whole software system or application is operated in parallel with those legacy systems. 

- This leads to the conversion of the legacy data bases and the systems in to an improved one that supports your new software system or application. 

Goals of transition Phase

The transition phase has got three main goals as mentioned below:

1.Evolving the final product baseline or the production base line of the software system or the application.

2.Training the materials for the software system or application.

3.Creation of the documentation which is inclusive of all the user manuals, operations documentation and the support documentation.

Issues faced during Transition Phase

- This phase is concluded with the product release milestone. 

- Achieving this milestone is not so easy since you have to satisfy all the expectations of the end users and also justify the actual expenditures against the planned expenditure. 

- Issues such as finishing the features that were postponed usually arise after the product has been transited to the end users or customers. 

- The production baseline ought to be mature enough to be deployed in the end user domain. 

- The operational data bases are also converted and the final product is released for marketing, distribution and sales team.