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If an established PMIS, the information would then be readily available. That said, there are facets of a project that require report out, whether due to audience or accessibility. Ideally, the project manager would be both accountable and responsible for the report. If the project was large enough to have a project analyst assigned, the PM could delegate the task. From an audit perspective, they should have access to the report out, but typically would have their own report, for example, a quarterly audit report.
well, it depends. can be both
It must be created and published by the PM due to the PM is accountable for project communications. Beyond that, each organization could have its own project management process defined. But if you ask me, as program manager or project manager, I never delegate this type of things in other people. Communication is a must.
We are now leveraging the power of SAP for project reporting. Project reports can literally be done at the touch of button, because now more and more project data is being entered into our SAP/ERP system. This is allowing for greater transparency, and quicker access to senior management of project data at any given time. The PM of course still provides project progress reports, but again much of those reports are auto-generated with the same data.
Interesting your question
Thanks for sharing
It depends a lot, in my opinion:
- Company size
- From the climate of trust that exists
- Project management processes implemented in the organization
I think there should be clearly defined processes that establish product and process auditing as a good practice.
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