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APPENDIX A
HRS PROJECT STATUS REPORT (PSR) REQUIREMENTS
1) PURPOSE
This appendix provides the guidelines and procedures for implementing the HRS Project Status Report
(PSR) template. This applies to internal project status reporting only. Key elements of this SOP are
highlighted in bold for ease of readability.
2) BACKGROUND
As with other project management processes in HRS, project reporting is a key element that should be
standardized and codified for efficient and effective project reporting across the organization. With the
increase in high visibility projects combined with an increase in integrated, blended solutions, HRS must
have an effective, standard method for communicating project status not only to senior leadership but
also to other elements in HRS.
This appendix is part of the larger HRS Project Management SOP currently in development.
3) SCOPE
This SOP is most pertinent to HRS project managers – all of whom manage projects on behalf of
HRS for customers. This SOP does not cover external project status reporting to vendors or
customers. This SOP covers from the point at which we have officially started the project up to and
including closing of the project with the customers. Supervisors must communicate this SOP and the
implied tasks associated to their particular areas to their colleagues and subordinates.
4) OBJECTIVES
The main objectives for all customer activities as defined by Client Management Branch are as
follows:
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Develop and improve relationships with customers over time to better understand their
missions and objectives.
Consult with customers to uncover and identify needs; explore and recommend optimal
solutions.
Provide customers with an accelerated procurement process that allows HRS to quickly begin
to assist.
Communicate with customers on a regular and timely basis.
Craft optimal solutions for customers considering all resources available.
Deliver optimal solutions to customers on time, on budget, within cost, within scope and at
the desired level of quality.
This SOP primarily addresses and supports the last objective – Delivering optimal solutions on time, on
budget, within cost, within scope at the desired level of quality. Although the project status report is used
for internal purposes only, the completion of it can help to communicate more effectively with the
customers. As a result, this SOP also supports the fourth objective which is to communicate with
customers on a regular and timely basis.
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5) APPLICABILITY
All project managers within HRS are encouraged to complete the HRS Project Status Report (PSR)
on a bi-weekly basis to ensure that the project is effectively and efficiently managed and that critical
issues and/or requirements are identified early and remediated if necessary.
However, there are categories of projects for which PSRs are required on a regular basis as
indicated below:
Category
High Visibility Projects (as
determined by senior
leadership)
Integrated Projects – those that
provide at least three solutions
under one project
High Dollar Value Projects –
those that will be more than
$500,000 in revenue ($5
million for vendor-delivered
solutions) for a 12-month
period or in total revenue
overall
Frequency
Weekly or Bi-weekly (as determined by senior
leadership)
Bi-weekly
Bi-weekly
6) PROCEDURES
For every project requiring a PSR, the Project Manager is responsible for the completion, distribution
and storage of their project’s PSRs.
a) Completion
The very first time a PSR is completed for a project, all sections must be filled in to establish a
baseline. In all PSRs thereafter, the Project Status section (defined further below) could contain all
Nothing Significant to Report’s or NSTR’s. No PSR should be more than 3 pages maximum as this
is to be a concise, yet complete report.
When completing a PSR, download the latest version of the template from the PM Community of
Practice portal at http://opmpm.golearn.biz/ under the Project Management SOPs, Tools and
Templates folder on the main page.
After downloading, save your draft PSR using the following naming convention:
 Project Title (space) ‘HRS PSR’ Date of Report (example follows below)
 White House Fellows HRS PSR 12-10-2010
 Once you have used a certain title, please continue to use that title, only changing the
report date
Change the header to include the appropriate Project Name and As of Date.
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Complete the four sections:
 Project Overview – This section is a summary of the project. This overview will serve
as a summary of critical information about the project. This may be the only section that
senior leadership will read, so it must be complete, yet succinct and generally not
consume more than one-half of a page.
 Project Status – In this section, each of eight elements (Schedule, Budget, Quality,
Scope, Risk, HR, Communications/Change Management, and Procurement) of project
management will be considered. Beside each of the eight elements are two columns,
“Details” and “Overall Status.” In the status column, we will be using a “Green,”
“Yellow,” or “Red” stoplight indicator to signal element status. Change the color of the
entire cell to indicate the status, and type in “Green,” “Yellow,” or “Red” to
accommodate those reading black and white copies of the reports. For all yellow and
red items, Project Managers are required in the Details section to include mitigation
plans for the issue(s), plus identify any assistance that may be required from leadership,
BESO, other organizations, etc. to remedy the situation outlined. Make sections green,
yellow, or red based on the following evaluation criteria:
o Green: Everything is proceeding according to plan; no negative issues of any
significance to report in this element of the project. If something is not going
according to plan but does not affect any other elements or if it wasn’t fixed,
would result in no more than a 5% change to this element, the status should still
be considered GREEN.
o Yellow: Circumstances or situations are happening that are not according to
plan. Specifically, an item is YELLOW, if there is a change or variance from
the plan that impacts no more than two other elements and/or the variance might
result in no more than 10% change.
o Red: An item is RED if there is a change or variance from the plan that impacts
more than two other elements and/or that the variance might result in more than
a 10% change to the particular element. For example, we have an angry
customer that might impact quality in a substantial manner, an internal schedule
delay that precludes us from doing what we agreed to do in the agreed-upon
timeframe, etc. In other words, if we do not fix or mitigate the issue going
wrong with this element, the overall project might not be successful.
 Support Requested – Use this section to identify the parties and assistance necessary to
continue the successful advancement of the project. Also use this section to summarize
the support needed as outlined in the Project Status section.
 Additional Notes – Use this section to convey any other information not suited for
inclusion in one of the above sections.
b) Distribution
Once it has been established that a PSR is required for a particular project, reports are due to the
HRS Deputy Associate Director (DAD) by noon on Fridays. For bi-weekly reports, these are
due the first and third Fridays of the month. Each solution and/or practice area might establish
their own review schedule to meet this deadline; however note the following:
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For the first PSR to be provided to leadership for a given project, the draft should be sent to
the CMB Chief by COB the Thursday prior for review and input. This will potentially avoid
common comments leadership might have while allowing for the project manager to ask any
questions as they may have while completing the form for the first time.
The project manager is responsible for ensuring the report is provided to the HRS DAD by
noon on Friday. Carbon copies should be provided to the CMB Chief.
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c) Storage
In addition to emailing the PSR to the HRS Deputy (this requirement might change with new
systems and tools), it is the project manager’s responsibility to save the PSR to the P:\ drive in
the following location (if you do not have access to this drive, contact HRS IT):
P:\XXXX
7) POINT OF CONTACT
If there are any questions about this SOP or the associated PSR template, contact the CMB Chief.
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