Project Status Reporting - Revision history

S202046: /* Best practices */

2021-02-27T16:14:59Z

Best practices

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	=== Best practices ===		=== Best practices ===
	In this section five best practices are presented on factors to consider in order to conduct an effective and successful ~~project status report~~. The content has been compiled based on best practices from a report from the PRINCE2 standard (AXELOS 2017) and articles from Swanson (2014) and Centers for Disease Control and Prevention (2006).<ref name="PRINCE2" /><ref name="Swanson2014" /><ref name="cdcp" /> They all are providing guidelines on how to best utilise the reporting tool within a project context and contributing with different aspects on similar success factors.		In this section five best practices are presented on factors to consider in order to conduct an effective and successful Project Status Report. The content has been compiled based on best practices from a report from the PRINCE2 standard (AXELOS 2017) and articles from Swanson (2014) and Centers for Disease Control and Prevention (2006).<ref name="PRINCE2" /><ref name="Swanson2014" /><ref name="cdcp" /> They all are providing guidelines on how to best utilise the reporting tool within a project context and contributing with different aspects on similar success factors.

	* '''Simplify'''- When writing the status reports It is important to quickly get to the point and keep the information on a high level. One should aim to only point out the parameters which actually will contribute to higher project performance. All stakeholders should be able to easily extract the exact information which is relevant for their decision making, without being provided in-depth discussions about all specific work packages.		* '''Simplify'''- When writing the status reports It is important to quickly get to the point and keep the information on a high level. One should aim to only point out the parameters which actually will contribute to higher project performance. All stakeholders should be able to easily extract the exact information which is relevant for their decision making, without being provided in-depth discussions about all specific work packages.

S202046: /* 2) Collection of progress data */

2021-02-27T16:14:06Z

2) Collection of progress data

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	==== 2) Collection of progress data ====		==== 2) Collection of progress data ====
	A method for data collection needs to be established in order to successfully provide objective information to write the ~~project status reports~~. The data collection can be done manually by team members through a progress log within a SharePoint or through utilisation of a project management software.<ref name="Pian2011">Piantanida, M., Cheli, E., & Lorenzi, M. (2011). Are you overwhelmed preparing too many reports? A smart approach to project reporting. Paper presented at PMI® Global Congress 2011—EMEA, Dublin, Leinster, Ireland. Newtown Square, PA: Project Management Institute. </ref> The key participants in conducting the data collection need to undergo training to understand the routine and ensure high quality of the data. One way to analyse the status of the specific work packages and activities involve using a ''Task list'', as displayed in ''Figure 1''. The reported information is providing updates on; task status (completed/in progress/risk/not started), percentage of task completion, estimated time to task completion as well as additional comments and explanations. This is a method to keep the collection method as standardised and possible, to later be able to extract relevant information for the status reports.<ref name="Lock2007" />		A method for data collection needs to be established in order to successfully provide objective information to write the Project Status Reports. The data collection can be done manually by team members through a progress log within a SharePoint or through utilisation of a project management software.<ref name="Pian2011">Piantanida, M., Cheli, E., & Lorenzi, M. (2011). Are you overwhelmed preparing too many reports? A smart approach to project reporting. Paper presented at PMI® Global Congress 2011—EMEA, Dublin, Leinster, Ireland. Newtown Square, PA: Project Management Institute. </ref> The key participants in conducting the data collection need to undergo training to understand the routine and ensure high quality of the data. One way to analyse the status of the specific work packages and activities involve using a ''Task list'', as displayed in ''Figure 1''. The reported information is providing updates on; task status (completed/in progress/risk/not started), percentage of task completion, estimated time to task completion as well as additional comments and explanations. This is a method to keep the collection method as standardised and possible, to later be able to extract relevant information for the status reports.<ref name="Lock2007" />

	==== 3) Elements of the report ====		==== 3) Elements of the report ====

S202046: /* Application */

2021-02-27T16:13:37Z

Application

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	== Application ==		== Application ==
	In terms of the application context of a ~~project status report~~, it is important to tailor the format, reporting frequency and requirements to the determined project communication and risk management approach.<ref name="PRINCE2" /> When applied in the right context and frequency, the reports are providing an essential documented history of progress along the project timeline. This is useful in terms of looking back at specific events in the project as well as for evaluation and identification of success factors and issues to regard for future projects.<ref name="cdcp" />		In terms of the application context of a Project Status Report, it is important to tailor the format, reporting frequency and requirements to the determined project communication and risk management approach.<ref name="PRINCE2" /> When applied in the right context and frequency, the reports are providing an essential documented history of progress along the project timeline. This is useful in terms of looking back at specific events in the project as well as for evaluation and identification of success factors and issues to regard for future projects.<ref name="cdcp" />

	=== Process of conducting a Project Status Report ===		=== Process of conducting a Project Status Report ===

S202046: /* Different types of Project Status Reports */

2021-02-27T16:12:49Z

Different types of Project Status Reports

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	* '''End project report''': ''The End project report'' is merely conducted in the end stage of a project, and not repeatedly throughout the project lifecycle. It is produced by the project manager and presented to the project board as a foundation for evaluation and closure of the project. The report finalises handover project ownership and provides a detailed update on task completion as well as potential learnings to future projects.		* '''End project report''': ''The End project report'' is merely conducted in the end stage of a project, and not repeatedly throughout the project lifecycle. It is produced by the project manager and presented to the project board as a foundation for evaluation and closure of the project. The report finalises handover project ownership and provides a detailed update on task completion as well as potential learnings to future projects.

	The output of the ~~project status reports~~ are emphasising if the current progress is corresponding to the project stage plan. However, if any new or increased risks and issues have been highlighted, then additional corrective action need to be taken to mitigate the risk. The process of taking corrective actions is not included in the scope of ~~project status reports~~, but are instead escalated through an ''Issue report'', ''Exception report'' or a ''Lesson report''. <ref name="PRINCE2" />		The output of the Project Status Reports are emphasising if the current progress is corresponding to the project stage plan. However, if any new or increased risks and issues have been highlighted, then additional corrective action need to be taken to mitigate the risk. The process of taking corrective actions is not included in the scope of Project Status Reports, but are instead escalated through an ''Issue report'', ''Exception report'' or a ''Lesson report''. <ref name="PRINCE2" />

	== Application ==		== Application ==

S202046: /* Limitations */

2021-02-27T16:11:16Z

Limitations

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	=== Challenges in conducting a successful Project Status Report ===		=== Challenges in conducting a successful Project Status Report ===
	There are some main limitations to the Project Status Reports in “how” and what context the tool should be used. These limitations are important to be aware of in order to maximize utilisation of the tool. In terms of the risk aspect, the status reports are not considered as a sufficient tool in handling and ~~mitigating~~ project risks. The scope of the tool merely lies in collecting information and monitoring progress of a project. Thus, issues are being identified, but does not provide a plan on how to actually take corrective actions.<ref name="PRINCE2" /> Here, the status reports need to be complemented with other project management tools, such as issue reports or a contingency ~~plan~~. One of the main purposes with status reporting lies in improving the communication flow amongst the stakeholders. Although, one ~~fallback~~ of the status reports ~~is that they~~ risk substituting the regular day-to-day communication.<ref name="MIT2014"> Keil, M., Smith, H.J., Iacovou, C.L. & Thompson, R.L. 2014, "The Pitfalls of Project Status Reporting", MIT Sloan Management Review, vol. 55, no. 3, pp. 57-64.</ref> The reports are limited to providing essential data to relevant stakeholders, but only at a certain delivery frequency. It is important to consider that some information is more urgent, and cannot wait to be escalated when the status reports are presented.<ref name="Swanson2014" /> Moreover, the quality of the status report is only as good as the quality of the information extracted from the data collection. Hence, misreporting is considered as a main limitation of project status reporting, where it is of high importance to set up clear method of how to conduct the data collection, to mitigate the risk.<ref name="MIT2014" />		There are some main limitations to the Project Status Reports in “how” and what context the tool should be used. These limitations are important to be aware of in order to maximize utilisation of the tool. In terms of the risk aspect, the status reports are not considered as a sufficient tool in handling and mitigation of project risks. The scope of the tool merely lies in collecting information and monitoring progress of a project. Thus, issues are being identified, but does not provide a plan on how to actually take corrective actions.<ref name="PRINCE2" /> Here, the status reports need to be complemented with other project management tools, such as issue reports or contingency plans. One of the main purposes with status reporting lies in improving the communication flow amongst the stakeholders. Although, one drawback of the status reports lies in the risk of substituting the regular day-to-day communication.<ref name="MIT2014"> Keil, M., Smith, H.J., Iacovou, C.L. & Thompson, R.L. 2014, "The Pitfalls of Project Status Reporting", MIT Sloan Management Review, vol. 55, no. 3, pp. 57-64.</ref> The reports are limited to providing essential data to relevant stakeholders, but only at a certain delivery frequency. It is important to consider that some information is more urgent, and cannot wait to be escalated when the status reports are presented.<ref name="Swanson2014" /> Moreover, the quality of the status report is only as good as the quality of the information extracted from the data collection. Hence, misreporting is considered as a main limitation of project status reporting, where it is of high importance to set up clear method of how to conduct the data collection, to mitigate the risk.<ref name="MIT2014" />

	=== Relation to project management standards and literature ===		=== Relation to project management standards and literature ===
	The ~~project status reports~~ (or ''progress reports'') are ~~addresses~~ in several standards as a main tool to support project progress control and improve communication and risk management.<ref name="PRINCE2" /><ref name="PMIRisk" /><ref name="PMBOK" /> This article is providing an in-depth summary of the topic of a Project ~~status report~~, with the aim to cover all areas from overall concept, application and limitations. On one hand this article relates to several standards within project management to contextualise its contribution and usefulness. On the other hand, it is supported by the views of various articles and books as main references, to fill the gaps in regard to elaborating on an actual application process and drawbacks of the tool. Thus, the full process of conducting the status reports is extended out of the scope of the standards to achieve a bigger picture.		The Project Status Reports (or ''progress reports'') are addressed in several standards as a main tool to support project progress control and improve communication and risk management.<ref name="PRINCE2" /><ref name="PMIRisk" /><ref name="PMBOK" /> This article is providing an in-depth summary of the topic of a Project Status Report, with the aim to cover all areas from overall concept, application and limitations. On one hand this article relates to several standards within project management to contextualise its contribution and usefulness. On the other hand, it is supported by the views of various articles and books as main references, to fill the gaps in regard to elaborating on the actual application process and drawbacks of the tool. Thus, the full process of conducting the status reports is extended out of the scope of the standards to achieve a bigger picture.

	== Annotated Bibliography ==		== Annotated Bibliography ==

S202046: /* Best practices */

2021-02-27T16:06:33Z

Best practices

← Older revision		Revision as of 16:06, 27 February 2021
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	=== Best practices ===		=== Best practices ===
	In this section five best practices are presented on factors to consider in order to conduct an effective and successful project status report. The content has been compiled based on best practices from a report from the PRINCE2 standard (AXELOS 2017) and ~~reports~~ from Swanson (2014) and Centers for Disease Control and Prevention (2006).<ref name="PRINCE2" /><ref name="Swanson2014" /><ref name="cdcp" /> They all are providing guidelines on how to best utilise the reporting tool within a project context and contributing with different aspects on similar success factors.		In this section five best practices are presented on factors to consider in order to conduct an effective and successful project status report. The content has been compiled based on best practices from a report from the PRINCE2 standard (AXELOS 2017) and articles from Swanson (2014) and Centers for Disease Control and Prevention (2006).<ref name="PRINCE2" /><ref name="Swanson2014" /><ref name="cdcp" /> They all are providing guidelines on how to best utilise the reporting tool within a project context and contributing with different aspects on similar success factors.

	* '''Simplify'''- When writing the status reports It is important to quickly get to the point and keep the information on a high level. One should aim to only point out the parameters which actually will contribute to higher project performance. All stakeholders should be able to easily extract the exact information which is relevant for their decision making, without being provided in-depth discussions about all specific work packages.		* '''Simplify'''- When writing the status reports It is important to quickly get to the point and keep the information on a high level. One should aim to only point out the parameters which actually will contribute to higher project performance. All stakeholders should be able to easily extract the exact information which is relevant for their decision making, without being provided in-depth discussions about all specific work packages.

	* '''Verification'''- The information in the status reports is essential for decision-makers within the project, to ~~know~~ what actions to proceed with and ~~what task~~ to authorise. Therefore, it is important to verify with the stakeholders what project information, KPIs and elements they want the report to consist of to make well-founded decisions. Additionally, content and delivery method can be tailored based on different needs and communication preferences of the stakeholders, in order to achieve maximal effect.		* '''Verification'''- The information in the status reports is essential for decision-makers within the project when it comes to knowing what actions to proceed with and which tasks to authorise. Therefore, it is important to verify with the stakeholders what project information, KPIs and elements they want the report to consist of to make well-founded decisions. Additionally, content and delivery method can be tailored based on different needs and communication preferences of the stakeholders, in order to achieve maximal effect.

	* '''Consistency'''- The ~~writing~~ format and distribution of the status reports must be kept consistent in order to achieve an effective communication of the reporting content. A standardised routine for processing of data, reporting structure and delivery method should be clearly established. That is, to achieve an objective view of the collected information and an efficient, uniform delivery to stakeholders.		* '''Consistency'''- The reporting format and distribution of the status reports must be kept consistent in order to achieve an effective communication of the reporting content. A standardised routine for processing of data, reporting structure and delivery method should be clearly established. That is, to achieve an objective view of the collected information and an efficient, uniform delivery to stakeholders.

	* '''Establish metrics'''- In order to monitor project status, metrics on how to actually measure progress needs to be defined. These KPIs are determined in the planning phase and updated throughout the course of the project as essential indicators on project health.		* '''Establish metrics'''- In order to monitor project status, metrics on how to actually measure progress needs to be defined. These KPIs are determined in the planning phase and updated throughout the course of the project as essential indicators on project health.

	* '''Apply tools'''- There are various project management tools which could be applied in order to facilitate the process of conducting efficient status reports. This is beneficial in terms of analysing and displaying larger data sets, by systematically ~~providing~~ project metrics to increase productivity. There are numerous reporting softwares which could be applied as well as visualisation tools such as Gantt charts, Kanban boards, Dashboards and wall charts.		* '''Apply tools'''- There are various project management tools which could be applied in order to facilitate the process of conducting efficient status reports. This is beneficial in terms of analysing and displaying larger data sets, by systematically analysing project metrics data to increase productivity. There are numerous reporting softwares which could be applied as well as visualisation tools such as Gantt charts, Kanban boards, Dashboards and wall charts.

	== Limitations ==		== Limitations ==

S202046: /* 6) Evaluation */

2021-02-27T16:01:39Z

6) Evaluation

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	==== 6) Evaluation ====		==== 6) Evaluation ====
	The last step involves evaluation of what needs to be done in order to move the project forward to the next period. In the end of a project a ''Lessons report'' can be conducted based on highlights from the project status documented history. Thereby, important learnings can be made on what worked well and not.<ref name="PRINCE2" />		The last step involves evaluation of what needs to be done in order to move the project forward to the next period. In the end of a project a ''Lessons report'' can be conducted based on highlights from the project status documented history. Thereby, important learnings can be made on what worked well and not, which can be useful in future projects.<ref name="PRINCE2" />

	=== Best practices ===		=== Best practices ===

S202046: /* 6) Evaluation */

2021-02-27T16:00:29Z

6) Evaluation

← Older revision		Revision as of 16:00, 27 February 2021
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	==== 6) Evaluation ====		==== 6) Evaluation ====
	~~What~~ needs to be done to move the project forward to the next period. In the end of a project a ''Lessons report'' can be conducted based on highlights from the project status documented history. Thereby, important learnings can be made on what worked well and not.<ref name="PRINCE2" />		The last step involves evaluation of what needs to be done in order to move the project forward to the next period. In the end of a project a ''Lessons report'' can be conducted based on highlights from the project status documented history. Thereby, important learnings can be made on what worked well and not.<ref name="PRINCE2" />

	=== Best practices ===		=== Best practices ===

S202046: /* 5) Outputs and deliverables */

2021-02-27T15:59:23Z

5) Outputs and deliverables

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	==== 5) Outputs and deliverables ====		==== 5) Outputs and deliverables ====
	The output is utilised by stakeholders as a foundation of decision-making and forecasting the future stages of the project. If work packages for the reported period are not kept within project tolerances, corrective actions are needed to be taken to mitigate the identified risks.<ref name="PMIRisk" /> In order to process risk, the identified issues and trend deviations are being escalated into ''Expectation reports''. In addition, ''Issue reports'' are being conducted, where an impact analysis is made and recommendations on how to proceed.<ref name="PRINCE2" />		The output of the Project Status Report is utilised by stakeholders as a foundation of decision-making and forecasting the future stages of the project. If work packages for the reported period are not kept within project tolerances, corrective actions are needed to be taken to mitigate the identified risks.<ref name="PMIRisk" /> In order to process risk, the identified issues and trend deviations are being escalated into ''Expectation reports''. In addition, ''Issue reports'' are being conducted, where an impact analysis is made and recommendations on how to proceed.<ref name="PRINCE2" />

	==== 6) Evaluation ====		==== 6) Evaluation ====

S202046: /* 4) Distribution */

2021-02-27T15:58:17Z

4) Distribution

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	==== 4) Distribution ====		==== 4) Distribution ====
	The status reports are being provided to relevant stakeholders within the project according to the distribution method decided on in the communication management approach. It is of high importance that the correct information is clearly accessible for all the targeted stakeholders, in order to make well-founded decisions.<ref name="Swanson2014" /> The distribution and delivery methods are based on preferences from the different stakeholders as well as if the recipient is an internal or external ~~partner~~ of the organisation. In some cases ~~distribute~~ through ~~mail~~ could be the most efficient one, while others prefer a shared document through the intranet or a visual Kanban board~~, which~~ needs to be decided on in the initial communication strategy approach of the project.<ref name="PRINCE2" />		The status reports are being provided to relevant stakeholders within the project according to the distribution method decided on in the communication management approach. It is of high importance that the correct information is clearly accessible for all the targeted stakeholders, in order to make well-founded decisions.<ref name="Swanson2014" /> The distribution and delivery methods are based on preferences from the different stakeholders as well as if the recipient is an internal or external stakeholder of the organisation. In some cases distribution through email could be the most efficient one, while others prefer a shared document through the intranet or a visual Kanban board. This needs to be decided on in the initial communication strategy approach of the project.<ref name="PRINCE2" />

	==== 5) Outputs and deliverables ====		==== 5) Outputs and deliverables ====