What is the optimal reporting period?

To define reporting period in Communication Plan we usually look firstly at OPA, e.g.:
1) Investment/Steering/BoD calendars
2) Core executives regular briefings
3) JSC external report release dates
4) Company financial procedures (to report/adjust your project budget)
5) PMO procedures
Normally, top executives&shareholders reporting period is 90-120 days, for PMO and financials every 30 days.

Then we need to define optimal reporting period for another key internal stakeholders, and those who want to stay informed. It based on project M&C processes established to keep project on track. To define it we look at the milestones in project schedule and number of work packages, and use very simple formula:

(D/maxN)*7, where
D – Project or phase duration, days;
N – Number of Milestones or completed Work Packages in that particular project or phase;
7 – Multiplier, denote the number of critical deliverables in your report.There may be another multiplier instead of 7, based on common sense.

If the phase duration is 200 days and N of work packages need to be finished in this phase is 40, then we need to control project delverables at least every 5 days (200d/40) and the optimal reporting time is 30-35 days (5*7)

If the phase duration is 6 days and N of work packages finished in this phase is 11 (we are in rush) then we need to control project at least twice a day (48h/11), and the optimal reporting time vary from 3 to 6 days.

We try to agree on templates in advance and reuse information from it

Thank you for your input Stephane
So you will have reporting (meeting) according to the shortest activities in the project.

I agree with the other comments.
Our Project Risk Management Reporting is at least every quarter, but if there are particular projects or special events that require to be monitored, we produce additional reporting.

Depending on the project, however, generally, 2 weeks for a 6 month project or more.

Our project are usually 10-20 year long and reporting by PM are done monthlyy.
As regards to Risk Management, I think that a quarter report is enough.
We have never had bad experience with that.
Probably in a more dynamic company with shorter project it could be not enough

In the business I operate within Vincent, we are only reporting internally. We give weekly updates on project progress to Project Sponsors within the business and of course weekly project team meetings with the group involved.
We provide monthly status reports to the exec level monthly which is completed in time for them to be taken into the monthly exec meeting. This allows any escalation to the global level outside of our decision if required, and also gives the business/exec the information required to answer any questions and always be relatively up to date.

In saying this however, I feel it is appropriate to provide immediate updates if the status of the project moves into red in any project area (such as schedule, cost, resourcing etc) so it can be actioned at the time rather than waiting until the next monthly meeting. This also mitigates risk quicker and prevents any extended delays or cost increases.