# Steering Committee Report: [Project name] – Meeting YYYY-MM-DD

> Report to the project steering committee: executive summary, decisions
> requested, status dashboard, financials, escalated risks and issues,
> change requests, roadmap and next meeting. Based on common project
> governance practice. Replace every `[bracketed]` value and every row
> marked *Example*.

<!--
Guidance: How to use this template
- Write for decision makers with ten minutes to read. Put decisions requested on the
  first page, with options and a recommendation.
- Send the report at least three working days before the meeting so members can
  prepare; the meeting is for decisions, not reading.
- Escalate only what is outside the project manager's or sponsor's tolerance, plus
  anything the committee asked to see.
- Use the same RAG definitions as the status report.
-->

| Field | Value |
|---|---|
| Project | [Project name] ([code]) |
| Meeting date | YYYY-MM-DD |
| Report number | [5] |
| Prepared by | [@project-manager] |
| Sponsor and chair | [@sponsor] |
| Members | [Names and roles] |
| Overall status | [Green / Amber / Red], previous [Green / Amber / Red] |
| Stage | [Build and test, gate G3 due YYYY-MM-DD] |

## 1. Executive summary

<!-- Guidance: Three to five sentences: status, main change since last meeting, decisions needed. -->

[Three to five sentences on overall status, key achievements since last meeting, the main concern and what the committee is asked to decide.]

*Example:* The project is Amber. Design was approved and the vendor is building; go-live remains forecast for YYYY-MM-DD, but buffer use has reached 60% after the accessibility change. Cost forecast is 2% over the original baseline, within contingency. The committee is asked to approve CR-009 and to note the escalated vendor staffing risk.

## 2. Decisions requested

<!-- Guidance: Each decision gets options, a recommendation and the consequence of not deciding. -->

The committee is asked to make the following decisions.

| # | Decision | Options | Recommendation | Impact | Deadline |
|---|---|---|---|---|---|
| D1 | *Example:* Approve CR-009, extend hypercare by 2 weeks | A: approve (+12,000 EUR); B: reject | A, funded from contingency | Covers the first month-end cycle after go-live | YYYY-MM-DD |
| D2 | *Example:* Accept residual risk RSK-001 at score 12 | A: accept; B: fund backup developer (+20,000 EUR) | A, with monthly review | Saves 20,000 EUR; slight schedule exposure | This meeting |
| D3 | [Decision] | [Options] | [Recommendation] | [Impact] | YYYY-MM-DD |

Items for noting (no decision needed): [vendor change of account manager; training plan approved by HR].

## 3. Status dashboard

<!-- Guidance: One line per dimension with RAG and trend. Comments explain any Amber or Red. -->

Status by dimension:

| Dimension | Status | Trend | Comment |
|---|---|---|---|
| Schedule | *Example:* Amber | Worse | M3 forecast +4 days; buffer 60% used |
| Cost | *Example:* Green | Steady | EAC 488,000 EUR vs BAC 478,500 EUR (+2%) |
| Scope | *Example:* Green | Steady | One approved change (CR-007) this period |
| Quality | *Example:* Green | Better | Severity 1 and 2 defects down to 5 |
| Risks | *Example:* Amber | Steady | One High risk escalated (section 5) |
| Benefits | *Example:* Green | Steady | Baselines measured; targets unchanged |

Milestones:

| ID | Milestone | Baseline | Forecast | Status |
|---|---|---|---|---|
| M2 | Design approved | YYYY-MM-DD | Achieved YYYY-MM-DD | Achieved |
| M3 | UAT complete | YYYY-MM-DD | YYYY-MM-DD | At risk |
| M4 | Go-live | YYYY-MM-DD | YYYY-MM-DD | On track |

## 4. Financials

<!-- Guidance: Show budget, actual, forecast and contingency. Reconcile with finance before sending. -->

Financial position at YYYY-MM-DD (EUR):

| Item | Approved budget | Actual to date | Forecast at completion | Variance |
|---|---|---|---|---|
| Cost baseline | *Example:* 435,000 | 241,000 | 444,500 | -9,500 |
| Contingency | 43,500 | 18,000 used (CR-007) | 25,500 remaining | n/a |
| Total budget | 478,500 | 241,000 | 488,000 incl. CR-009 | -9,500 |

Earned value indicators: CPI [0.97], SPI [0.94]. With $EAC = BAC / CPI$, the cost forecast is consistent with the line above within [1%].

## 5. Risks and issues escalated

<!-- Guidance: Only items needing committee attention. Say what you want from the committee for each. -->

The following items are escalated.

| ID | Description | Score / priority | Actions taken | Ask of the committee |
|---|---|---|---|---|
| RSK-001 | *Example:* Vendor developers may be withdrawn for another client | 12 (Medium, was 16) | Named-team clause enforced; extra developer added | Accept residual risk (D2) |
| DEP-002 | *Example:* CRM project needs our data feed earlier than planned | At risk | Options analysed with CRM PM | Confirm priority between the two projects |
| [ID] | [Description] | [Score] | [Actions] | [Ask] |

## 6. Change requests

<!-- Guidance: List change requests decided since last meeting and those awaiting committee decision. -->

Change requests since the last meeting:

| CR ID | Title | Impact | Decided by | Decision |
|---|---|---|---|---|
| CR-007 | *Example:* Accessibility audit before UAT | +18,000 EUR, +5 days (buffer) | Sponsor | Approved with conditions |
| CR-009 | *Example:* Extend hypercare by 2 weeks | +12,000 EUR | Committee | For decision (D1) |
| [CR-nnn] | [Title] | [Impact] | [Forum] | [Decision] |

## 7. Benefits outlook

<!-- Guidance: Short. Flag any change to expected benefits or their timing. -->

Expected benefits are unchanged from the business case. Baselines for B1 to B4 were measured on YYYY-MM-DD; the first post-go-live measurement is planned for YYYY-MM-DD.

## 8. Roadmap

<!-- Guidance: Show the next three to six months at summary level so the committee sees what is coming. -->

The roadmap for the coming period is:

```mermaid
gantt
  title Roadmap to handover
  dateFormat YYYY-MM-DD
  section Delivery
  Build complete       :done, r1, 2027-04-01, 20d
  UAT                  :active, r2, after r1, 15d
  Go-live              :milestone, r3, after r2, 0d
  section Transition
  Hypercare            :r4, after r2, 28d
  Handover and closure :r5, after r4, 10d
```

| Period | Key outcomes | Gate or decision |
|---|---|---|
| Next 4 weeks | UAT complete, training 80% delivered | G3 readiness |
| 4 to 8 weeks | Go-live, hypercare | Go-live decision |
| 8 to 12 weeks | Handover, closure report | G4 and closure |

## 9. Actions from previous meeting

<!-- Guidance: Report on every action. Close or re-date; never let actions disappear. -->

Status of actions from the last meeting:

| # | Action | Owner | Due | Status |
|---|---|---|---|---|
| A-12 | *Example:* Confirm HR release of staff for training | HR director | YYYY-MM-DD | Done |
| A-13 | *Example:* Agree data feed date with CRM project | Project manager | YYYY-MM-DD | Open, see DEP-002 |
| [A-nn] | [Action] | [@owner] | YYYY-MM-DD | [Status] |

## 10. Next meeting

<!-- Guidance: Date, expected decisions and any pre-reads. -->

The next meeting is on YYYY-MM-DD. Expected decisions: [G3 gate approval, go-live date confirmation]. Pre-reads will be sent by YYYY-MM-DD.

## Standard and licence note

Based on common project governance practice for steering committee
reporting. This template is original text written for this collection.
Template licence: MIT.