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: - 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.
- 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?
- 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 StatementA 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 ObjectivesA 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 SummaryA 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 periodUsing 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 | | | | | |
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