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Project Reporting & Control Guide

The document discusses different types of reports and control processes for project management. It describes three types of reports: routine reports issued regularly to provide status updates, exception reports for unexpected situations and decisions that need documentation, and special analysis reports to disseminate results of special studies. It also outlines three control processes: cybernetic control which focuses on outputs and corrects patterns if milestones are not met, go/no-go control which tests if preconditions are met to determine whether risk response plans need implementing, and post-performance control which evaluates the project after completion to record lessons learned.

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49 views3 pages

Project Reporting & Control Guide

The document discusses different types of reports and control processes for project management. It describes three types of reports: routine reports issued regularly to provide status updates, exception reports for unexpected situations and decisions that need documentation, and special analysis reports to disseminate results of special studies. It also outlines three control processes: cybernetic control which focuses on outputs and corrects patterns if milestones are not met, go/no-go control which tests if preconditions are met to determine whether risk response plans need implementing, and post-performance control which evaluates the project after completion to record lessons learned.

Uploaded by

Lovely Joy Poblete
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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INFORMATION NEEDS AND REPORTING

- Everyone concerned with the project should be appropriately tied into the project

reporting system (Back et al., 2001). The monitoring system ought to be constructed so

that it addresses every level of management, but reports need not be of the same depth

or at the same frequency for each level.

- Lower-level personnel have a need for detailed information about individual tasks and

the factors affecting such tasks. Report frequency is usually high.

- For the senior management levels, overview reports describe progress in more

aggregated terms with less individual task detail unless senior management has a

special interest in a specific activity or task. Reports are issued less often.

TYPES OF REPORT

For the purposes of project management, we can consider three distinct types of reports:

ROUTINE REPORT - The routine reports are those issued on a regular basis; but regular does not

necessarily refer to the calendar. For senior management, the reports will usually be periodic, but for

the PM and lower-level project personnel, milestones may be used to trigger routine reports.
EXCEPTION REPORTS- are useful in two cases. First, they are directly oriented to project management

decision making and should be distributed to the team members who will have prime responsibility for

decisions or who have a clear “need to know.” Second, they may be issued when a decision is made on

an exception basis and it is desirable to inform other managers as well as to document the decision.

- primarily intended for special decisions or unexpected situations where affected team member
and outside managers need to be made aware of change, and the change itself needs to be
documented.

SPECIAL ANALYSIS REPORTS - are used to disseminate the results of special studies conducted as part of

the project or as a response to special problems that arise during the project. Usually they cover matters

that may be of interest to other PMs, or make use of analytic methods that might be helpful on other

projects.

THREE TYPES OF CONTROL PROCESSES

CYBERNETIC CONTROL – This is the most common kind of control mechanism. A project has inputs and

outputs. The outputs can be in the form of milestones that have to be met. Cybernetic controls focus on

the outputs. If these milestones or outputs do not measure up to the set standards, then the situation is

investigated to see if there is a sufficient cause to change patterns of activity.

GO/ NO-GO CONTROL - Another technique for maintaining project control is the go/no-go method.

Go/no-go controls take the form of testing to see if some specific precondition has been met. This

technique can be used when facing a risk condition where a risk response has been prepared. If the risk
condition is not present the control decision will be to “go,” or continue as planned without

implementing the risk response. On the other hand, if the risk condition is present then a “no-go”

control decision must be made. This simply means that the original plan is replaced with the risk

response plan.

POST – PERFORMANCE CONTROL - Post-performance controls are applied after the completion of the

project or the task, The focus here is not on altering what has already happened but in making sure that

good and bad practices are recorded for being of help in future projects.

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