For instance, the organization may have a requirement that all projects have their schedules reviewed, but the schedules that are reviewed will be different for each project. The problem with many progress reviews is that they focus almost exclusively on cost and schedule concerns. While these factors are important, the prime focus of progress reviews should be on ensuring that benefits are being accomplished, that risks are being managed, and that the project is still meeting strategic needs. The organization should have a documented process detailing how reviews will be conducted, what data and project information is required, and how decisions will be made based on the results of the project reviews. This process should include identifying roles and responsibilities for making decisions, as well as rules for how the project decisions will be made.
Some organizations use a traffic-light method to help make project decisions.
Projects are given red, yellow, or green lights depending on how the project rated against expected performance measures. Yellow lights indicate that management action is necessary to avoid potential problems affecting project outcomes. Red lights indicate that major problems have already occurred. In addition, the organization should have procedures in place to ensure that information from this quality assurance function is integrated in to the project review process. Finally, the organization should have mechanisms in place to ensure that project teams are complying with the control process.