Monitoring and reporting

  • This area of the Lessons Learned repository will include how well we followed our reporting and monitoring protocols and how effective they were at keeping us properly informed. In particular were they effective in supporting:

    • Informed decision-making
    • Appropriate escalation
    • Proactive risk management
    • Effective change control and issue resolution
    • Clearly showing whether things were on track
  • Evidence or Observation Made

    We didn't get regular reports and it wasn't always clear what decisions had been taken and what progress had been made.


    To actively manage and monitor progress the Project Board needs to meet monthly as a minimum. The Project Manager must be required to provide a Highlight Report (written monthly update) on progress against the timeline and attend the Board to respond to any questions relating to it and seek approval for any issue resolution action.  Reports should be succinct and factual.  The Highlight Report template provided in the toolkit is provides a good balance of oversight with minimal reporting burden.

    Evidence or Observation Made

    We had too many projects going on at once and I don't think we had clear oversight of how they all interacted with each other. There were also other projects going on in other areas that were having an impact on us and we didn't always get to know what was happening on them until it was too late for us to effectively take account of the impact on us.



    Projects need to be considered within a structured change programme that has oversight of all similarly aligned projects.  To effectively manage the dependencies between them  regular coordinated monitoring is needed.  Project Boards should establish regular reporting and monitoring arrangements.  Projects within larger strategic change Programmes will also need to schedule reporting and escalation procedures to work effectively with that of the parent programme.