State of Minnesota

<project name> Project

Monthly Status Report (Example)
Project Name: Example Project Reporting Period: November, 2004

Project Manager: Name, Title

Project Owner: Name, Title
Project Sponsor: Name, Title

Executive Summary
Overall Status: Yellow

Green Yellow Red

Reason for Deviation
(Controlled) (Caution) (Critical)
Budget
Schedule Deliverable XYZ delayed

Scope External project deliverable strategy being redefined

Comments:

 Definition of the XYZ deliverable needs to be finalized. Content is currently being

generated. This important deliverable will need to be reviewed and updated for high quality.

Controls
Issue Status:

• A strategy needs to be established and agreed upon relative to responding to requests for
information associated with the project. This issue is being worked.
Change Status:

• XYZ deliverable due date changing from 3/7/2005 to 3/21/2005.

Risk Status:

• Risk: There is risk that the project accomplishments could lose their impact and the needed
momentum for the follow-on effort could be minimized if a transition plan to the next phase
is not defined and executed.
Mitigation: The following two activities are being initiated:
1.A communications plan is being developed and executed to support the
involvement of the Governor’s office and related legislative sponsorship.
2.A program portfolio for the follow-on effort is being generated. A transition work plan
will capture the recommendations of the project. Follow-on project initiatives will be
developed based on the recommendations of the project.

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 Budget

Budget Status as of 10/31/2004

Original Current Spent to Est. to Current

Expense Budget Budget Date Complete Forecast Variance
Labor
Internal 3,659,200 3,732,800 3,585,600 147,200 3,732,800 0
External 2,500,000 2,500,000 2,125,000 375,000 2,500,000 0
Hardware 0 0
Software 0 0
Other 0 0
Total $6,159,200 $6,232,800 $5,710,600 $522,200 $6,232,800 $0

Budgetary Comments:
• Burden rate of $100 per hour assumed for internal resources
• Spent to date is estimated based on a linier prorated over time algorithm

• Internal budget does not include steering committee member resources

• Increase in internal current budget is due to two additional weeks of deliverable generation

• Internal budget includes state resources deployed on the effort

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 Scheduled Milestones / Deliverables

Approved Current
Milestone Actual Status
Schedule Forecast
Start Project 6/1/2004 6/1/2004 Complete

Vendor RFP posted 6/19/2004 6/19/2004 Complete

Vendor selected 7/21/2004 8/8/2004 Complete

Vendor contract awarded 9/1/2004 9/25/2004 Complete

Program resources identified 9/9/2004 Complete

Steering Committee identified Complete

Phase I kick-off 10/8/2004 10/13/2004 10/13/2004 Complete

Communications Plan available 10/10/2004 10/10/2004 Accepted

Activity completed 12/8/2004 12/8/2004 Complete

Activity completed 12/8/2004 Complete

Activity completed 12/8/2004 12/15/2004 12/15/2004 Complete

DEF Deliverable available 12/29/2004 12/29/2004 Accepted

GHI Deliverable available 12/29/2004 120/29/2004 Accepted

Phase II kick-off meeting 1/1/2005 1/1/2005 Complete

Phase III kick-off meeting 1/6/2005 1/6/2005 Complete

JKL Deliverable available 2/3/2005 2/17/2005 In Review

XYZ Deliverable available 3/7/2005 3/21/2005 Redefined

Records Retention Plan executed 3/30/2005 Yellow

Project complete 3/31/2005 Green

Note: Bold milestones are key external project deliverable

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 Accomplishments & Plans

Accomplishments during this Reporting Period:

• Continued to execute the communications plan.

• Held several steering committee meetings. Reviewed and approved deliverable

• Subcommittee of the Steering Committee evaluated and categorized recommendations and

opportunities.

• Developed a work plan to schedule final update, review and acceptance of the project
deliverable.

Plans for the next Reporting Period:

• Develop, review and accept the XYZ deliverable.
• Review, update and accept all the vendor deliverable.

• Organize and archive all project materials.

• Execute the Records Retention plan.

• Start to initiate a transitional communications plan and program portfolio for the next steps
that can be handed off to the program office that will be recommended by the project.
• Continue to maintain the project control practices – steering committee meetings,
status reporting, issues management, change control, work plan, budget management,
document management and risk management.

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 Project Definition
Project Description
This section contains a brief description of the business need that drives the project.
The project will accomplish the following activities to support this vision:
 Broad description of activity
 Broad description of activity
Project Definition

Business  Providing modern, comprehensive and user-friendly electronic

Objectives access to government program.
 Decreasing the administrative cost of providing the service
while increasing the quality and efficiency.

Scope  Identify business transactions performed by the program,

documented in the form of a current business process model
 Identify information requirements of the business transactions
performed by the program, documented in the form of a data
flow diagram
 Identify technologies used by the program, documented in the
form of a current technology model
 Identify potential opportunities to improve efficiency and
effectiveness through the use of streamlined processes,

Assumptions  The program’s resources meet the requirements (skills,

experience and time commitment) specified in the “Roles and
Responsibilities” and “State FTEs” attachments to the
Statement of Work.
 Existing procedural and system documentation for all in-scope
businesses and systems will be available to the project team
very early in the project.
 The approach to this project is based on the vendor’s
methodology for organizational performance enhancement.
 It will be the State’s responsibility to review, verify, and confirm
the accuracy of the data provided to the project team by each
agency.

Dependencies  The Governor’s budget process

 Constraints governed by the Data Practices Act
 Constraints inherent in an aggressive project schedule

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