How to Write an Effective Project Report in 7 Steps

1. Decide the Objective

Take some time to think about the purpose of the report. Do you need to describe,
explain, recommend, or persuade? Having a clear purpose from the outset ensures that
you stay focused, which makes it easier to engage your reader.

2. Understand Your Audience

Writing a formal annual report for your stakeholders is very different from a financial
review. Tailor your language, use of data, and supporting graphics to the audience. It is
also useful to consider the personal communication style of the reader, for example,
how do they write emails or structure documents? Reflect their preferences where
possible. You may need to develop a more formal or informal tone to your own natural
style. Adopting this technique will build rapport and make the reader more receptive to
your ideas.

3. Report Format and Type

Before you start, check the report format and type. Do you need to submit a written
report or deliver a presentation? Do you need to craft a formal, informal, financial,
annual, technical, fact-finding, or problem-solving report? You should also confirm if
any templates are available within the organization. Checking these details can save
time later on!

4. Gather the Facts and Data

Including engaging facts and data will solidify your argument. Start with your
collaborative project site and work out as needed. Remember to cite sources such as
articles, case studies, and interviews.

5. Structure the Report

A report typically has four elements:
a. Executive Summary. Your report will begin with the summary, which is written
once the report is finished. As the first item the reader encounters, this is the
most important section of the document. They will likely use the summary to
decide how much of the report they need to read so make it count!
b. Introduction: Provide a context for the report and outline the structure of the
contents. Identify the scope of the report and any particular methodologies used
 c. Body: It’s now time to put your writing skills to work! This is the longest
section of the report and should present background details, analysis,
discussions, and recommendations for consideration. Draw upon data and
supporting graphics to support your position
d. Conclusion: Bring together the various elements of the report in a clear and
concise manner. Identify the next steps and any actions that your reader needs to
take.

6. Readability
Spend some time making the report accessible and enjoyable to read. If working in
Word, the Navigation pane is a great way to help your reader work through the
document. Use formatting, visuals, and lists to break up long sections of text.

7. Edit
The first draft of the report is rarely perfect so you will need to edit and revise the
content. If possible, set the document aside for a few days before reviewing or ask a
colleague to review.

How to Write a Project Report: Step-By-Step Guide

At some point during the implementation of a project, a project report has to be
generated in order to paint a mental image of the whole project. Ultimately, a project
report must maximize the insight gained with minimal effort from the reader. Apart
from describing its results, it must also explain the implications of those results to the
organization and its business operations.

How to Write a Project Status Report:

The most common type of project report, a project status report provides a general state
of the project to its stakeholders. It quantifies work performed and completed in
measurable terms. It compares this with an established baseline to see if the project is on
track or; if adjustments have to be made if the project is behind its schedule. It keeps
everyone on the same page and manages each other’s expectations.

Project status reports are accomplished to serve the following purposes;

a. to keep an updated flow of information in relation to the project’s progress
b. to immediately address issues and concerns that may come up at any point of the
project’s implementation or duration
 c. to document reasons for changes and adjustments made to the original plan for
the project
d. to monitor fund utilization and to ensure that the project expenses are still within
the budget
e. to serve as a basis for decision-making and addressing problems
f. to keep track of the team’s performance and individual contributions
g. to act as a uniform procedure for communicating project development to the
stakeholders.
Status reports are most effective when they follow a standard form with predefined
fields that need to be regularly updated. Doing so will save time and provide
consistency and predictability of the information the stakeholders will receive about the
status of the project.

For a status report to be comprehensive, it must include the following elements:

a. Summary/Overall Health of the Project
At a glance, this portion of the status report must provide an overall idea of how the
project is progressing without going into too much detail. A person who does not have
time to read the entire report thoroughly must be able to get a picture of the current
status of the project through the summary of the status report.
b. Facts on the Project Progress
The status report must contain full information on accomplishments, timelines, and
most importantly, project milestones. Project milestones are the completion of highly
important tasks. They serve as a standard of project progress management. What
constitutes a project milestone should be identified during the project planning stage.
c. Target vs. Actual Accomplishments
It should present a comparison between what has actually been accomplished versus
what was supposed to have been achieved at this point of the project. It should tell us
whether the project is on track, if it is ahead, or if it is behind schedule.
d. Analysis
For any variances recorded and reported between the targets and actual
accomplishments, an analysis of the impact on the project should be made and presented
in the status report. The reasons for such differences must also be stated in the report.
e. Action(s) Taken
What has been done to address the variances? It is important to give an account of how
the team addressed the variances and other problems that came up during the period
covered by the status report. Additionally,, the report must also include the expected
milestones or accomplishments for the next status report.
f. Risks and Issues
The report should contain all the problems and challenges that the team faced and what
they did to address them. The report should also inform the stakeholders of the current
risks to the project.
 g. Resources
The state of resource utilization must also be presented in the status report. It should
show how these resources were used or consumed on a periodic basis. The forecast can
also show if the team is running out of resources and replenishment is needed.
h. Budget
Just like the resources, it is also important to present the financial aspects of the project,
most especially, the utilization of its budget. Stakeholders will want to know if the
project is within budget or not. Be prepared with explanations, especially if there are
notable variances in the budget.
i. Schedule
Indicate whether the project is operating within its expected timelines, and if it is not,
provide reasons why. This is important since delays or extensions in the plan will entail
additional costs and resources. Additionally, the report must also include the expected
milestones or accomplishments for the next status report.

Keys to an Effective Project Status Report

1. Submit the report on time. A status report is time sensitive and sending it late defeats
the purpose of such a report.
2. Giving complete but inaccurate information is just as bad as giving accurate but
incomplete information. Since stakeholders rely on the status report for a heads-up on
the project, and its content is used as the basis for decision-making, it is critical that the
report provides both complete and accurate information.
3. Do not cover up bad news or adverse reports as these are all part of the
transparency of the status report. Keep in mind that being open with the stakeholders,
whether the project is sailing smoothly or not, will benefit both the team and the client,
since any problems there are will be immediately given attention and solved.
4. Be proud of the team’s accomplishments, after all, this is what the clients and the
stakeholders will want to know about.
5. Anticipate questions from the clients or stakeholders and be prepared to answer
them.
6. Be familiar with the culture of the organization and respect the information
hierarchy they observe. There are instances when the CEO wants to be the first to
know about the contents of these reports before cascading it to his downlines. On the
other hand, middle managers will want a head start on these reports so they can also
anticipate and prepare for any reaction from the top executives.
7. Craft the status report in such a way that there will be no information overload. It
should contain necessary information that the stakeholders need to know. Lengthy
reports will consume not only the writer’s time but also that of the reader. Too many
details also give an impression of micro management.
 Risk Registers

All projects, or any activities of business, face risks. It is just a matter of how an
organization identifies, assesses, analyzes, and monitors these risks. With a Risk
Register, an organization is equipped with a tool to better respond to problems that may
arise because of these risks. It helps in the decision-making process and enables the
stakeholders to take care of the threats in the best way possible.

A Risk Register, also called an Issue Log, is iterative because it will be updated
periodically depending on how often the team identifies a potential risk. It may also be
updated if the characteristics of the existing potential risks change as the project
progresses.

WHAT TO INCLUDE

The Risk Register document contains information about the following:

 Risk Identification
 Risk Category: Grouping these risks under different categories is helpful. Doing so
will provide a way to make a plan of action that will address most, if not all of the risks
falling under the same category, saving time, effort, and resources.
 Risk Description: Provide a brief explanation of the identified potential risk. The
description can be done in a variety of ways depending on the level of detail. A general
description can be difficult to address while giving too much detail about the risk may
entail a significant amount of work. Three factors to consider when making a risk
description are: the way these risks are going to be managed, who will handle them, and
the reporting requirements of the person receiving the risk register.
 Risk ID: Assign a unique identification code to each risk identified to track it in the risk
register easily. Create a system of coding in such a way that the category to which the
said risk belongs is easily identifiable.
 Risk Analysis
 Project Impact: Indicate the potential effect of the assumed risk on different aspects of
the project such as budget, timelines, quality, and performance.
 Likelihood: Referring to the possibility of the risk occurring, the likelihood can be
expressed qualitatively—high, medium, low—or quantitatively, if there is enough
 information available. Whatever criteria are to be used, assign a number—with the
highest value corresponding to that which is most likely to occur.
 Consequence: This refers to the severity or the extent of the risk’s impact on the
project. It can be expressed using the following adjectives to describe the magnitude of
severity but remember to assign a number to each level, with the highest value assigned
to the level which has the most severe impact.
A. Negligible
B. Minor
C. Moderate
D. Significant
E. SevereHere’s how it will look in a tabular form:
Severity Negligible Minor Moderate Significant Severe
Likelihood (1) (2) (3) (4) (5)

Low
(1)

Medium
(2)

High
(3)
Risk Evaluation
Risk Rank: Combining the likelihood of occurrence of a risk and the severity of its
impact gives the risk rank. If there are corresponding numerical values assigned to each
level, these can be multiplied, and the resulting value can be used to rank the identified
risks.
Severity Negligible Minor Moderate Significant Severe
Likelihood (1) (2) (3) (4) (5)

Delay in the Natural

delivery of calamities are
Low office damaging the
(1) supplies infrastructure.

Absence
Medium of key Running out
(2) personnel of budget

High
 (3)
Using the table above, the identified risk can be ranked this way:

Risk Likelihood Severity Result Rank

Natural
calamities
damaging the
infrastructure 1 5 5 2

Running out of
budget 2 4 8 1

Delay in the
delivery of
office supplies 1 2 2 4

Absence of key
personnel 2 2 4 3
 Risk Trigger: These are the potential risk events that will trigger the implementation of
a contingency plan based on the risk management plan. This plan should have been
prepared prior to the development of a risk register.
 Risk Treatment
 Prevention Plan: This enumerates the steps or action to be taken to prevent the risks
from occurring.
 Contingency Plan: On the other hand, the contingency plan determines the steps or
action to be taken once the risk events have occurred. This program also contains the
measures to be taken to reduce the impact of such risks to the project.
 Risk Owner: The person responsible for managing risk, and the implementation of the
prevention and contingency plans, it can be anyone among the stakeholders—members
of the team, a project manager, or project sponsors.
 Residual Risk: Sometimes, a risk cannot be entirely eliminated after treatment. Part of
it may linger throughout the duration of the project, but once it has been treated, it can
be considered as a low-level risk.

Keys to an Effective Risk Register

1. The first risk register must be created as soon as the project plan and the risk
management plan has been approved. This initial risk register must be integrated into
the project plan.
2. Active risks during a particular period must also be included in the project status
report.
3. Risk management is an iterative process which is why the risk register must also be
updated from time to time. Updates can be made when new risks are identified or
there have been changes in the risks already in the register.
4. The numerical value assigned to the likelihood and severity levels must remain
constant throughout the duration of the whole project.
5. Likewise, any terms used must be defined, and this definition must be utilized
consistently.

Project Closure Report

As the end of a project, a Project Closure Report signals its culmination. Its submission
officially concludes a project and implies that funds and resources will no longer be
needed, and everything will go back to its status prior to the implementation of the
project.This process is critical as it will officially tie up all loose ends and prevent
confusion among stakeholders.

WHAT TO INCLUDE
This particular type of project report summarizes information on the project results, the
criteria used to measure the effectiveness of the project delivery process, and the
feedback from the stakeholders. Each performance metric includes an assessment and a
narration of how the team performed on such metrics.
ProsperForms — Software for Daily and Weekly Status Reports
Fluxes — Project and Task Management Software
Springs — Personalized Reminders for Work (create reminders for yourself and for
your team members)

 Budget
This performance metric describes how the team utilized the budget in carrying out the
project effectively. Under this performance metric, the following aspects are measured:
 Final Cost
Indicate the total expenditures for the duration of the project.
 Component Breakdown
 Each category of the expenses is tracked and recorded, stating the price per category
and what percentage of the total budget was spent on each category.
 Budget Variance
Show the difference between the projected budget and the actual cost and present a
detailed variance for each cost category.
 Explanations for Key Variances
Briefly explain the reasons for each variation and its impact on the project’s
implementation.
 Schedule
Describe how the team implemented the project within the expected time frame and
schedule.
 Overall Project Duration
State how long it took for the completion of the entire project, including the start and
end dates. A lot of people will find it surprising to know how long they have been
working on the project.
 Schedule Variance
Narrate the difference between the projected duration of the project and the actual time
it took for the project to be completed. State the details in a number of days and as a
percentage.
 The explanations for Key Variances
Include an explanation for the occurrence of the variations and quantify how much each
difference accounts for the total, in days or as a percentage.
 Change Management
This metric refers to the team’s ability to handle and manage changes throughout the
project’s implementation effectively. It is measured through the following:
 Total Number of Changes
Provide details on how many changes were requested and how many were approved and
implemented.
 The impact of the Changes
State how these changes impacted the overall project in terms of project timelines and
cost.
 The highlight of Changes
Provide a brief description of the changes that were implemented. It is also good to
mention those changes that were requested, but were not approved—especially if the
reason for disapproval was to defer it for a future project or product release.
 Quality Management
This particular metric refers to the team’s ability to observe and comply with quality
standards during the project’s implementation.
 Total Number of Defects Identified
State a brief description of the errors identified during the structured walkthrough
process per stage.
 The explanation for Resolved Defects
Give a narrative on how each defect identified was addressed and how it made an
impact on the project and its deliverables.

 Risk and Issue Management

This metric deals with how risks and matters that occurred during project
implementation were handled and resolved by the team. Key points to include are the
following:
 Risks
Provide a list of risks identified and analyzed. From this list, determine which ones were
accepted, transferred, mitigated, or avoided. Also, provide a summary of how key risks
were reduced.
 Issues
Provide a list of problems ranked according to priority and determine which among
these were resolved by the team, how many were escalated to a higher-level decision
maker, and how many were left unresolved.
 The impact of the Risks and Issues to the Project
State how these risks and challenges affected the project timeline, budget, and scope.
 Human Resource Management
This refers to the team’s ability to carry out the project effectively.
 Manpower
Give an analysis of whether enough manpower was provided for the project and if they
were equipped with the right skills to implement the project. Also note if the team was
given the proper training to handle the project effectively.
 Project Organization Structure
This metric looks at how the stakeholders participated in the project.
 Decision-makers
Discuss how the team’s collaboration with the primary decision-makers worked. State if
they made themselves available beyond regular working hours if needed. Also give an
account of how escalated issues were resolved and if they were delivered in a timely
manner.
 Communication Management
Under this metric, communication throughout the duration of the project is assessed.
 Communication Management Plan
Describe how the communication management plan was implemented and if it was
delivered as expected. Give an account on which items on the communication
management plan worked well and which ones need to be improved.
 Feedback
 Summarize essential feedback collected. Describe the method by which these
comments were gathered and who was solicited for feedback. Also include how they
 responded to each question and briefly discuss which items received great responses
from the participants and which ones got few answers.
 Take note of common themes or trends of feedback gathered.
 From the feedback gathered, also take note of any opportunities from this
feedback and discuss how these opportunities can be applied to future projects, or
in the organization itself.
 Lesson Learned
 Give a brief discussion of what the team learned when carrying out the project.
Among these learnings, discuss which ones can be applied to future projects and how it
will impact not only those future projects but also the whole organization.
 Other Metrics
Other points of interest may not have been captured in the Project Status Report and
may be included in the Project Closeout Report. Some of these factors include:
 Duration and Effort by Project Phase
A brief account of how long it took for each phase of the project to be implemented is
an excellent addition to the report. Insights from this information may be used to plan
properly for following projects. It is also interesting to account for the percentage of
effort allotted for each phase. This will guide sufficient manpower allocation for each
stage of future projects.
 Benefits Realized
It is worthwhile to discuss which among the expected advantages of the plans were
realized at the time the project closure report is written.
 Benchmark Comparisons
Describe how the project performed in comparison with other projects of the same
department, company, or within the same industry. Briefly discuss the positive and
negative points of the plan as compared to others.
Keys to an effective project closure report
1. The closure report is mostly a summary of all efforts related to the project. It is
important to ensure that all highlights of the project have been properly documented so
that retrieval of these reports is easier and all efforts will be acknowledged.
2. Emphasize the high points the project delivered, how efficiently it was done, and
what has been learned from the process.
3. If there are notable variances during the project implementation, make sure to
provide a fact-based explanation on it. In addition, the impact of this difference must
also be described.
4. A critical point in a project closure report is establishing the link between the
project performance, the lessons learned, and the steps that will be taken by the
organization for its continuous improvement. Aside from the project deliverables,
another valuable output of a project is the learnings derived from the process and how it
will be translated into concrete concepts applicable to the business processes of the
organization.
Executive Summary
A little bit different from the types of project reports previously mentioned,
an Executive Summary is a distinct kind of report which uses different language. It is a
high-level report which aims to provide a bigger and deeper understanding of the
project—how it will benefit the organization and how it will fit into future business
strategies. It is written with a busy executive in mind, someone who has a lot of
important things to do and may find reading a lengthy piece of prose a waste of precious
time. Factual and objective, this particular type of project report must be able to provide
a realistic status of the project, as business executives understand that everything may
not go according to the plan. Some may confuse an executive summary with an abstract
but, in reality, they are clearly distinct from one another and serve a different purpose.

An abstract is usually written for academic or scientific papers. It is written with a topic
sentence which, generally, gives an overview of what the article is about. It is, then,
supported by two or three supporting sentences which support the main idea of the topic
sentence.

An executive summary, on the other hand, is composed of different sections discussing

almost every significant aspect of an undertaking. It consists of sequentially arranged
key points supported by conclusions and recommendations. Check our in-depth article
on how to write an effective executive summary.

Things to Remember in Writing Project Reports

Here are some of the principles that need to be observed in writing an effective project
report;
ProsperForms — Software for Daily and Weekly Status Reports
Fluxes — Project and Task Management Software
Springs — Personalized Reminders for Work (create reminders for yourself and for
your team members)
1. Write for the reader

Bear in mind that the report is written for other people, and not for yourself.
Whether you are writing one as part of the team, or you are commissioned to write for
someone’s team, you need to be familiar with the terms and concepts used by the team
and the entire organization. Since it is not safe to assume that everybody understands
these terms; for the benefit of everybody, it is safe to define those terminologies and
 concepts in the preliminary parts of the report. Another option is to use layman’s terms
and refrain from using technical and industry jargons, or even acronyms as much as
possible.
2. The report should have a structure

There may be different types of the report, but one thing they have in common is
that all of them require to be written following a particular structure. If possible,
organize information into different sections so that your intended readers will be able to
easily identify the most relevant parts that they want to read first. Alternatively, they can
quickly go back to an earlier section, if they have to. Most types of reports contain
common sections such as an abstract, or background of the project, which explains what
the project is and its purpose, and a final summary of the entire project.
 Ensure that the report is evidence-based and is supported by data

A credible and extensive project report is underpinned by a significant amount of

data, whether it is about the performance of the team or a comprehensive report
about the project results. Using charts, tables, and graphs is a surefire way of making
the report interesting and reliable for those who will read it. There is also an extensive
selection of project management tools available offering different responsive reporting
components to assist the project manager in compiling and presenting meaningful data.
 Make it as objective as possible

There is a clear distinction between facts and opinions. These should never be used
together, especially if the report is dwelling on a failed project. The report becomes
subjective if it reflects personal opinions of the writer. Make it objective by eliminating
all parts which are not based on facts and real events. If it is really necessary to include
a personal view or opinion, make sure to explicitly identify it as such. A separate
section of the project report may be devoted to the writer’s personal opinion to keep the
rest of the report unbiased.

There are a number of ways project reporting helps an organization, a team, and
even the project itself and here are some of them:
1. It tracks the progress of the project

You should regularly check up on the amount and quality of work being accomplished
and check it against the plan. It can ensure that the project is kept on track, and any
problems, no matter how small they are, will be taken care of in order to prevent them
from escalating into bigger ones.
2. It helps identify risks

Risks are everywhere. Risk can make or break a project depending on how well the
team was able to deal with it. Through regular project reports, these risks are monitored,
and the team can identify ways to handle them.
3. It helps manage project cost

Without regular updates on how the project is moving, project costs might get out of
hand. Project reports make it possible to monitor expenses and manage the budget. It
also promotes transparency with regards to the financial aspects of the project.
4. It gives stakeholders an insight on how the project is performing

Project reports provide stakeholders a bird’s eye view of its current state. It gives the
team a clear understanding of their roles and the tasks that they are to accomplish. For
the project manager, the reports provide them with updated relevant data. Lastly, project
reports serve a basis for the decisions that have to be made at the top management level.