Reporting project performance

We can distinguish the following components of project performance appraisal:

• identification of the performance areas and of of the the indicators; this is usually done while deciding the methodology during the project detailed planning phase;

• performance measurement,  (i.e. project monitoring),

• reporting project performance,

• project performance management (or Manage CSSQ).

Project monitoring and reporting project performance are tasks pertaining to the project execution and control phase of project management.
 

Reporting the project performance is to review the project progress against expected milestones, timelines and costs.

The purpose of reporting is to share the information required to manage issues and Manage CSSQ (Cost, Scope, Schedule, and Quality).

It is functional to the objective of delivering the project outputs with the expected quality and within the time and cost constrains defined in the project plan document. (see also the project triangle).

Reporting project performance is a component of project information distribution and is a specific responsibility of the project manager. 

The deliverable of project appraisal is the Project Status (or progress) report (see project execution templates).

Guideline: how to report project performance

Attention: do not confuse project monitoring with project evaluation. 

Project evaluation is not a part of project execution but is a different phase of the programme cycle.  Project evaluation is not done by the project manager but by the project sponsor (e.g. the Programme Manager, etc.) or by someone supporting her/him. It requires Project Status reports as a fundamental inputs. Its outputs are projects evaluation reports  and  program lessons learned.

Attention: do not confuse project performance with employee performance!

When monitoring and reporting the project performance you are comparing:

• what the team  implementing a project plan has achieved (in terms of reaching the expected milestones and deliver the expected project outputs within the decided schedule and budget definitions) and

• the expected achievements as stated in the project plan document.

When monitoring and reporting the employee performance  you are comparing

• what the individual employee has achieved and

• what the individual was supposed to achieve (on the basis of the agreed employee performance objectives.