Format, Progress Reporting, Updating, and Distribution

DOE-STD-1050-93

The following points on schedule distribution should be considered:

Detailed information should be limited to the needs of the recipient. For example,

a machinist overhauling a valve may need only start and finish times. The

supervisor, however, should know the work scheduled several days in advance so

availability of needed tools, materials, and required support may be ensured. The

discipline manager should require advance schedule information for all associated

work so assignments may be planned.

Progress information should be summarized for management personnel,

emphasizing problem areas and potential problem areas. Progress associated with

the critical path or near-critical path should receive particular attention.

The schedule information provided should be concise and understandable to the

user.

The fundamental principles of a progress reporting sy stem should be simplicity,

accuracy, and timeliness. The individuals responsible for the work also should be

responsible for progress reporting. To be most effective, the reporting sy stem should

be structured to be useful to those reporting and doing the work. The information

requested should be limited to the minimum required.

The individuals responsible for progress reporting should be selected, by name, in

advance of the start of the maintenance activities. Training should be held for those

selected to ensure they understand the reporting sy stem, the information needed, and

how the information may be used. The need to report problems should be emphasized.

Reporting should be more accurate and timely if the need for the data is fully

understood. Vendors and contractors should be included in the progress reporting

sy stem.

Progress may be reported in a number of ways, some of which depend on the particular

scheduling sy stem used. For some sy stems, reporting start date, time, and remaining

duration has been effective. An effective method is marking up daily schedules used

by the work groups and returning them to the scheduling organization. Reporting

progress relative to intermediate milestones also is useful.

As mentioned in section 3.5.1 of this guideline, "Schedule Requirements," the schedule

should be current. The schedule should be updated regularly, based on the progress

reports. The interval of updating should depend on the rate of change. For major

changes and changes affecting the critical path or near-critical path, daily updates may

be necessary. The key is that the schedule is maintained credible and provides the

guidance needed to those responsible for performing the work.