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Project Management Process – Phase 3 – Implementing – Report Performance (#20 in the Hut Project Management Process)
By John Filicetti


Performance reporting involves collecting and disseminating performance information in order to provide stakeholders with information about how resources are being used to achieve project objectives. This process includes:

  • Status reporting—describing where the project now stands
  • Progress reporting—describing what the project team has accomplished including timecards and task information
  • Forecasting—predicting future project status, progress against plan, and expected time to completion

Performance reporting should generally provide information on scope, schedule, cost, and quality. Many projects also require information on risk and procurement. Reports may be prepared comprehensively or on an exception basis.

Some of the steps the project manager should take to ensure performance reporting are:

  • Collect Regular Updates on project progress through timecards and project task completion information
  • Identify Variances from Plan and Needed Changes
  • Summarize Project Performance and Problems in the Status Report

Although team meetings allow all team members to be apprised of project performance and problems, the project manager is able to have the best overall understanding of where the project stands. It is up to the project manager to collate and synthesize all the different inputs and summarize them for the team, project sponsor, and other stakeholders.


  • Everyone on project team completes timesheet and updates project task information
  • Project Manager uses timesheets to update Cost Plan and create Status Report



  • Project Manager with Project Team

Next in the Hut Project Management Process:

Project Management Process – Phase 3 – Implementing – Quality Assurance

Previously in the Hut Project Management Process:

Project Management Process – Phase 3 – Implementing – Change Control

John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.

John has attained a Bachelor’s degree in Industrial Education/Technology from Washington State University and an MBA from St. Mary’s College in Moraga, CA.

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