Project Management Guide

 lindsay sherwin logo

          OverviewScoping a ProjectOn Project ManagementGuidance Helpnotes

Overview
bullet Our Approach
bullet Our Stages
bullet Project Organisation
bullet Project Control
bullet Project Reporting
Project Report Matrix
Project Brief
Project Scoping Report
Progress Report
Post Project Review
bullet Key Company Procedures
bullet Programme Management

    Print Button     

© Copyright 2007
Lindsay Sherwin

Click here to access the Lindsay Sherwin Homepage and further toolkits.

Project Progress Report

The Project Progress Report is produced by the Project Manager in agreement with the Project Sponsor. It should establish:

  • What progress has been made, what work is left remaining, and what the issues are.

Some key points are:

  1. In practice, project reporting arrangements will need to be established to suit the individual project, and also the individual project manager and sponsor. It is best if the Project Manager proposes the reporting arrangements in the Project Scoping Report.
     
  2. Any reporting should focus on the key progress and issues:
    • What has been done?
    • What activities are delayed or in advance?
    • How is the expenditure going against budget?
    • How does the completion date look?
    • Any other issues?
       
  3. It is best practice if project reporting can be built around natural breakpoints in the project such as end-of-stages or major milestones.

A typical format is given below.

Project Progress Report

1. Title of project

2. Report Details

  
Project Title Date of Report
Author Period Covered

3. Mission Statement

A brief (5 to 10 line) overall definition and description of the project and its aims including some reference to likely timescales, budget and resources, and what the project will aim to deliver.

4. Key Objectives

A listing of the main stakeholders of the project with a statement for each of what the project will aim to deliver to them.

5. Project Leader Summary

A succinct bullet-point summary of the key events within the reporting period
 

6. Task start dates within period

Activity Planned Start Date Actual Start Date Variance (days)
       
       
       
       

Use the project plan as a reference for the tasks that were due to start during the reporting period
Variance is the difference in working days between the planned start date and actual start date

7. Task completion dates within period

Activity Planned Completion Date Actual Completion Date Variance (days)
       
       
       
       

Use the project plan as a reference for the tasks that were due to complete during the reporting period
Variance is the difference in working days between the planned completion date and actual completion date

 

8. Budget analysis within period

Budget this period (£) Actual this period (£) Variance this period (£) Variance to date (£)
       
       
       
       

Using the project plan, identify the project budget (ie external costs) for this reporting period
Include actual and committed expenditure
 

9. Tasks which are planned to start in the next period

Task Planned Start Date
   
   
   
   

Using the project plan, identify and list the tasks that are due to start in the next period
 

10. Tasks which are due to complete in the next period
Task Planned Completion Date
   
   
   
   

Using the project plan, identify and list the tasks that are due to be completed in the next period

11. High Likelihood/High Impact Risks
Risk Title & Description Date Identified Likelihood (H/M/L) Impact (H/M/L) Counter-measures
         
         
         
         

Revision History
Version number  Date issued Author Summary of Changes