{"id":52381,"date":"2025-04-15T10:32:40","date_gmt":"2025-04-15T08:32:40","guid":{"rendered":"https:\/\/www.accuracy.com\/?p=52381"},"modified":"2025-04-15T11:33:01","modified_gmt":"2025-04-15T09:33:01","slug":"project-reporting-providing-insight-not-just-data","status":"publish","type":"post","link":"https:\/\/www.accuracy.com\/en_gb\/project-reporting-providing-insight-not-just-data\/","title":{"rendered":"Project reporting: providing insight, not just data"},"content":{"rendered":"
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How many project-based organisations can say they have a really good grip on the status and health of all the projects in their portfolio? From my experience, I would wager not a lot. Time and again in my line of work, we come across various issues in project reporting that hamper its usefulness, issues like inaccuracies in the information, data that provides little actual insight or even reporting that is too retrospective instead of looking at what is to come.<\/p>

But it doesn\u2019t have to be this way. With just a few weeks\u2019 worth of effort, organisations can put in place reports that tell leaders what they need to know, when they need to know it. And with a clear view of project status and health, project teams and leaders can make effective interventions early, helping to keep projects on time and on budget.<\/p>

Where reporting can go wrong <\/strong><\/p>

When we\u2019re asked to take a look at a project that\u2019s in distress, one of the first things we do is go through the recent project reports to see what they tell us. How is delivery progressing against the plan? Is it on budget? How much change and delay has the project suffered so far? And so on.<\/p>

More often than not, project progress reports are text heavy \u2013 full of potentially biased commentary from project teams \u2013 lacking the objective and insightful data required to really understand what\u2019s going on. The few KPIs that are presented are typically backward-looking and narrow in focus, concentrating for example on how late the project is against plan or how much of the budget is left to spend, giving little indication of whether the picture is good or bad. This can leave leaders struggling to spot areas of risk or which questions to ask at project review meetings.<\/p>

Even well-established project control metrics \u2013 like CPI, SPI, EV v. PV v. AC, EAC v. budget, key milestone tracking, risk exposure v. contingency \u2013 are sometimes overlooked by organisations, including large and seemingly mature ones. Without these, project leaders are flying blind and inevitably discover surprises (of the bad kind) when it\u2019s too late to do anything about them.<\/p>

Focusing on insight<\/strong><\/p>

With this in mind, once we\u2019ve completed the initial turnaround of a struggling project, we often help contractors \/ owners put in place stronger reporting to help them to better understand project status and health. This might include:<\/p>

\u2022 establishing more useful KPIs (see below), which provide better insight into project performance and help management to spot future problems much earlier;
\u2022 making sure data in reports can be relied upon for decision-making, meaning it is current and reflects reality by connecting directly to primary data sources;
\u2022 setting up an effective way to spot red flags using targets and trends to identify problem areas, helping management to focus on priorities.<\/p>

Project reporting must provide a 360\u00b0 view of a project\u2019s status and health, including financial, commercial, schedule, risk, quality, safety and sustainability aspects. And, of course, it\u2019s vital to focus on leading indicators of performance, so management can identify and intervene in issues early. Here are some of the best examples of insightful KPIs I\u2019ve seen:<\/span><\/p>

1. Float erosion \u2013 a great early indicator of delay, though it relies on very disciplined planning with no \u201cfudging\u201d of logic
2. Risk evolution \u2013 this can tell you so much about the direction of the project, the quality of risk analysis and the strength of project management
3. EAC volatility \u2013 too much volatility means the project\u2019s probably out of control; too little likely means poor forecasting
4. Schedule \u201csay:do\u201d ratio \u2013 this helps to quickly spot progress issues, potential delays and the reliability of schedule forecasting
5. Design revisions \u2013 another great early indicator of potential delays, constructability issues and cost overruns
6. VO conversion rate \u2013 this informs forecast outturn sales and margin
<\/span>7. Rate and age of TQs \u2013 yet another early indicator of delay and cost overruns
<\/span>8. Project team staff turnover \u2013 this is almost never monitored routinely but can really help to spot projects that are\u00a0<\/span>struggling, especially within a large portfolio<\/span><\/p>

Efficiency and integrity through automation<\/strong><\/p>

If proper project management and controls are in place, most of these indicators are easy enough to determine without new processes or complex systems. But it\u2019s vital that these KPIs \u2013 in fact, any KPI \u2013 are derived directly from the base source datasets, avoiding any manipulation along the reporting chain and enabling \u201clive\u201d monitoring.<\/p>

As many organisations have added data analytics tools and cloud computing to their tech stack over the last few years, it\u2019s now much easier to set up comprehensive and dynamic project reporting environments without needing industry-specific platforms. There\u2019s a lot to be gained from simply standardising data, hosting it in a common repository and integrating it for presentation in a single dashboard-type interface. Most organisations are already paying for the
technologies needed to achieve this.\u00a0<\/p>

Clearly, this space is ripe for disruption from AI. Tools that can distil hundreds of pages of project progress reports into a highlights summary in seconds already exist. And many startups are developing solutions that draw on large datasets to spot delays and attempt to predict risks that may occur in future. Early adopters will likely gain in the long run, but many in the construction sector are reluctant to invest or suffer the short-term disruption.<\/p>

Three steps to improve project reporting <\/strong><\/p>

In any case, project reporting is an essential tool to monitor the health and status of an organisation\u2019s projects. But whether or not a project owner, developer or contractor decides to go for state-of-the-art reporting or just tried-andtested, there are three actions they should take to strengthen their systems:<\/p>

1. Define a balanced set of KPIs that measure all the drivers of a project\u2019s success.
2. Automate the reporting of these KPIs to remove manual effort and interference.
3. Set up a reporting framework that makes sure red flags are easy to spot.<\/p>

Together, these improvements are sure to help leaders spot problems earlier, be better equipped to deal with them, and ultimately keep projects on time and on budget.<\/p>

Mathew Hazenberg – Director – Accuracy<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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How many project-based organisations can say they have a really good grip on the status and health of all the projects in their portfolio? From my experience, I would wager not a lot. 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