Executive Reporting & Oracle Programme Dashboards

Surface what matters — before it becomes a crisis. How to design an Oracle programme dashboard that shows real risk, read a RAG status report critically, and communicate programme status credibly to a board. 3 hrs · 1 session · Foundation. Overview Most Oracle programme status reports tell senior stakeholders what they want to hear, not what they need to know. The dashboard is green when it should be amber. The milestone is "on track" because the SI defines tracking to within two weeks of a date that was itself revised. The board hears "the programme is progressing well" for six months, and then is told that go-live is delayed by three months and costs have increased by 40%. This session teaches two things: how to produce a status report that senior stakeholders can actually trust, and how to read a status report critically when you are on the receiving end. The metrics that predict Oracle programme success, the visualisation principles that make risk visible rather than hidden, and the format that a board can absorb in five minutes. Learning outcomes • Design an Oracle programme dashboard that surfaces real risk rather than manufacturing confidence • Select the 5–7 metrics that actually predict Oracle programme success • Read a RAG status report critically — understanding what is being hidden and why • Produce a board-level Oracle programme update that is honest, concise and actionable • Distinguish between progress (activity) and delivery (outcome) in programme reporting • Set reporting cadences and formats proportionate to the programme's stage and risk level Prerequisites • No Oracle technical knowledge required • Experience in programme or project management, or executive leadership, is assumed • Programme Governance or Managing Your SI course is a useful complement Modules 1. Dashboard design, metric selection & board-level communication (3 hours) The difference between progress reporting and outcome reporting — and why confusing them is the structural cause of most reporting failures. The five metrics that actually predict Oracle programme success (as opposed to the ten metrics that programmes typically report because they are easy to calculate): milestone completion rate with no-slip definition, defect trend in system integration testing, data migration reconciliation rate across mock migration cycles, user readiness score from training completion and assessment, and budget variance with an honest earned value calculation. How to build a one-page executive dashboard: the layout principles, the colour coding rules, the commentary discipline. Reading a RAG status critically — what amber consistently hides, what the footnotes reveal, what "on track" means when an SI uses it versus what it means when it appears on an independent assessment. How to write a board Oracle programme update that is honest, concise, useful, and short enough to be read: the structure, the word limit, the three things a board needs to know. Cadence and format decisions: how often to report, to whom, in what level of detail, and how those decisions change as the programme moves from build through testing to go-live. Topics: Progress vs outcome reporting; Key predictive metrics; Milestone completion definition; Defect trend analysis; Data migration reconciliation; User readiness measurement; Dashboard design principles; RAG interpretation; Board report format; Reporting cadence Delivery A focused 3-hour session suited to a mixed programme management and executive audience. Most effective when the programme team and their executive stakeholders attend together — the shared vocabulary for what good reporting looks like is the key output. Certification Certificate of completion Price USD 550 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-019-EXECUTIVE_REPORTING

• Programme directors and PMO leads who produce status reports and dashboards • Executive sponsors who receive Oracle programme status and need to interpret it accurately • Steer committee members who want to ask better questions about what the dashboard shows • Board members with Oracle programme oversight responsibility • IT directors responsible for communicating Oracle programme status to the business • Anyone who has presented an Oracle programme status report to a board and found it unconvincing