project performance reporting

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Project Performance Reporting 1 Gary Mainwaring

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Page 1: Project Performance Reporting

Project Performance Reporting

1

Gary Mainwaring

Page 2: Project Performance Reporting

Project Performance Reporting - v1 - 01Mar16 2

Agenda

• Process

• Dependencies

• Reporting – Examples

• Lessons to Share

Page 3: Project Performance Reporting

Project Performance Reporting - v1 - 01Mar16 3

PMC Process Map

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Proposal Execution

Project Start (KPIs)

Project Closedown

Baseline

Planning Planning Monitoring & Control

Project Performance Reporting

PMC Timeline

Page 5: Project Performance Reporting

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PPR & GoPM

Organisation

Corporate

Governance

Project

Management

GoPM

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Basic Elements of PPR

• Baseline against which to measure progress

• Method(s) to measure progress

• Forecast of future performance

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Content of PPR

• Based on project constraints (cost, time,

performance, risk, resources) and other factors such

as customer performance

• Standard report format / template essential

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Cadence

• Important to ensure cadence is maintained for reporting

periods (e.g. monthly)

• Need owner to ensure cadence is maintained

• Reports should be based on common baselines (e.g.

cost, schedule) to ensure coherent picture is presented

• Be aware of currency of data / changes to baselines as

progress is reported through the reporting hierarchy

• Focus should be on adding value / generating

information, not ‘processing data’

• Dependent on key stakeholders (e.g. PMs, Functions) to

provide source data – requires extensive stakeholder /

relationship management

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Reporting Hierarchy

LEVEL

1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

L O W

MED

HIGH

Portfolio Status Reporting

Customers: Executive Mgmnt & Sponsors

Programme Status Reporting

Customers: Programme Mgr, Key Senior

Stakeholders

Project Status Reporting

Customers: Project Mgr, Project Team, Key

Stakeholders

Functional Intermediate Reporting

Customers: Functional Mgrs, Project

Team Leads

Working Level Reporting

Customers: Supervisors, Team

Members

LEVEL OF DETAIL

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Toolsets

• Reduce level of ‘manual data manipulation’ by

automating report generation

• Generate ‘glue ware’ (using e.g. Visual Basic, Excel

Macros) to integrate disparate toolsets

• Use shared data repositories to reduce duplication

of ‘data pots’ around the business – single

database with ability to generate ‘views’ of

relevant information

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Project Overview

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Changes to Baseline

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Project Roadmap

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-30 / 30 / 60

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Milestones

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Risks

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Issues / Actions

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Spend

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EV

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EV

No concerns regarding meeting

forecast ‘Go Live’ date

Looking at opportunities to

recover potential cost increase

(due to rework as a result of loss

of development environments)

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Resources

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Summary Status

• Amber or Green Project?

• Subjective or Objective status?

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Lessons to Share

Presenting:

• Communication primarily one way – be sure of

information presented

• Keep it simple

• No surprises

• Chair the meeting – avoid going down rabbit holes

• Be careful about use of traffic light status (objective

/ subjective status)

• Recycle slides (appending as necessary) as you go

up the reporting chain

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Lessons to Share

Performance:

• Don’t dwell in the past, focus on forecasting future

performance and risks / issues that would prevent

project success

• Analyse trend information to help forecast future

performance

• Integrated toolsets helps realise efficiencies and

data integrity when generating reporting artefacts

• Don’t just generate information, spend quality time

analysing the information

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Lessons to Share

Governance:

• Maintain the cadence of the monthly (e.g.) reporting cycle

• Use reporting templates

• Don’t tolerate deviations from standard templates unless approved

• Need governance to maintain standards

Personal Development:

• Ensure those involved in generating information fo reporting understand who reviews it and how they use it to make decisions

Page 26: Project Performance Reporting

Questions?

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