Project Status Reporting
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== Summary == | == Summary == | ||
| − | '''Project Status Reporting''' is applied within project management to control and monitor progress of project deliverables. Project reporting involves the process of collecting day-to-day project information and distributing necessary updates to relevant stakeholders.<ref name="PMBOK"> Project Management Institute (2017) ''A guide to the Project Management Body of Knowledge (PMBOK guide)''. 6th ed. Newton Square, PA: Project Management Institute.</ref><ref name="PRINCE2"> AXELOS, 2017. Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [18 February 2021].</ref> Performance measurements such as; time, cost, quality, accomplishments and risks, are being compared to the project plan and previous period, all along the project life cycle.<ref name="cdcp" /> This provides an understanding of whether or not, the project deliverables are being met within determined tolerances, which is of great importance in terms of managing uncertainties. Continuous monitoring and reporting are regarded as main activities to highlight deviations in accordance to the project plan. <ref name="PRINCE2" /> It enhances the possibilities to quicker discover deviating trends and responsiveness in terms of corrective actions.<ref>Project Management Institute, Inc. (PMI). (2019). ''Standard for Risk Management in Portfolios, Programs, and Projects''. Project Management Institute, Inc. (PMI). Retrieved from | + | '''Project Status Reporting''' is applied within project management to control and monitor progress of project deliverables. Project reporting involves the process of collecting day-to-day project information and distributing necessary updates to relevant stakeholders.<ref name="PMBOK"> Project Management Institute (2017) ''A guide to the Project Management Body of Knowledge (PMBOK guide)''. 6th ed. Newton Square, PA: Project Management Institute.</ref><ref name="PRINCE2"> AXELOS, 2017. Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [18 February 2021].</ref> Performance measurements such as; time, cost, quality, accomplishments and risks, are being compared to the project plan and previous period, all along the project life cycle.<ref name="cdcp" /> This provides an understanding of whether or not, the project deliverables are being met within determined tolerances, which is of great importance in terms of managing uncertainties.<ref name="PMIRisk">Project Management Institute, Inc. (PMI). (2019). Standard for Risk Management in Portfolios, Programs, and Projects. Project Management Institute, Inc. (PMI). Retrieved from |
| + | https://app.knovel.com/hotlink/toc/id:kpSRMPPP01/standard-risk-management/standard-risk-management </ref> Continuous monitoring and reporting are regarded as main activities to highlight deviations in accordance to the project plan. <ref name="PRINCE2" /> It enhances the possibilities to quicker discover deviating trends and responsiveness in terms of corrective actions.<ref>Project Management Institute, Inc. (PMI). (2019). ''Standard for Risk Management in Portfolios, Programs, and Projects''. Project Management Institute, Inc. (PMI). Retrieved from | ||
https://app.knovel.com/hotlink/toc/id:kpSRMPPP01/standard-risk-management/standard-risk-management</ref> The composition, format and frequency of the status reports are determined by the communication management approach, where communication format and frequency is defined in the initiation stage of the project.<ref name="PRINCE2" /> During the course of a project, the project manager is spending the majority of the time on communicating with its project team and relevant stakeholders.<ref name="PMBOK" /> Thus, effective communication is a key factor to maintain, in order to conduct and deliver successful project management.<ref name="cdcp" /><ref name="Swanson2014"> Swanson, S. A. (2014). ''Anatomy of an effective status report''. PM Network, 28(6), 52–61.</ref> On one hand, Project Status Reporting has an important function in terms of bridging the knowledge within the project network. On the other hand, it provides essential project updates a foundation to support managerial decision-making.<ref name="Swanson2014" /><ref name="PRINCE2" /> Overall, this makes Project Status Reporting a powerful tool to support progress controlling, with a specific link to project management. However, if a project is a part of a portfolio or program, the level of progress control and reporting can be escalated into larger context. Here it is important to consider how to align the risk system within the project, portfolio and program hierarchy. Although, status reports have to be produced on a project level and escalated upwards, in order to identify project specific deviations and accomplishments.<ref name="PRINCE2" /> | https://app.knovel.com/hotlink/toc/id:kpSRMPPP01/standard-risk-management/standard-risk-management</ref> The composition, format and frequency of the status reports are determined by the communication management approach, where communication format and frequency is defined in the initiation stage of the project.<ref name="PRINCE2" /> During the course of a project, the project manager is spending the majority of the time on communicating with its project team and relevant stakeholders.<ref name="PMBOK" /> Thus, effective communication is a key factor to maintain, in order to conduct and deliver successful project management.<ref name="cdcp" /><ref name="Swanson2014"> Swanson, S. A. (2014). ''Anatomy of an effective status report''. PM Network, 28(6), 52–61.</ref> On one hand, Project Status Reporting has an important function in terms of bridging the knowledge within the project network. On the other hand, it provides essential project updates a foundation to support managerial decision-making.<ref name="Swanson2014" /><ref name="PRINCE2" /> Overall, this makes Project Status Reporting a powerful tool to support progress controlling, with a specific link to project management. However, if a project is a part of a portfolio or program, the level of progress control and reporting can be escalated into larger context. Here it is important to consider how to align the risk system within the project, portfolio and program hierarchy. Although, status reports have to be produced on a project level and escalated upwards, in order to identify project specific deviations and accomplishments.<ref name="PRINCE2" /> | ||
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* Elaborate more here | * Elaborate more here | ||
| − | When it comes to generic characteristics of the Project Status Reports, there are some reoccurring elements which are included in the format. The reported content is conducted in the same format repeatedly along the project lifecycle. Thus, the input to the status reports includes information on updates and progress that has been made since the last report was conducted. Firstly, it consist of a general description of the project itself as well as document information. The main parts consist of a status summary and a review of key areas and milestones of the project. Additionally, it is provided a summary of project risk, issues as well as presentation of performance metrics. The output of the status report depends on whether or not the project status of activities and metrics are kept within project tolerances. If targets are being met, continue according to project plan. Else, corrective actions are to be taken based on risk evaluation. Moreover, in ''Section 3- Application'' it is being elaborated on how the conduct a Project Status Report, based on activities related to the reporting format and elements. | + | When it comes to generic characteristics of the Project Status Reports, there are some reoccurring elements which are included in the format. The reported content is conducted in the same format repeatedly along the project lifecycle. Thus, the input to the status reports includes information on updates and progress that has been made since the last report was conducted.<ref name="cdcp" /> Firstly, it consist of a general description of the project itself as well as document information. The main parts consist of a status summary and a review of key areas and milestones of the project. Additionally, it is provided a summary of project risk, issues as well as presentation of performance metrics.<ref name="PRINCE2" /> The output of the status report depends on whether or not the project status of activities and metrics are kept within project tolerances. If targets are being met, continue according to project plan. Else, corrective actions are to be taken based on risk evaluation.<ref name="cdcp" /> Moreover, in ''Section 3- Application'' it is being elaborated on how the conduct a Project Status Report, based on activities related to the reporting format and elements. |
=== Purpose === | === Purpose === | ||
| − | The concept of conducting consistent Project Status Reports is deeply embedded within several areas of project management. However, the main objectives are related to the steps of continuous progress controlling, risk reduction and communication management within a project. If the project status is not monitored on a regular basis, there is a risk of losing control of the course and target of the progress | + | The concept of conducting consistent Project Status Reports is deeply embedded within several areas of project management. However, the main objectives are related to the steps of continuous progress controlling, risk reduction and communication management within a project. If the project status is not monitored on a regular basis, there is a risk of losing control of the course and target of the progress.<ref name="PRINCE2" /> Nonetheless, the main purposes of conducting efficient project status reporting corresponds to the following areas: |
| − | * '''Communication''': It aims to improve the communication flow across the project network, by distributing necessary status updates to relevant stakeholders. Establishing an effective communication management approach is essential for project success, in terms steering the project in the right direction in accordance to the project plan and objectives. | + | * '''Communication''': It aims to improve the communication flow across the project network, by distributing necessary status updates to relevant stakeholders. Establishing an effective communication management approach is essential for project success, in terms steering the project in the right direction in accordance to the project plan and objectives.<ref name="Swanson2014"> |
| − | * '''Decision-making''': The reports have the purpose of supporting and facilitating project-related decision-making, by contributing with metrics and status on project progress. This enables the opportunity for stakeholders to constantly monitor that activates are within project tolerances, and else decide on corrective actions. | + | * '''Decision-making''': The reports have the purpose of supporting and facilitating project-related decision-making, by contributing with metrics and status on project progress. This enables the opportunity for stakeholders to constantly monitor that activates are within project tolerances, and else decide on corrective actions.<ref name="PRINCE2" /> |
* '''Risk transparency''': Another main purpose involves identifying and capturing new risks within the project boundaries or identify changes within already discovered ones. These are being escalating through the status reports by sharing them with the stakeholders. This enhances the risk culture within the project organisation by enabling higher risk transparency, as well as increasing awareness about project uncertainties. | * '''Risk transparency''': Another main purpose involves identifying and capturing new risks within the project boundaries or identify changes within already discovered ones. These are being escalating through the status reports by sharing them with the stakeholders. This enhances the risk culture within the project organisation by enabling higher risk transparency, as well as increasing awareness about project uncertainties. | ||
=== Different types of Project Status Reports === | === Different types of Project Status Reports === | ||
| − | A Project Status Report can appear differently in terms of format and reporting frequency, based on determined communication management approach of a specific project. In addition, there are different types of status reports which can be conducted on different levels within the project hierarchy, in order to collect information on process specific progress. For instance, the PRINCE standard is addressing four different types of Project Status Reports, which can all be used for progress reporting within the same project. | + | A Project Status Report can appear differently in terms of format and reporting frequency, based on determined communication management approach of a specific project. In addition, there are different types of status reports which can be conducted on different levels within the project hierarchy, in order to collect information on process specific progress. For instance, the PRINCE standard (AXELOS 2017) is addressing four different types of Project Status Reports, which can all be used for progress reporting within the same project.<ref name="PRINCE2" /> |
* '''Checkpoint reports''': Checkpoint reports are reporting the current status of individual work packages and are produced on a project team-level. The formality and presentation of these reports can vary, with either being presented verbally or through a project log. The collected information can consist of task completion, potential time and budget deviations and KPIs. The reports are provided to the project manager, who is transferring the collected data and updating the project stage plan accordingly. | * '''Checkpoint reports''': Checkpoint reports are reporting the current status of individual work packages and are produced on a project team-level. The formality and presentation of these reports can vary, with either being presented verbally or through a project log. The collected information can consist of task completion, potential time and budget deviations and KPIs. The reports are provided to the project manager, who is transferring the collected data and updating the project stage plan accordingly. | ||
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=== Process of conducting a Project Status Report === | === Process of conducting a Project Status Report === | ||
=== 1) Pre-phase === | === 1) Pre-phase === | ||
| − | Before being able to collect project progress data and conduct the status report itself, project-specific reporting guidelines needs to be defined. This is a part of the initial phase of the project where the reporting process and delivery method is to be defined in the communication management approach as well as the project risk management strategy. In order to ensure an efficient communication flow and progress control, the need for different reporting metrics among the stakeholders should to be identified (as a part of the Stakeholder analysis). Furthermore, decisions have to be made regarding reporting frequency and formatting in order to create a clear process in terms of reporting routines. In addition, roles and responsibilities needs to be assigned within the project team in regard to who is responsible to; collect respectively information, processing data, assuring reporting quality as well as distribution of reports to relevant stakeholders. Moreover, the distribution strategy needs to be determined, that is, delivery method and presentation tools that should be used. | + | Before being able to collect project progress data and conduct the status report itself, project-specific reporting guidelines needs to be defined. This is a part of the initial phase of the project where the reporting process and delivery method is to be defined in the communication management approach as well as the project risk management strategy. In order to ensure an efficient communication flow and progress control, the need for different reporting metrics among the stakeholders should to be identified (as a part of the Stakeholder analysis).<ref name="cdcp" /> Furthermore, decisions have to be made regarding reporting frequency and formatting in order to create a clear process in terms of reporting routines. In addition, roles and responsibilities needs to be assigned within the project team in regard to who is responsible to; collect respectively information, processing data, assuring reporting quality as well as distribution of reports to relevant stakeholders. Moreover, the distribution strategy needs to be determined, that is, delivery method and presentation tools that should be used.<ref name="PRINCE2" /> |
=== 2) Elements of the report === | === 2) Elements of the report === | ||
| − | A generic template for a Project Status Report consist of the following elements: | + | A generic template for a Project Status Report consist of the following elements:<ref name="cdcp" /> |
*'''General project information''' | *'''General project information''' | ||
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=== 3) Distribution === | === 3) Distribution === | ||
| − | * Distribute as defined according to the communication management approach. It is of high importance that the correct information is reaching all the targeted stakeholders. | + | * Distribute as defined according to the communication management approach. It is of high importance that the correct information is reaching all the targeted stakeholders.<ref name="PRINCE2" /> |
=== 4) Outputs and deliverables === | === 4) Outputs and deliverables === | ||
| − | The output is utilizes 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 | + | The output is utilizes 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 action are needed to be taken to mitigate the identified risks. 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" /> |
=== 5) Evaluation === | === 5) 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. | + | 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" /> |
=== Best practices === | === Best practices === | ||
Best practices: | Best practices: | ||
| − | In this section eight 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 and reports from Swanson (2014) and Centers for Disease Control and Prevention (2006). They all are providing guidelines on how to best utilize the reporting tool within a project context and contributing with different aspects on similar success factors. | + | In this section eight 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="cdcp" /> They all are providing guidelines on how to best utilize the reporting tool within a project context and contributing with different aspects on similar success factors. |
* '''Communication'''- The reporting process needs to be incorporated and clearly defined in the initial stages of the communication management approach on how it is being communication within the project network. This involves frequency and format of the project status report as well as responsibility on who is conducting them. | * '''Communication'''- The reporting process needs to be incorporated and clearly defined in the initial stages of the communication management approach on how it is being communication within the project network. This involves frequency and format of the project status report as well as responsibility on who is conducting them. | ||
Revision as of 00:04, 22 February 2021
Project Status Reporting (also known as Progress reporting) involves the process of iteratively reporting the current status and progress of a project to relevant stakeholders. The reporting is conducted by the members of a project team by addressing whether or not the determined targets are being achieved.[1][2]
Contents |
Summary
Project Status Reporting is applied within project management to control and monitor progress of project deliverables. Project reporting involves the process of collecting day-to-day project information and distributing necessary updates to relevant stakeholders.[3][4] Performance measurements such as; time, cost, quality, accomplishments and risks, are being compared to the project plan and previous period, all along the project life cycle.[2] This provides an understanding of whether or not, the project deliverables are being met within determined tolerances, which is of great importance in terms of managing uncertainties.[5] Continuous monitoring and reporting are regarded as main activities to highlight deviations in accordance to the project plan. [4] It enhances the possibilities to quicker discover deviating trends and responsiveness in terms of corrective actions.[6] The composition, format and frequency of the status reports are determined by the communication management approach, where communication format and frequency is defined in the initiation stage of the project.[4] During the course of a project, the project manager is spending the majority of the time on communicating with its project team and relevant stakeholders.[3] Thus, effective communication is a key factor to maintain, in order to conduct and deliver successful project management.[2][7] On one hand, Project Status Reporting has an important function in terms of bridging the knowledge within the project network. On the other hand, it provides essential project updates a foundation to support managerial decision-making.[7][4] Overall, this makes Project Status Reporting a powerful tool to support progress controlling, with a specific link to project management. However, if a project is a part of a portfolio or program, the level of progress control and reporting can be escalated into larger context. Here it is important to consider how to align the risk system within the project, portfolio and program hierarchy. Although, status reports have to be produced on a project level and escalated upwards, in order to identify project specific deviations and accomplishments.[4]
More specifically, it consist of a formal report which is updated consistently along the project lifecycle. The frequency and specifications can vary, based on factors such as; project timeline, project size, complexity.[2] Regularly, reports are being presented on a weekly basis, but daily and monthly spans are not uncommon. The report is conducted by a member of a project team, either the project manager or any other team member. The finalised reports are being provided to relevant stakeholder as a support for decision-making.[1][7]
Big idea
Concept of a Project Status Report
Project Status Reporting consist of a formal report which is updated consistently along the project lifecycle. The content of the reports involves critical aspects of the project, such as scope, scheduling, resources, cost and issues.[2] The report is conducted by a member of a project team, either the project manager or another assigned team member. The frequency and framework specifications can vary, based on factors such as; project timeline, project size, complexity.[4] However, reports are regularly being presented on a weekly basis and is an essential pillar of project communication.[7] [2] The reports are usually distributed through a roll-up process where reporting starts from the level of the team members and is being escalated to the project manager, and upwards in the project hierarchy. The reports are thereby being provided to all relevant stakeholders and decision-makers within the project network. This could for instance include the steering committee, executive sponsors, customers, risk owners as well as all project staff members.[4]
Characteristics of a Project Status Report
In literature there are various approaches presented on how project status and progress can be reported. However, there are some main principles, elements and characteristics of which the report should contain. When it comes to the quality of the reports, there are four general reporting principles which should be followed in order to assure high transparency and reliability of the communicated information. The four reporting principles are, namely: materiality, timeliness, consistency and accuracy.
- Elaborate more here
When it comes to generic characteristics of the Project Status Reports, there are some reoccurring elements which are included in the format. The reported content is conducted in the same format repeatedly along the project lifecycle. Thus, the input to the status reports includes information on updates and progress that has been made since the last report was conducted.[2] Firstly, it consist of a general description of the project itself as well as document information. The main parts consist of a status summary and a review of key areas and milestones of the project. Additionally, it is provided a summary of project risk, issues as well as presentation of performance metrics.[4] The output of the status report depends on whether or not the project status of activities and metrics are kept within project tolerances. If targets are being met, continue according to project plan. Else, corrective actions are to be taken based on risk evaluation.[2] Moreover, in Section 3- Application it is being elaborated on how the conduct a Project Status Report, based on activities related to the reporting format and elements.
Purpose
The concept of conducting consistent Project Status Reports is deeply embedded within several areas of project management. However, the main objectives are related to the steps of continuous progress controlling, risk reduction and communication management within a project. If the project status is not monitored on a regular basis, there is a risk of losing control of the course and target of the progress.[4] Nonetheless, the main purposes of conducting efficient project status reporting corresponds to the following areas:
- Communication: It aims to improve the communication flow across the project network, by distributing necessary status updates to relevant stakeholders. Establishing an effective communication management approach is essential for project success, in terms steering the project in the right direction in accordance to the project plan and objectives.Cite error: Closing </ref> missing for <ref> tag
Cite error:
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