Project Governance Plan: ATA East Timor Solar Project - Report

This report outlines a project governance plan for the installation of solar projects in East Timor, addressing the need for effective project monitoring and control. It details the background of the project, emphasizing the importance of tracking costs and schedules. The report recommends Earned Value Management (EVM) for cost and schedule tracking, highlighting its advantages in project performance measurement. It further discusses the structure and formats of project reports, suggesting email as the primary communication medium, with daily reports and bi-weekly stakeholder meetings. The report also defines the frequency and attendees of project governance meetings, emphasizing the importance of key decision-makers. Finally, it specifies the format and frequency of reports to the CEO and project board, ensuring they remain informed about project progress. The report aims to provide a comprehensive framework for managing the East Timor solar project, ensuring its successful execution and alignment with stakeholder expectations.

Running head: PM
Project Management
Name of Student
Name of University
Author Note

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Table of Contents
Introduction..........................................................................................................................2
1. Background......................................................................................................................2
2. Cost and Schedule Tracking Methodology......................................................................3
3. Project Reports: Structure and Formats...........................................................................4
4. Project Governance Meeting: Frequency........................................................................6
5. Format and Structure of Project Report...........................................................................7
Conclusion...........................................................................................................................8
References............................................................................................................................9

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Introduction
The undertaken report aims in development of the execution plan for Installation of solar
projects in East Timor. The project deals with working on a village lighting scheme that would
enable the entire village community in making use of solar energy for performing the different
kinds of household works. The project has been proposed and the major planning and scheduling
works for the project has already been completed. However, currently, Kate finds it important to
impose an easy method of tracking the project progress. Kate wants to check the progress of
project by reporting the basic process of project governance. A regular project summary should
provide Kate with a detailed knowledge of the project reporting and the project monitoring
process. The project of installation of a solar panels in East Timor is a complex project as it deals
with installation of the solar panels in the entire East Timor Region. Therefore, effective tracking
of the schedule and the cost requirements of the project is important (Too and Weaver 2014).
The undertaken report deals with discussing the background context of the project and
suggesting a correct method for tracking the cost and the schedule of a particular project. The
report will further discuss the format of reports, frequency of project governance and structure of
project report that will be circulated among the project team.
1. Background
The planning procedure of the ATA project is completed and the plan for execution of
the project has been formalized. Therefore, it is critical for Kate to enforce proper process of
monitoring and controlling the undertaken project. It is necessary to identify the type of
information that Kate needs to provide to the stakeholders and the CEO so that they get an idea
of the progress of the project.

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Kate would monitor and control the progress of the project by tracking the actual project
performance. Kate will supervise the actual works performed in the project and will link it to the
planned work. If the actual work and the planned work matches, it can be said that the project is
being executed as per the plan. On a contrary if the actual project work does not matches the
planned work, the project needs to be put to scanning. For monitoring and controlling the project,
Kate might appoint a project supervisor who will supervise the project progress and generate
regular progress report that can be shared with the project stakeholders.
The stakeholders of the project needs to remain assured that the Est Timor project is
being executed as planned. This will increase the stakeholders’ involvement and engagement
with the project. The data or the information that needs to be provided to the stakeholders
include the progress report that will be developed by the project supervisor (Kerzner 2017). The
progress report that will be prepared during project supervision will provide the stakeholders
with an idea of the works that are executed in the project (Kerzner 2018). The progress report
will be prepared in English and can be prepared in other languages as well as per the requirement
of the stakeholders. The progress report will contain the briefings of the project progress along
with the issues that the project might face.
2. Cost and Schedule Tracking Methodology
There are a number of procedures that can be considered for tracking the cost and the
schedule of the East Timor project. It is necessary to have an accurate project estimate along
with a robust project budget to deliver the project as per plan. On setting up of a realistic project
budget, it is necessary to track if the cost and the schedule of the project is managed correctly

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(Musawir et al. 2017). The various methods of tracking the cost and schedule include earned
value management, forecasting, TCPI, variance analysis and performance reviews.
Among these processes, the option of earned value management (EVM) is chosen.
Earned value management mainly enables measurement of the project performance by the
project manager and is also effective in finding the major variances linked with the project
(Fleming and Koppelman 2016). The main advantage of EVM is that this particular method can
be used for effective cost and schedule control (Young 2016). These two factors are important in
development of a project forecast. The other methods are not chosen for this task mainly because
forecasting is not effective in case of real time updates, while variance analysis is quite a lengthy
process. Therefore, the other options are not chosen for tracking the project’s cost and schedule
(Muller 2017). The project team will be evaluating the project’s cost and schedule by using the
method of EVM to provide accurate data to the stakeholders of the project.
The advantage of EVM method is that it provides a proper analysis of the actually cost
and the planned cost. EVM is used for predicting the future performance of a project by
analyzing the past performances (Biesenthal and Wilden 2014). It provides a clearly defined
quantitative metric linked with the project. However, the main risk linked with the process of
EVM is that if the future prediction is wrong, it will largely effect the cost and schedule
performance of the project.
3. Project Reports: Structure and Formats
This section of the report aims in analysis of the discussing the format of the data that is
to be presented to the stakeholders of the project.

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It is recommended that the project progress report will be presented to the stakeholders
and medium through which this data will be presented is email (Boyle 2017). The email is
chosen to be the correct format as it will be easier for the team to communicate the project
progress report to the stakeholders through email.
The project progress report is prepared daily and is shared on a daily basis. This takes 3
hours per day. The money spent in this process is quite minimal as the progress report is shared
over email.
However, stakeholders’ meeting is arrange once in two weeks for the explanation and
commentary of the issues and progress of the project. This can be a physical group meeting or
can be occur in form of teleconference as well.
Since the report is being generated for the East Timor project management team and the
governance board, a particular format is followed for preparing the project progress report. The
frequency of the group meeting can be altered as per the needs of the project or the decision
making needs in the project.
Generation of project report are considered to be one of the most important needs of
project execution particularly when the progress report is circulated to the stakeholders of the
project, it main issues linked with the project are acknowledged as well (Ahola et al. 2014). The
stakeholders are provided with an idea of the performance measure of the project and the actual
work done (Hardin and McCool 2015). These information is an important consideration of the
project governace board of the ATA project and therefore, a particular structure is followed for
communicating the project report with the project team.

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The process of sharing the progress report over email is chosen in order to propose an
effective method of communication (Joslin and Müller 2015). This method is quite effective in
terms of addressing the key aim of sharing the progress report and also considers the suitability
of using a medium that can reach the project governace board in an efficient way (Meredith et al.
2017). The sharing of the project report should be associated with regular project governance
meeting which can ascertain that each of the project team members and stakeholders of the East
Timor project has the correct information regarding the progress of the project.
4. Project Governance Meeting: Frequency
As indicated in the previous section, the project governance meeting is an important
consideration of project governance as it will help in discussing the issues that needs immediate
attention. The solar projects in East Timor is an important project as it deals with installation of
the solar panels at various locations. The success of the project therefore largely depends on the
effective project monitoring and governance (Guo et al. 2014). Therefore, project governance
meetings are important for evaluation of the risks and the issues that the project might face while
it is being executed.
The governance meetings are important and therefore the frequency of governance
meting needs to be high. Therefore, for the East Timor project, the governance meeting is held
once in every two weeks. The meetings could be face to face meetings or meeting trough
teleconference calls. The frequency of the meeting could be altered as per the need of the project.
The project governance meetings will be a major influencer of decision making process
related to the East Timor project and therefore, the attendees of this meeting should be selected
with high precision. The list of attendees of the project governance are indicated as follows-

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1. Kate
2. Project manager
3. The consultant
4. The technical Experts
The above four individuals are the key attendees of the project governance meeting.
These four attendees are chosen for the meeting as these for individual are the key decision
maker of the project. The project manager is a part of this meeting as this particular individual
will have an idea of the major risks and issues persisting in the East Timor project (Joslin and
Müller 2016). The other individuals also have an idea of the project and therefore, each of those
individuals could be an efficient decision maker (Biesenthal and Wilden 2014). This is the main
reason behind including all those individuals in the project governance meeting. However, in
some project governace meetings, the project team members could participate as well if they
have any queries that needs to be resolved. Thus, the attendees of the project governance meeting
may not be fixed and could alter as per the requirement.
5. Format and Structure of Project Report
The project report needs to be forwarded to the CEO and the board in regular intervals.
An appropriate format of project reporting is needed to be followed while forwarding the report
to the CEO. It is recommended that the project report is to be submitted to the CEO once in
every month so that the CEO and the project board remains informed about the project progress.
Thus, the format that is chosen for the project report to be forwarded to CEO involves
both hardcopy and softcopy. The structure to be followed while generation of the report for the

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CEO is to be very brief and concise (Biesenthal and Wilden 2014). A softcopy is to be sent to the
CEO and the boards along with the hardcopy to eliminate issues arising from misplacing of the
hardcopy (Frijns, van Leeuwen and Bierwolf 2017). This format will be appropriate as it will add
to the necessary documentation linked with the East Timor project.
Conclusion
The report aims in discussing the procedure of project monitoring and control. The data
that is needed to be provided to the stakeholders and the CEO of the East Timor project is
identified in the report. It is necessary to execute an effective project monitoring and the control
process to ascertain that the plan that has been made for installation of the solar panel are being
appropriately followed by the team members. The report gives an idea of the various monitoring
and the control process that are to be in place to ascertain the success of the project. In this
report, the most effective method of cost and schedule tracking in terms of project management
is discussed. The advantages as well as the disadvantages of the proposed method is discussed as
well. The format and structure of the project reports that should be shared with the manager and
the team is discussed along with the format of the report that is needed to be shared with the
CEO and the project board. Effective cost and schedule tracking is one of the most important
needs of effective governing of the project.

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References
Ahola, T., Ruuska, I., Artto, K. and Kujala, J., 2014. What is project governance and what are its
origins?. International Journal of Project Management, 32(8), pp.1321-1332.
Biesenthal, C. and Wilden, R., 2014. Multi-level project governance: Trends and
opportunities. International Journal of Project Management, 32(8), pp.1291-1308.
Boyle, G., 2017. Design project management. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Frijns, P., van Leeuwen, F. and Bierwolf, R., 2017, June. Governance–what governance?.
In 2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC) (pp.
226-230). IEEE.
Guo, F., Chang-Richards, Y., Wilkinson, S. and Li, T.C., 2014. Effects of project governance
structures on the management of risks in major infrastructure projects: A comparative
analysis. International Journal of Project Management, 32(5), pp.815-826.
Hardin, B. and McCool, D., 2015. BIM and construction management: proven tools, methods,
and workflows. John Wiley & Sons.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.

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Joslin, R. and Müller, R., 2016. The relationship between project governance and project
success. International Journal of Project Management, 34(4), pp.613-626.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.
Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2017. Project management: a managerial
approach. John Wiley & Sons.
Muller, R., 2017. Project governance. Routledge.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.
ul Musawir, A., Serra, C.E.M., Zwikael, O. and Ali, I., 2017. Project governance, benefit
management, and project success: Towards a framework for supporting organizational strategy
implementation. International Journal of Project Management, 35(8), pp.1658-1672.
Young, T.L., 2016. Successful project management. Kogan Page Publishers.