Generally no. I would consider it one part of a larger stakeholder communication plan. Like any plan, it takes some work up front to set a baseline.
A PMO developing a reporting tool which can develop a series of reports could be a project in itself. In general though, I would look at it like this: Are you going to ask your department head for a discrete charter with an approved budget to go off and develop your project reports? If not, it's just part of the cost of executing a project. Saving Changes...
From a strict PMBOK lexicon perspective, it might meet the definition (i.e. temporary, unique endeavor) but for most organizations, their objective criteria for what constitutes a project would be impact, outcome or effort based, and unless this reporting is a monumental undertaking, it would likely fall under the scope of a project as Keith has suggested.
Kiron Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Thomas,
as far as I understand your question, creating the reports can be seen as a (sub) project, but producing them regularly would be operations.
If you have a PMO, initially it is all about creating new stuff (standards, templates, reporting, curricula), once it has been created, running the stuff becomes operations and hence PMOs are often seen as administration promoting bureaucracy.
If you want to see the creative activities as projects or subprojects or mere function developments, depends on several factors like are there different sponsors, or teams, or target groups (users).
"Humanity has advanced, when it has advanced, not because it has been sober, responsible and cautious, but because it has been playful, rebellious and immature."
