Monthly Reports

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Monthly Reports

This Monthly Report guideline provides information on monthly reporting to the Project Control Group (PCG) to be adopted for all major capital investment projects from inception to the completion of construction; commissioning and hand over (refer to Project Lifecycle).

During the course of all capital investment projects, monthly reports are to be provided to the PCG to assist with their governance responsibility to:

  • facilitate maintaining an overview of the project and monitoring of the scope and status;
  • assist in making decisions or providing endorsements or facilitating the other roles associated with good project management;
  • provide key issues for action and attendant information such as options considered, assessment of options and recommendations arising from the analysis undertaken; and
  • provide the auditable trail of discussions, decisions and other actions affecting the planning and procurement of public works and services.

Following project commencement, the Departmental representative (i.e. CPSP project manager, is required to provide three items to the PCG including the:

  • agenda;
  • minutes of the previous meeting and
  • standard monthly report prepared by the consultants and relevant parties.

The CPSP project manager may delegate preparation of the agenda and / or minutes to consultants if required.

The minutes are to include a record of decisions, actions, or other findings as well as an Issues Log that sets out a schedule of issues together with the person delegated with responsibility for actioning the issue and a timeline for addressing the issue.

Other requirements regarding the agenda and minutes are located on the Governance Guideline (Refer to Governance Guideline 1.3).

The monthly report details the progress of the project to the PCG and shall contain the information required to make recommendations in administering the project and maintaining an accurate record, i.e. an audit trail, of the progress of the development and implementation process.  Larger projects may require greater detail.

Reports are to be forwarded to the PCG members at least three working days prior to the regularly scheduled project monthly meeting as either hardcopies and/or in electronic format as a PDF file to avoid alteration.

Good practice is that a draft monthly report, with identification of major issues / decisions, is provided to the Branch project manager by the consultants prior to this circulation to allow for review and discussion.

The Branch project manager normally extends invitations to the relevant consultants to attend the PCG (if required) as they are not members of the governance group.

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Objectives

The monthly report is required to put forward in a standard format that facilitates consideration of important issues, a well reasoned basis of facts upon which discussion can proceed and provide a record of matters considered by the PCG including:

  • clear and concise avoiding unnecessary duplication;
  • essential issues and attendant risks for consideration;
  • viable options, the evaluation of options and their implications and
  • clear recommendations by consultants.

To meet these objectives, a standard format monthly report has been developed and certain considerations are to be addressed as set out. If there is a need to report in a non-standard manner, the consultants are to obtain advice from the Branch project manager on where information is to be included within the standard template.

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Monthly Report Contents

 

To meet these objectives, monthly reports have a standard format and consultants preparing the monthly reports are to address the sections as set out below.

  • Executive Summary
  • Progress report
  • Issues
  • General Report
    • Program/Timetable
    • Options
    • Cost and Risk Reports
    • Other reports & Considerations
  • Recommendations

It is important to note that the materials forwarded to the PCG in the monthly reports clearly distinguish between Issues and risks. For the purposes of monthly reporting the following should be used for guidance:

Issues         Matters for attention or resolution by the PCG. These are items that need to be drawn to the attention of the PCG in an explicit manner when undertaking their role and may require actions such as endorsement or referral.

Risks           Unknowns identified that may have the potential to affect project outcomes in the planning, development or use of a facility or asset.

Report Structure

Reports are to follow a template that has been prepared in order to provide clarity and consistency of monthly reporting to the PCG (Refer to Appendix B).

The body of the monthly report is to be succinct and bring out essential matters. Point form, rather than narrative style, should be used if possible.

Each section of the pro-forma must be completed. In those cases where the section is "not applicable" to the particular project, this must be stated.

Reporting Roles

Reports are to follow a process that clearly distinguishes the separation of roles of:

  • Preparing
  • Checking
  • Approving

In order to confirm that this has taken place the face page of the Monthly report with locations for sign off by the appropriate person is to be completed.

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For information relating to this page contact: Capital Projects and Service Planning, Ph: 61 3 9096 2030, capital@dhs.vic.gov.au
Site authorised by: Director, Capital Projects and Service Planning

Last Updated: 27 June, 2011
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