6.5.6 Management Reporting

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The Management Reporting procedure ensures that the information related with the appearance of a problem in the execution of the contract reaches timely those who have the power to act accordingly by taking immediate measures. For example, when the performance of the Contractor is deemed by the Project Manager (or the Engineer) as non satisfactory, the Management of the Contracting Authority must be notified in order to decide whether to propose the forfeiture of the right of participation of the specific Contractor in future tenders for public contracts (see Paragraph 6.6.1).

In the context of contract administration, the Project Manager (or the Engineer) has the responsibility to inform the main stakeholders (Project Steering Committee, Senior Management of the Contracting Authority, Project Owner, and Funding Agency) about the progress of implementation of the Project and the performance of the Contractor. To this end, he/she regularly drafts (usually every quarter or six-month period depending on the duration and particularities of the contract) Project Status Reports which include the presentation of a general picture of Project progress during the reference period and issues are raised which require immediate decision making to be resolved. In order to draft these Reports, the Project Manager (or the Engineer) uses the information he collects from the Contractor through the Progress Reports that the latter submits regularly in the periods set forth in the contract

It is pointed out that for the Progress Reports as well as the Project Status Reports to be useful, the data they include must be presented in such a way that it allows for comparisons with what is described in the contract. The Project Status Reports must reflect all of the modifications in the contract, as well as any changes agreed with the Contractor in writing. For example, if during the reporting period a change in the duration of a certain activity is deemed necessary and agreed upon, this must be clearly reflected in the implementation schedule which will be included in the Report. This of course does not mean that the agreed changes must also be accompanied by a revision of the baseline schedule, because this way the implementation schedule will be constantly changing and the Project Status Report will not reflect the actual picture.

In cases of low risk contracts, during the execution of which there is no particular information required to monitor the performance of the Contractor, the reports to the Management may be made in the form of "exception reports" when a certain deviation is observed from the provisioned performance of the Contractor.

Note that in cases where monitoring the execution of the contract and performance of the Contractor are assigned, by the Contracting Authority, to another economic operator, then this operator shall have the responsibility to prepare the respective Reports and keep the Contracting Authority informed about the status of the Project. This practice is one that is frequently applied in construction projects (building or civil engineering works).

More detailed information and indicative contents of the Progress Reports and Project Status Reports as well as a template of the latter are presented in Chapter 7 "Project Management" (section 7.5.9 "Communication Management," §7.5.9.2).


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