Project Manager Status Report Essay

Provide a quick executive overview of the attitude of the be after in this section It is intended for high level management so it should not get to a fault much into the details of the project. However, it should highlight some(prenominal)thing specific, which should be brought to their attention. The Scope/Schedule/Cost/Quality table supra is a quick way to present a color coded dashboard for the status report. Typically a variance of +/- 5% bequeath warrant a jaundiced cautionary color and +/- 10% will warrant a red warning color. For a project which admits tighter control +/- 2% and +/- 5% are used for these thresholds whereas, other projects with less strict control may use 10% and 20% variances. The percent complete here should be the percent completion of the entire project. For any constraint which is yellow or red this section should contain brief explanation the reason why.ExampleThe project scroll is 7% behind schedule due to inclement stand which has affected the installation of the fiber optics throughout the campus. This should not affect the project completion date as crews are planning to make up the time by operative weekends and extended hours next month.The project risks is red due to the inclement weather and servers which were delivered last month werent configured with the correct ironware specifications. The impact of the inclement weather on the schedule will be mitigated by having crews make up the time by working weekends and extended hours next month. Currently we are working with the server vendor to resolve the server hardware configuration problem. The configuration delivered will not handle the work load of going live in ii months however, it is sufficient for development and testing activities scheduled prior to going live. Once you have completed understanding this section you can just highlight the directions and example and place your specific information for your squads weekly report.Work Planed for Last MonthFor this section you can copy the Worked plan for close Week section from last weeks status report and other(prenominal)e it into this section.Work end Last WeekIn this section you should provide a highlight of work performed and milestones and/or deliverables met during the past week.Work Planned For Next WeekProvide an overview of the work being performed during the next week and any milestones or deliverables you expect to meet. exculpated IssuesThis section should contain a list of open issues along with their status.Open RisksThis section should contain a list of all open risks (risks which have occurred, or are on the verge of occurring).Deliverables and milepostsThis section is a quick table, which shows the status of the project milestones and deliverables.The first column is for the name of the Milestone or Deliverable as its in the project plan. The next column is the Work crack-up Structure (west by south) number, this makes it easier to find the milestone/deliverable i n the project plan (You will get to WBS numbers when you create your Work Breakdown Structure form, so for now you can just give this blank). Planned is the planned date according to the approved project plan, the forecasted is the date you expect and essential is the actual date the milestone was met or deliverable was delivered. The status is a simple one or two word status such as completed, on schedule, behind schedule, accepted, etc.MilestoneWBSPlannedForecastedActualStatusDeliverableWBSPlannedForecastedActualStatusOpen Change Requests subprogram this section to excision all changes to the project and report the status of those changes. Tracking of changes starts with the request for the change,tracks the approval status and ends when the change is added to the project, the project plan and schedule update and it has become a part of the project. (You can create your own change request numbers)EXAMPLEChange Request NameChange Request amountRequest DateCurrent StatusAdd xyz FunctionalityCR550433/14/20xxIn Review by Change Control BoardAdd Redundant ServersCR550122/17/20xxApproved and Being Added to the rove PlanKey Performance Indicators (KPIs)Many managers turn right to this section as it provide a clear view of the status of the project according the earned value metrics. In your project you need to decide which metrics to monitor, but be sure not to hold too many as you may end up providing the same information but in different forms. We like to track SV, SPI, CV and CPI in the layout below. Next to the schedule and cost headings you should state whether the project is ahead of or behind schedule and over or under budget. Notice we left out the word on it is highly unlikely that you. If you like you can also include a paragraph at the set out of this section presenting the earned value results in verbose.IF a budget is involved you will need to include information in this sectionSchedule Project is Ahead of/Behind ScheduleSchedule divergence (SV)$xxxxSchedule Performance Index (SPI)x.xxCost Project is Over/Under BudgetCost sectionalisation (CV)$xxxCost Performance Index (CPI)x.xx