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I think most organizations will use these terms interchangeably and the format/frequency will vary based on industry, organization, and project size/type/complexity.
I do agree with Patrick and I personally usually combine both reports in one to show where the project is in addition to EVM Figures.
Progress report usually shows completion to date metrics (schedule, cost, work), it also usually includes status of previously reported issues, risks, dependencies, etc.. Status report is more of a snapshot in time of the project, so rather than discussing the progess of an issue, it only discusses open issues, or total number of issues - so status report does not tell much of how things changed since last report, its more of a status of the project, whereas progress report should provide the progression and change from the last reported date.
Most places combine the two into a sumary page or slide, hence it becomes blurry in many organizations.
While both reports are used in decision making, status reports are usually prepared for strategic stakeholders for controlling and governance purposes whereas project progress reports are used for tactical purposes.
I agree that both reports are interchangeable and could be combined. This depends on what the stakeholders communication needs are and of course, the project context.
I agree with comments above. As part of the communications management plan you should be identifying both reports, the purpose, frequency, who is responsible, the content and the audience. That would give you clarity or you will end up combining into one.
Good this question is already here. But the responses doesn’t seem to provide that clear distinction between the two.
In our case is one and only one. We call it one page status report because it is one page long. We send it each monday to all project team started by the steer co.
Adding a little to my colleagues inputs, status is a current state, while progress is a change over time.
That being said, they are often used interchangeably. Managers often want to change things to put their personal brand on it. They reorganize and rename teams, they change their dashboards of critical metrics, and they change things like "status reports" to "progress reports" to emphasize what values they are trying to promote.
In reality, the names can be quite arbitrary. Many times I've seen managers rename something with a widely accepted industry standard definition to give it their own title, or use an industry standard name for something completely different because they like the name, not the standard. .
Sometimes I see PMP questions and I wonder the relevance of the deliberate confusion.
An example taken out all the non-essentials of the question the main question is:
What type of report will QUICKLY review where the project STANDS?
Capitalization added for emphasis?
Other answer choices droped because it’s definitely not
Previous question stands.
But yet another confusion being given by “a” definition.
• Trend Report: Examines project result OVER TIME to see if PERFOMANCE IS IMPROVING
• Variance Report. COMPARES actual results to BASELINE.
Question is if these definitions are correct and “crisp” how can trend report be used to access performance if doesn’t itself also include comparison with baseline like it is in variance report?
Further bullying any distinctions.
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