5 Part 5: V-Modell Reference Work Products

5.3 Products

5.3.3 Reporting

5.3.3.8 Project Status Report

Responsible: Project Leader (when using process module Project Management)

Activity: Preparing Project Status Report

Participating: Controller, Change Request Manager, QA Manager, CM Manager

Purpose

The project progress must be verified regularly in order to intervene appropriately if required. The »Project Status Report is the central document for evaluating the project progress. It includes statements on the current production state, stability and quality of the project results, risk assessments, deviations from the original planning and a - possibly updated - new planning.

The »Project Leader is responsible for the Project Progress Report. He prepares it in cooperation with the other key roles of the project. Number, frequency and distribution of the Project Status Report are specified in the Project Manual. The Project Status Report is used for project-internal and external reporting.

Is generated by

Project Manual, Project Plan (see product dependency 4.13)

Contract (Acquirer), Contract Addendum (Acquirer) (see product dependency 4.32)

Depends on

Life Cycle Cost Calculation, Commercial Project Status Report, Final Project Report, Project Diary (see product dependency 5.18)

Project Progress Decision (see product dependency 5.26)

Change Status List (see product dependency 5.28)

Project Manual, Project Plan, Risk List (see product dependency 5.32)

Project Diary, Quality Status Report (see product dependency 5.36)

Final Project Report, Final Project Report (Supplier), Project Status Report (Supplier) (see product dependency 5.51)

Example Work Products

»WiBe:Project Status Report - Project Defined

5.3.3.8.1 Management Summary

The Management Summary briefly and concisely describes the current project progress parameters and any measures required for project control.

5.3.3.8.2 Project Results

This subject provides a survey of the results achieved and the activities completed during the reporting period. It should also include any results which could not be achieved as planned. The CM evaluations specified in the Project Manual can provide an adequate information source.

5.3.3.8.3 Problem and Change Statistics

This subject presents the »Problem and Change Statistics, e.g., number and scope of problem reports and change requests and number of finished and remodified products, in accordance with the specifications of the Project Manual. The »Change Status List and the CM evaluations specified in the Project Manual may be used as information sources.

5.3.3.8.4 Quality Assessment

See Quality Assessment in product Final Project Report.

5.3.3.8.5 Current Risks and Related Risk Mitigation Measures

This subject provides a summary of the current risks and the necessary future and already initiated measures.

5.3.3.8.6 Deviations from the Project Plan

This subject shows the deviations between planned and actual values, e.g., for the state of production, schedule, quality and costs.

5.3.3.8.7 Planning for the next Reporting Period

This subject provides a summary of the planning for the next reporting period, particularly of the planning changes required due to »Deviations from the Project Plan. In addition, decision documentations for report addressees can be presented and agreed accordingly (e.g. a significant project control measure to be agreed and initiated within the scope of a »Project Progress Decision ).

Exemplary Product Content

Planning changes within the area of responsibility of the Project Leader may include, but are not limited to, the following:

Postponing planned deadlines for activities without endangering the project-specifically planned decision gates as a whole,
supporting critical activities especially, e.g. by
- concentrating resources or
- initiating a special quality assurance or external review of products,
changing the assignment of personnel to activities,
changing the resource allocation,
adapting the contract,
augmenting or reducing personnel on short notice,
outsourcing work packages or awarding external contracts, or
buying off-the-shelf products.

5.3.3.8.8 Overall Project Progress

In the overall project progress, the most important project progress values of the individual sub-projects are concentrated for the overall project. The project progress values of the sub-projects include statements on the current production status, stability and quality of the project results, risk assessments and deviations from the original planning.