1. 10.5 Report Performance
The process of collecting and distributing performance information, including status reports, progress measurements and forecasts
Involves the periodic collection and analysis of actual data versus baseline data for Time, Cost, Scope and Quality
Performance reports provide different levels of information for different audiences
Undertaken during Monitoring and Control
Initiation
Planning
Execution
Close
Monitor
Control
Adapted from PMBOK 4th Edition

2. 10.5 Report Performance The inputs into Report Performance are –
Project Management Plan
Work Performance Information and Measurements
Deliverable status
Planned versus actual schedule performance
Planned versus actual cost performance
Planned versus actual technical performance
Budget Forecasts
Organisational Process Assets
Project Reporting policies and procedures
Report templates
Defined variance and tolerance limits
Initiation
Planning
Execution
Close
Monitor
Control
Adapted from PMBOK 4th Edition

3. 10.5 Report Performance
Tools and techniques to Report Performance include -
Variance
Analysis
Forecasting
Methods
Communication
Methods
Reporting
Systems
Status
Reports
Steering
Committee
Meetings
Adapted from PMBOK 4th Edition

4. 10.5 Report Performance Variance Analysis –
After the fact look at what caused a difference between the baseline and actual performance
Common steps are -
Verify the quality of the information
Determine the variances, comparing actual information with the project baseline
Determine impact and resolution options
Adapted from PMBOK 4th Edition

5. 10.5 Report Performance Forecasting Methods -
The process of predicting future project performance based on the actual performance to date
Time Series Methods – use historical data to predict future outcomes
Causal or Econometric Methods – underlying factors that might influence the deliverable are used to predict future performance
Judgemental Methods – incorporate intuitive judgements, opinions and probability
Adapted from PMBOK 4th Edition

6. 10.5 Report Performance Reporting Systems – Status Reports -
Standard tool for the Project Manager to capture, store and distribute information to stakeholders about budget, timelines and performance
Enables data and report consolidation and distribution - different levels of information can be distributed to different audiences according to different timeframes
Status Reports -
Manual production of status reports by the Project Manager normally using some form of standard template
Differing levels of information and timeframes depending on the audience
Can be a very intensive process, proceeded by status meetings and capturing of performance data
Adapted from PMBOK 4th Edition

7. 10.5 Report Performance Steering Committee Meetings –
Steering Committees are commonly part of the project governance structure and require particular reporting and status updates
Senior stakeholders may not have time to read and interpret detailed status reports and often convene monthly meeting where the status is presented along with risks, issues and change requests for assistance and decision making purposes
Often requires the preparation of a high level status report, status update presentation, action items and decision logs
Adapted from PMBOK 4th Edition

8. 10.5 Report Performance Outputs of this process include –
Performance Reports or Status Reports
Status and progress information
Steering Committee Presentations and Updates
Standard agenda
Status Report and Presentation
Actions Items
Decision Log
Meeting Minutes
Organisational Process Assets
Reporting formats
Lessons learned
Causes and resolution of issues
Change Requests
Recommended corrective and preventative actions required to bring project back on track
Adapted from PMBOK 4th Edition

9. Steering Committee Meetings
Regular meetings with the Project Sponsor, major client and key senior stakeholders
Hybrid between a presentation and a report
Decision Log
Standard
Agenda
PowerPoint
Presentation
Action Items
Minutes
Status Report

10. Steering Committee Agenda
Flexible depending on type of project and style of organisation, typically includes –
Key Messages
Project Status – Time & Costs
Summary Performance Metrics
Scope Management and Change Control
Risks and Issues
Decisions Required
Optional appendices with more detail –
Project Structure
Detailed Performance Metrics
Detail to support decisions
Change Control Impact Assessments

11. Steering Committee Outputs
Minutes
Attendees
Summary of discussion
Action Items
Action item progress from last meeting
New action items assigned at meeting
Decision Log
All key decisions made at all meetings
New decisions made at this meeting

12. Effective Reports Basic good practice includes – Use ‘Plain English’
Include a Glossary
Table of Contents, Purpose, Summary, Content, Conclusion, Appendices
Right justify text
Use standard styles for consistency
Vary content elements to engage reader e.g. text, dot points, tables
Use Appendices for supporting detail

13. Effective Reports
There are many different types of reports used throughout the project lifecycle and in the general business environment including-
Performance Reports – Status Reports
Project Deliverables e.g. Project Charter, Project Management Plan, Requirements, Proposals
Project Finalisation Reports – Post Implementation Review
Regular vs One off Reports
Update Log and Version Control
Distribution List

14. Project Reporting
Project reporting is an essential aspect of project management
Key to stakeholder expectation management and tailored to their requirements and expectations
Preparing a Project Status report is more than the time taken to type up the report, it also involves monitoring and controlling the project, risk review, financial review etc
This should be negotiated at the start of project and included in the Project Communication Plan

15. Project Status Reports
Performance against plans needs to be assessed and reported at regular intervals to suit the project and stakeholders
Frequency and detail included depend on project characteristics such as –
Project Size – Timeframe and Budget
Established organisational project governance processes
Risk Level
Specific Audience
Reporting Cycles – weekly vs monthly

16. Project Status Reports
Always include the following standard content and then variations based on stakeholder expectations –
Project Name, Project Manager and reporting period
Progress against plan for deliverables and timeframes
Project budget tracking
Explanation of variances
Major Risks, major issues and change requests
Summary status indicators such as traffic lights etc

17. Project Performance Metrics
Vary depending on the project management environment of the organisation and the preferences of the Project Manager and Stakeholders
Most projects aspire to some form of Earned Value Analysis – refer to Australian Standard - Project Performance Earned Value AS

18. Document Management and Control
It is possible that all documents issues during a project could be subject subpoena to be used as evidence in litigation
Document Management and Control is critical –
Project documents must be easily found and retrieved
Specific versions of documents as particular dates must be identifiable
It must be clear that everyone is working from the correct version of the document

19. Document Management Process
Requires formal standards and process flow
All project staff need to adhere to standards for –
Document storage and archival
Document format
Details of author, reviewers and authorisers
Document identification and naming
Document revisions and version control
Document distribution processes
Document security