Deliverables Progress and Performance Reporting

1. Introduction

“Plan the Plan and then Work the Plan.” This is a simple yet powerful concept that is sometimes overlooked. Any task, mission, or project has a better chance of success if it is well-planned and then executed according to that plan.

Projects can be complex because they involve creativity and many different stakeholders such as clients, consultants, and contractors.

Each stakeholder often has their methods, strategies, objectives, and agendas. Managing all these different and sometimes conflicting interests to efficiently execute a project is a significant challenge. Therefore, it is important for those responsible for project execution to establish well-organized tools, systems, and processes to effectively deal with these challenges.

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One proven and efficient tool for managing large projects (in fact, almost any project) is to break it down into deliverables.

These deliverables are then budgeted, scheduled, and tracked throughout the project’s duration. This is referred to as “Level 4 Planning” or “Deliverables Progress and Performance Reporting.”

2. Deliverables Progress and Performance Reporting (DPPR) System

A Deliverables Progress and Performance Reporting (DPPR) system is implemented in the following manner when starting a new project:

1. The project is typically divided into various areas (e.g., 000: General, 100: Master Planning, 300: Civil Site Work, 500: Buildings…). Each area is further subdivided into facilities, and each facility is assigned a sub-area number (e.g., 510: Hotel 1, 520: Hotel 2…).

2. A comprehensive list of deliverables and tasks is developed for each facility, categorized by discipline.

3. Man-hour budgets are allocated for each deliverable or task on the project.

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4. An overall project man-hour budget is established based on the sum of all deliverables’ man-hours.

5. Fixed milestones are defined for each deliverable. For instance, a drawing may have milestones like Start, Issue of Concept, Preliminary Design, Review, Issue for Construction, and Final Issue. Other types of deliverables, such as technical reports, may have different milestones.

6. Scheduled dates for each deliverable/task milestone are set based on the Project Master Schedule. Once these steps are completed, the information is entered into a computer application like Primavera or Excel to generate performance reports and statistics.

At regular intervals, usually monthly, each discipline head receives a hard copy of the discipline’s deliverables to provide updates on their status. The discipline head then submits these updates to the planning engineer, who enters them and produces the following reports:

· Planned man-hours to be achieved for the month.

· Actual earned man-hours during the month.

· Progress during the month, calculated based on earned man-hours over the project’s man-hour budget.

· Performance of each discipline and the overall project, calculated by dividing spent man-hours (from timesheet records) by actual earned man-hours.

· The remaining man-hours needed to complete the project.

· Percentage of project completion.

· An S curve that graphically illustrates the planned project progress versus actual progress.

By following this approach, project managers can effectively plan, monitor, and report on the progress and performance of their projects, increasing the chances of successful project execution.

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