Project managers often have early indications that a project is performing poorly and potentially headed for failure. In such cases, reporting these warnings could prompt executives to provide essential support to mitigate and even prevent problems. However, project managers are frequently reluctant to share such information with executives. This research-in-progress aims to develop a model establishing antecedents that drive accurate status reporting between project managers and executives as well as identifying moderating variables impacting such reporting. The theory of planned behavior and information systems (IS) whistleblowing theory provide the theoretical lenses facilitating the identification of probable antecedents to such reporting intentions. A theoretical model including propositions has been developed.