| S.No. | Field / Checkpoint | Reference | Status |
|---|---|---|---|
| A. WEEKLY SUMMARY | |||
| A1 | Week ending + period Acceptance: Reporting period clear | Standard week (Mon-Sun) | OK NC NA |
| A2 | Cumulative + this-week physical progress (% per WBS) Acceptance: Variance tabled | Compare against schedule | OK NC NA |
| B. ACHIEVEMENT VS PLAN | |||
| B1 | Planned activities + actual activities Acceptance: Variance analysis | From schedule | OK NC NA |
| B2 | Top 5 milestones achieved + delayed Acceptance: RAG status | Critical path items | OK NC NA |
| C. RESOURCES | |||
| C1 | Manpower mobilised + productivity Acceptance: Productivity index | Avg. man-days per WBS | OK NC NA |
| C2 | Plant utilisation % Acceptance: Per equipment | (Working hrs / Available hrs) × 100 | OK NC NA |
| C3 | Material stock status (critical items) Acceptance: Days-on-hand | Cement, steel, blocks | OK NC NA |
Site-level progress fluctuates daily — high-volume pours one day, finishing work the next. Daily Progress Reports capture this granular detail; Weekly Progress Reports consolidate the week's work into a meaningful narrative for PMC + client + main contractor leadership.
The Weekly Report covers: weekly activities by trade, % progress vs target, resources deployed, weather days lost, incidents + safety events, materials consumed, materials received, key issues + decisions needed.
Without structured weekly reporting, the project narrative becomes fragmented WhatsApp threads + emails. The weekly report enables: trend analysis, predictive scheduling, executive visibility, contractual proof-of-progress for RA bills.
Section 1 — Summary: - Week number + dates - Cumulative % complete vs target - Schedule variance (ahead/behind) - Cost variance (vs budget) - Safety: incident-free days
Section 2 — Activities by Trade: - Civil works (concrete pours, masonry, formwork) - MEP works (HVAC, electrical, plumbing, fire safety) - Finishes (plaster, painting, flooring, tiles) - Specialty (lifts, cladding, glazing) - External works (drainage, paving, landscaping)
Section 3 — Resources: - Crew sizes deployed per trade - Equipment / plant operating - Subcontractors active
Section 4 — Materials: - Major materials consumed (cement, steel, aggregates) - Materials received (with quality acceptance status) - Pending procurement
Section 5 — Safety + Quality: - Incidents / near-misses - QA/QC tests performed + results - Outstanding NCRs (non-conformances)
Section 6 — Issues + Decisions: - Issues affecting schedule - Decisions pending from client / PMC - Major risks for following week
Section 7 — Next Week's Plan: - Critical activities planned - Resource mobilisation needed - Key milestones
1. Not issued weekly — gaps in reporting; trends invisible. 2. Too long — 10+ page reports nobody reads; should be 3-5 page. 3. No KPI consistency — different weeks use different metrics. 4. Photos missing — visual context absent. 5. No look-ahead — focuses only on past; doesn't help leadership plan. 6. Late issuance — issued on Wednesday for previous week; loses relevance. 7. Inconsistent format — different report writers use different layouts; comparisons difficult. 8. No action tracking — issues raised but no follow-up in subsequent reports.
Companion formats: - Daily Progress Report — Site (FMT-SIT-016) — daily reporting - Weekly Progress Report (PMC-RPT-RPT-009) — PMC consolidated version - Daily Progress Digest (PMC-RPT-RPT-010) — management-level summary - Monthly Progress Report (MPR) — formal client deliverable
Project management standards: - PMBOK Guide — Performance Reporting - PRINCE2 — Checkpoint Reports - ISO 21500 — Project, Programme and Portfolio Management