MANUAL FOR THE PROJECT FOLLOW-UP REPORT

STRATEGIC
The objective of this document is to establish a basic structure for a
report on the strategic projects that the Department must execute
Logistical.
Project status reports are timely updates on
the progress of the projects. If they are written concisely, the reports
Project reports provide general information about the progress of a project.
In this way, team members get an overview at a glance.
general about what happens within the project.

If you regularly share project status reports, you

it will be very useful and key to keep everyoneparticipants of the
projectaware of what is happening and aligned regarding how it progresses.
The reports contain the answers to what everyone wants to know, even
before they start asking questions. They show the team that everything
It is in progress and advancing appropriately.

The frequency with which you share status reports will depend on the
schedule of each project. For some, it is convenient to create reports
weekly, while in other cases it is only necessary to update them once
once a month. The idea is for the report to be able to identify if the project
is in progress, at risk, or delayed.

Structure for the monitoring of strategic projects

The structure of a Project is an important communication tool.
and should be used by executives and project managers to
provide information about what is happening to the different ones
members that make up the team of Directors and the stakeholders.
Therefore, it is of utmost importance to be aligned with the type of report or
progress report and verify if it accounts for the objectives
Institutional strategic.

In the Logistics Department, two reports are delivered annually to the Director.
the first in May and the second in November of each year. In this regard, the
The first report for the month of May provides insight into the progress of the projects.
of the current year with the approved budget of the same year, and along with it the
completed drag projects that were approved with funding
budgetary from previous years. The second report as of November allows
to know a significant percentage of the projects that are finished or that
They are expected to finish at the latest before the end of the year with the resources.
approved budgets for the current year.

It is proposed that the current structure considers the following aspects:

Homogeneous name for each project

Executive summary
Introduction
 Project description
The problem
The objective
Relevant background
Externalities
Indicators
Conclusions and recommendations

The name of a project must be clear and simple,

but at the same time convey what is wanted to be achieved. The name of
The project, although defined by the technical unit, can be discussed and sanctioned.
together with the interested parties so that at the time of publishing in
Public Market of clarity to the bidders of what the intention is that
the Institution pursues.

Another option is simply to use the name that the project already has, to be
clear and that these are replicated in each report to be incorporated (excel,
doc and Semiannual report.

Example

Acquisition of rapid intervention vehicle for emergencies

The Summary: Project status reports are not reports in

real time. They are summaries of the work that was done in the project
for a specific time (month, quarter). They offer the possibility that
the members of the project are always informed about whether it is being
complying or not with itproject plan.

Often, it is useful to have this information available at a glance, allowing

that new members of the project or the Authorities have a view
simplified of the projects. It also helps to share in a concise way
the main points of each project, without losing the reader's attention or
Authority to which this is addressed.

In general, executive summaries consist of four parts:

Start with the problem or need that the document addresses.

Briefly describe the project or projects.
Indicate the relevant values.
It ends with a conclusion about the importance of work.

In particular, in the reports submitted by the Management and Control Section

Institutional Projects allows to report twice a year through
an executive summary of the achievement reached in the development of the projects.

In addition, it is proposed that each team member submits a summary of

no more than one page in which to report the number of ongoing projects and
finished, highlighting the most relevant aspects of each of them. From
in such a way as to facilitate the work of management when generating the summary
general executive.

Example

Five projects have been registered as of May 2023, with a total value of
450,000,000. These projects will allow for the upgrade of the equipment or
computer hardware.

At the end of this report, 3 of the 5 projects initiated have been completed.

Introduction: The introduction of a report consists of the description of

clear and straightforward way of presenting the event or topic to be addressed in general
about the projects, which should allow the reader to understand what it is that is coming
to be found in the rest of the work or report presented. It should consider among
its essential aspects the objective of the report or the topic that will be addressed, the
justification or importance that the report has for the Department
Logistical, the team that develops it, the relevant deadlines, the methodology
used to gather information, the limitations or weaknesses in the
preparation of the report and other relevant aspects that enrich it.

Example

What is presented in the report? Answer: This report incorporates the

finished and ongoing strategic projects to determine and analyze
compliance with respect to its baseline.
Why or for what is it done? Answer: One of the essential aspects
In this sense, it is to determine the reason for being or the objective to be fulfilled with it.
implementation.
How did the work develop? Answer: The methodology used for
analyzing each project is based on the information provided by the different
units involved and what was collected from the Public Market.
What is the importance or relevance of the topic addressed? Answer: To
determining the negative externalities of the project allows for not
they repeat the same mistakes and if they are positive externalities, achieve
strengthen and replicate the initiatives in other projects.
What difficulties were encountered in the achievement of the
Goals? Answer: One of the main limitations of the project is
not having timely online information to correct in time the
errors of the projects.
Project description

The problem to be solved: The definition of the problem must establish the
initial conditions or the diagnosis of what is wanted or intended to be resolved.
This issue can be extracted from the project's technical data sheet. In it
It is necessary to highlight the social impacts or aspects that it will allow.
project, since the DGAC plays a fundamental role for the citizens.

Example

Potential non-compliance with SSEI protocols for quick intervention in the face of
aviation incidents. This safeguards the lives of people, in the face of
emergency situations due to unsafe acts or unsafe conditions that
occur inside airports and on cargo and transport aircraft
of passengers.

Project objective: The objective is one of the essential aspects of

project, as it must indicate the result that is expected to be achieved with the
execution of the activities that make up the project. However, it is not enough
that this objective indicates not only the expected result but also how it is
paragraph with the objective and strategic products established in the Plan
Institutional. It should be the basis for setting goals and indicators.
to measure.

Example

Equip the National Airport Network with Rapid Intervention Vehicles to

meet SSEI protocol, especially for the airports in the Network
Airport services that do not have such vehicles. This objective is located
aligned with strategic objectives No. 1 and 2 (Obj1 "Maintain high
operational safety standards in aerial activities that are carried out in
the territory and airspace under Chile's responsibility" and Obj 2 "Maintain
high aviation security standards in the country) and with the product
strategic "Aeronautical Services."

Relevant background of the project: In this section of the project, it should be

establish the relevant milestones and follow-up that account for whether the project does not
is in progress (as it may happen), with the status report it will be known what it
delays and if there is any initiative to address those obstacles. It can be found out and
proactively inform to steer everything to the point where it should have been
always found the project. This will help identify the risks and overcome
any inconvenience before it affects the progress schedule.
the following are some aspects to consider:
 The document sent by the requesting unit that demands the need for
solve a problem. For example, the System Unit sends via
official letter No. 11/02/0591 dated January 3, 2022 requesting for
acquire a Vir Car for the Easter Island airfield for transportation
fast for emergencies.
Establish the purchase modality and the resources involved in the
investment, keeping in mind whether it is in national or foreign currency.
Example Acquisition by Public Tender, with an investment of 'USD
400,000, according to the budget execution form.
Establish the baseline deadlines and the actual execution times.
as of the date of the report and with the progress made. For example, the lead time
the project, according to the baseline, is 238 days, currently the
the project is in the stage of reviewing the technical bases with
a 43-day execution.
Establish the source from which the information was obtained.
Establish the obstacles. These can present themselves in the form ofrisks
of the projectthat prevent its implementation, unexpected excesses in
thebudgetor delays that affect theproject schedule.
Each of the main milestones established in the development must
be shown graphically with a summary Excel table that accounts for
of the project's progress. Example
project_name XXX
Purchase Mechanism foreign LP

Milestones Critical activities Date

Indicator or
Advance or percentage of
Projected Activity Executed Principal Unit
Number Name Start Final Delay in the State
(days) relevant real (days) advance or delay performer
schedule (1)

Contract
55 Finished
Review 14 January 1, 2022 to January 15, 2022 Contract Finished
Requirement
1 47 -8 -17%
of the project Corrections SALT
38 16-01-2022 Finished
Review
SAL
final 3 February 24, 2022 Finished
36 Contract Finished
First
Bases Contract
2 39 review 11 02-03-2022 to 13-03-2022 3 8% Finished
administrative
Observed 25 March 15, 2022 SAL Acceptable
0
0
3 MP Publication 21 0 21 100%
0
Evaluation and 0
4 51 51 100%
awarding 0
0
5 Contract and Purchase Order 80 80 100%
0
Total time (1) 238 91 147 62% Contract
Note:
Outcome indicator

Externalities: They correspond to the secondary effects that may be generated by the
project, these can be positive or negative

Example

With the acquisition of RX machines, the officials who

Manipulators may be exposed to radiation that affects their health.
Indicators: Correspond to a specific, observable characteristic and
measurable that is used to show the changes and progress that is happening
project towards achieving a result or goal.

Since last year, our Section has incorporated some relevant indicators.
to track the projects. The success or failure of a project,
it depends a lot on the control that is carried out during its management.

Among the most commonly used indicators for management control of the
we have budget projects and time projects. However, in a
Public institution, it is also relevant to use indicators
social measures that allow measuring the impact or benefit to be achieved with the acquisition or
project implementation.

Examples

a) Indicator of effectiveness budgetary budget

(executed/scheduled budget)*100
b) Effectiveness indicator in time execution: (Executed time of
project/Scheduled project time)*100
c) Budget efficiency indicator: ((Estimated budget - expenditure
(real)/Estimated budget)*100
d) Efficiency indicator in time: ((Scheduled time - Time
real)/(Scheduled time)*100

Conclusions and recommendations: The conclusion is a reflective review of

the results of the same, whether partial or final. It is a set of
ideas that synthesize and explain the results clearly and directly
achieved with the progress or completion of the project.

In this final part of the report, a conclusion must be made with the conditions in
that the project concludes. It is important to identify the relevant findings,
such as for example that being in the month of April, the
technical bases, or if we are with the final report by the month of November give
an interpretation of the results achieved, such as that it went
inefficient in its execution, as there is a significant delay, which
will prevent the budget spending.

Said in simpler terms, the conclusions offer the reader of the

report the perspective that is now held of the project, after having it
carried out and having understood what went well, what went wrong and what
all of this means
it impacts.

Some questions that can help define the conclusions are:

What did we learn once the project was completed? How has it changed?
our understanding of the topic it deals with?
Did our suspicions regarding the result get confirmed? Are they valuable,
Are the results obtained revealing or suggestive?
What things would we do differently if we had to repeat the project and why?
What aspects of it had weaknesses and how could they be addressed?
future?
Finally, based on the conclusions Once the result has been observed
project, we can infer some recommendations if the project it
it deserves, such as what new projects could we undertake?
Where should a continuation march towards and why?