Chapter 13 - Reporting progress

Question 1

Who are the likely recipients of project reports?

Answer 1

The likely recipients of project reports include:

The project manager’s superior (e.g., systems development manager, IT manager/director, business manager, or board member in a systems company)
The customer or project sponsor (the person commissioning and paying for the project)
Users (who may be different from the sponsor and could be a large and diverse group)
The quality assurance department (interested in arranging quality audits).

Question 2

What are the reporting requirements for users?

Answer 2

Users are interested in system delivery timelines, training, and implementation preparation.

Question 3

What information does the sponsor need in project reports?

Answer 3

The sponsor is interested in delivery timelines, cost summaries, and the overall project cost.

Question 4

What reporting requirements does the IT manager have?

Answer 4

The IT manager is interested in resource allocation and availability for other work.

Question 5

What information does the business manager (in a systems company) require?

Answer 5

The business manager needs information on current and forecast profitability and invoice scheduling.

Question 6

What are the quality assurance department’s reporting requirements?

Answer 6

The quality assurance department needs information to arrange quality audits.

Question 7

Why might a project manager need to prepare different reports for each stakeholder group?

Answer 7

Different stakeholders have varied interests and information needs, so the project manager may need to tailor reports to address each group’s specific requirements.

Question 8

How can the organizational climate or contractual arrangements affect the reporting task?

Answer 8

An open organizational climate or clear contractual arrangements can simplify the task of preparing different reports for various stakeholder groups.

Question 9

What is the risk of reporting too frequently?

Answer 9

Reporting too frequently can hinder other project management tasks.

Question 10

What is the risk of reporting too infrequently?

Answer 10

Reporting too infrequently can miss opportunities for raising important issues and making decisions.

Question 11

When are major reporting cycles typically established?

Answer 11

Major reporting cycles are often set at project initiation or mandated by contract.

Question 12

What is a common cycle for internal reporting and why?

Answer 12

A common cycle for internal reporting is monthly, usually aligned with accounting periods.

Question 13

When should reports be timed during a project?

Answer 13

Reports should be timed at the end of project phases or stages, at project milestones, and mid-stage for long stages like requirements specification.

Question 14

What should be established regarding written reports at the start of a project?

Answer 14

Report preparation should be included in project plans, and the format and structure of reports should be agreed upon and documented.

Question 15

What does “reporting by exception” entail?

Answer 15

Reporting by exception involves highlighting issues rather than listing all activities, focusing on areas needing management attention while balancing to avoid a negative impression.

Question 16

What are the advantages of written reports in project management?

Answer 16

Written reports are easily circulated and digested, often supplemented by progress meetings for more detailed discussions.

Question 17

What are the key components of reports for customers or sponsors?

Answer 17

Reports for customers or sponsors should include identifiers, narrative reviews, milestones, problems encountered, end-date predictions, change requests, costs, and an updated project plan with main phases.

Question 18

How should reports to users be structured?

Answer 18

Reports to users should include identifiers, narrative reviews, milestones, and a revised schedule of user activities. They should emphasize benefits while also addressing difficulties.

Question 19

What information is essential in reports for IT or business management?

Answer 19

Reports for IT or business management should cover identifiers, narrative reviews, milestones, problems, end-date predictions, change requests, costs, customer interface issues, and opportunities for additional work. They should be frank and open, with recommended solutions.

Question 20

What should be emphasized in reports for quality assurance?

Answer 20

Reports for quality assurance should focus on identifiers, narrative reviews focused on quality control, milestones, quality problems, solutions, and end-date predictions. It’s important to enlist QA help for reviewing and suggesting quality control methods.

Question 21

How are reports to the project team typically handled?

Answer 21

Reports to the project team are typically less formal, with verbal reports preferred. They should focus on achievements, positive aspects, long-term benefits, mention problems with solutions, and appropriately praise individuals.

Question 22

What occurs during the project initiation meeting in PRINCE2?

Answer 22

During the project initiation meeting, plans are presented, objectives and scope are agreed upon, and approval is given for the first stage of the project.

Question 23

What is the purpose of the end-stage assessment in PRINCE2?

Answer 23

The end-stage assessment involves the project manager preparing a report, which is then reviewed by the project assurance team focusing on user, technical, and quality aspects. Plans for the next stage are also reviewed and approved.

Question 24

When is the mid-stage assessment in PRINCE2 typically triggered?

Answer 24

The mid-stage assessment is triggered by exceptions, urgent change requests, or overlapping stages. It provides a progress review and boosts confidence in project execution.

Question 25

What is a highlight report in PRINCE2?

Answer 25

A highlight report is the main ongoing report prepared by the project manager. It covers project status, budget, schedule, completed products, and problems. Its frequency is typically monthly, set at project initiation.

Question 26

What is the purpose of checkpoint meetings in PRINCE2?

Answer 26

Checkpoint meetings in PRINCE2 serve as frequent internal control points, usually held weekly or fortnightly. They are attended by team leaders, members, and optionally the stage manager and assurance team. These meetings review progress, activities, quality reviews, and upcoming work.

Question 27

What occurs during the project closure meeting in PRINCE2?

Answer 27

The project closure meeting marks the formal conclusion of the project. It is attended by the project board, assurance team, project manager, and final stage manager. The objectives include ensuring an orderly close, confirming work completion, closing exceptions, ensuring documentation completeness, confirming acceptance letters, and reviewing lessons learned. A summary report is submitted to the executive committee.