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10.5 Report Performance The process of collecting and distributing performance information, including status reports, progress measurements and forecasts.

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Presentation on theme: "10.5 Report Performance The process of collecting and distributing performance information, including status reports, progress measurements and forecasts."— Presentation transcript:

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

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