6.13 REPORTING REQUIREMENTS

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Project reports provide written documentation as necessary showing the scope, schedule, and cost of the project, as of the date of the report. As a result, major unresolved problems can be identified. Various project reports are developed during the month to communicate the technical, cost, and schedule performance of each project. For less complex projects, reporting requirements may include:

For more complex projects, reporting requirements may include:

6.13.1      Monthly and Quarterly Status Reports

• The Project Manager is responsible for the accuracy of project reports. The Office of the Chief Financial Officer is responsible for assurance review of the financial information. Project reports will be prepared with support from the project team and issued on a monthly or quarterly basis. The cost of preparing project reports will be charged to the project.

• Project status reports will follow the agreed upon content, format, and timing of the DCM suite of reports unless agreed otherwise by the DCM Department Manager. Additional reports required by the client, LBNL management, or government agencies will be prepared and submitted as required. Such reports will be consistent with the information presented in the standard status reports.
• Project Managers will notify the Project Director, project sponsors, project initiators, or other interested managers that a problem exists as part of the day-to-day management of the project. As a result, the responsible senior managers will have been notified of major problems before they receive a report displaying unresolved variances and problems. A project status report will not be used to notify these managers that a major project problem exists for the first time.
• The information presented in the status reports should be succinct enough to highlight the project status, summarize project issues, and identify project risks. Detailed project information should be described in supporting documents.
• For projects performed at leased facilities, all construction costs shall be tracked and reported separately from lease costs.  In order to provide proper accounting and capitalization, construction costs should use a Facilities Project I.D. that is not parented to the lease expense account. Construction costs paid for by third parties (such as a landlord tenant improvement allowance) shall be reported if it will provide a more accurate representation of the project and such information is meaningful to users of the report. Reports should clearly state if third party costs are included so that the information is not misleading.

6.13.2      Reporting Requirements

Each capital project managed through the Facilities Division will use best project management practices and principles. When applicable, this will include complying with DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets, and LBNL’s Earned Value Management System (EVMS) Procedures to track and report project performance.

Due to the various types, sizes, complexities, and funding sources of each project, not all projects managed by DCM are required to comply with DOE Order 413.3B. A modified EVMS approach may be implemented in such cases.

The monthly reports shall clearly communicate the following data:

• Scope, schedule, and budget performance (non-EVMS projects)
• EVMS data and performance (if required)
• Current milestone status
• Current issues and risk areas, including proposed corrective actions
• Baseline changes
• Status date of the project information and accounting close date for financial data

The table below represents the current set of reports developed in support of DCM. Various project reports are developed during the month to communicate the technical, cost, and schedule performance of each project, and may include: