A Detailed Project Report, otherwise known as DPR, is a detailed, three-part analysis, prepared by professional project consultants to provide support for the strategic management of projects. The report identifies strengths and weaknesses in the project, identifies opportunities for improvement, identifies and addresses risks, and recommends actions that need to be taken to address these issues. It is designed to help project managers reduce risk and/or focus on issues that may result in significant savings, enhancements, or increased returns to stakeholders. The report is reviewed by at least one independent consultant and accepted as accurate, unbiased, and complete by all other consultants. The report is also used by the project manager and other management team to address specific concerns.
The term ‘detailed project report’ (or means “a written statement of the condition of the project, obtained from an unqualified person qualified to give advice”) refers to a written report that identifies, assesses, outlines, evaluates, and recommends actions to be taken. The term ‘management plan’ refers to the management plan or charter that describes the goals and objectives of the project, who will be managing it, how they will do it, when it will be completed, and how they will make financial payments. The terms ‘financial model’ and ‘model schedule’ refer to the financial models and schedules used to generate the budget and work plans. The term ‘managerial plan’ refers to the formalized plan of action, which will be implemented by the principal executive and approved by the Board of Directors. Each of these four levels or stages is described below.
In order to prepare a detailed project report, a project team first must identify, discuss, and evaluate the status of each aspect of the projects’ management. This can include assessing: the current state of the project, the status and events leading up to its current status, the current status of each of the project’s major components, the status of the project as of the end of the current period of work, and the status of the project at the end of the current period of work. This entire process requires intensive analysis. Project report consultants can assist with this analysis by providing appropriate data and information that can be interpreted and used in the creation of a detailed dpr.
The next step in the process is to create a project completion schedule (or CDR). A project completion schedule means the schedule of all activities resulting in the successful completion of a project, including all activities that were initiated before the initiation of the schedule and those that were initiated after the schedule was created. A typical CDR is approximately two pages long. It consists of three parts: the project title, description of the activities that are required to complete the project, and the time line for each activity. If a title or description of the activity does not explicitly identify it, the word “to” should be included in the title or description to give an indication of what the activity is called and what it is expected to accomplish.
The next stage is to generate the project report. A project report is the documented record of all activities that have been performed during the course of the project. It includes all major tasks and sub-tasks, as well as those that have been outsourced or are being performed by external sources. A project report can also include recommendations for improving project management techniques, software changes, or other changes that have been approved by management. Typically, a project completion schedule will contain one item per page of the document, with page numbers often denoting the portion of the schedule that relates to that particular item.
The final step in the process is the review and approval of a detailed project report. When a project is initiated, it is generally written on an internal operating manual (usually referred to as a P&E manual). This manual will specify the purpose of the project, its intended results, and the steps that will be required to achieve those results. In addition to containing a project description and a detailed schedule, the manual will also include a brief overview of the project’s requirements, along with the decision to proceed with the project and the name of the Project Sponsor. The project sponsor is the individual or group that has responsibility for approving or rejecting a project and ultimately its completion.
Once a project is completed, the organization must take steps to ensure that the project meets its goals and objectives. Internal controls must be in place to ensure that the project follows the plans and stays on track. Internal controls could include processes for managing project reviews and approvals, quality assurance processes, work instructions, project tracking, assignment of work, assignment of responsibilities, and project closure. External controls can include the use of project accounting and reporting systems, use of P&E tools, and use of P&E analysis tools. All of these are essential to the successful achievement of the organization’s goals.
Many project managers struggle with the concept of how to write a detailed project report. While there are a number of different ways to write such a document, the end result is usually the same. The project report should describe the project as it exists at the present time. It describes the quality of the project, the cost, the scope, and any issues or problems that have arisen during the project. At the end of the report, there should be a brief recommendation and a call for action. The recommendation should be well written and should outline what was done to correct the problems and make the project successful.