Posts Tagged ‘ Performance reporting ’

Performance Reports – Change Requests

October 14, 2009
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Performance reports are the prime outputs required of the report performance process. However, there are a couple of other reports that are of vital importance. One is a change request. These outputs are vital for managing changes and hence for managing the project itself. Then the organizational process asset updates are equally important to...

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Performance Reporting

October 12, 2009
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To report performance you have to asses the performance of your project first and that’s a very vital task for a project manager. You must be absolutely certain of where you are, to make sure you are on the right track. If not, you need some mid-course corrections and make sure you stay on...

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Information Distribution

October 12, 2009
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Information Distribution

When you distribute information it has to be properly organized information rather than raw data. Thus while you may have a lot of discrete inputs related to the performance of your project, what you want to distribute is if the project is on track. If not, the variance and the impact on project time...

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Performance Reporting – Tools

October 11, 2009
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  There are several tools that one can use in processing the raw information gathered as inputs and to prepare meaningful reports. Several categories of tools can be used successfully to derive meaningful information from the input data. These include variance analysis tools, forecasting methods to forecast time and cost performance in the future...

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Performance Reporting – What to Report?

October 10, 2009
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Performance Reporting – What to Report?

  The information/documents/data you need to consider for generating the performance reports include project management plan, work performance information, work performance measurements, budget forecasts and organizational process assets. You would use these inputs to generate the required reports for your specific organization. Tools to process these inputs also should be used as much as...

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