In the context of PRINCE2 7, the Checkpoint Report is a vital progress control mechanism derived from the 'Managing Product Delivery' process. It serves as the primary communication link between the Team Manager and the Project Manager, ensuring that the project management team is kept up to date on the progress of specific Work Packages without the need for micromanagement.

The frequency and format of the Checkpoint Report are agreed upon when the Project Manager authorizes a Work Package. It can range from a formal written document to minutes from a meeting or an automated update from a project management tool. Regardless of format, its objective is to report on what has been achieved against the plan, encompassing the status of products (completed or in progress), quality activities executed, and resource utilization.

From a 'Progress' practice perspective, the Checkpoint Report provides the actual data required for the Project Manager to assess the status of the stage and subsequently compile the Highlight Report for the Project Board. It details the work completed in the current reporting period, the work planned for the next period, and any issues or risks that have arisen. Crucially, it includes a review of tolerances at the Work Package level. If the Team Manager forecasts that the Work Package will deviate beyond agreed tolerances (time, cost, or scope), this allows the Project Manager to take corrective action or escalate via an Exception Report. Ultimately, the Checkpoint Report ensures the upward flow of information necessary to maintain the 'Manage by Exception' principle.

In the context of PRINCE2 7 and the Progress practice, the Highlight Report is a vital time-driven management product used to provide the Project Board with a summary of the stage status at agreed intervals. It serves as the primary mechanism for facilitating 'Managing by Exception,' enabling the Project Board to monitor the project's health without micromanaging the Project Manager's day-to-day work.

Unlike event-driven controls (such as the Exception Report), the Highlight Report is submitted at a specific frequency—e.g., weekly or monthly—defined during the 'Initiating a Project' process or updated at stage boundaries. Its core purpose within the Progress practice is to compare actual achievements against the authorized Stage Plan. The report confirms whether the stage is progressing within the agreed tolerances for time, cost, quality, scope, benefits, sustainability, and risk.

Typical contents of a Highlight Report include:
1. Date and period covered.
2. Budget and schedule status (often utilizing a Red/Amber/Green or 'RAG' status indicator).
3. Products completed during the current reporting period.
4. Products and Work Packages scheduled for completion in the next period.
5. A summary of current risks and issues, including any changes to the risk exposure.

By reviewing this report, the Project Board can maintain oversight and provide ad-hoc direction. If the report indicates that the stage is within tolerance, the Project Manager continues work; if the status indicates a potential tolerance breach, it serves as an early warning system, though the actual breach would require an Exception Report. Ultimately, the Highlight Report ensures a consistent flow of information, preventing the communication vacuums that often jeopardize project governance.

In the context of the PRINCE2 7 'Progress' practice, the End Stage Report is a vital management product produced by the Project Manager at the end of every management stage, except the final one. Its primary purpose is to provide the Project Board with sufficient information to review the results of the completed stage and authorize the plan for the next stage. It serves as a mandatory 'go/no-go' control point, ensuring the project does not proceed without explicit approval.

The report acts as a retrospective review, comparing the actual performance of the stage against the original Stage Plan regarding time, cost, quality, scope, benefits, and risk. It summarizes the delivery of management and specialist products, highlighting any quality issues or off-specifications. Crucially, it assesses the overall health of the project by referencing the updated Project Plan and Business Case, determining if the project remains desirable, viable, and achievable.

From a Practitioner perspective, compiling the End Stage Report involves aggregating data from the Daily Log, Issue Register, Risk Register, and Quality Register. The Project Manager must analyze the impact of the stage's events on the overall project constraints and tolerances. The report also captures specific lessons learned during the stage to improve future performance. Ultimately, the End Stage Report is the mechanism that triggers the Project Board's decision-making process in 'Directing a Project,' preventing scope creep and ensuring resources are only committed to a viable project for the subsequent stage.

In PRINCE2 7, the End Project Report is a management product created during the 'Closing a Project' process. It serves as the formal mechanism for the Project Manager to pass final information to the Project Board, verifying that the project has been completed in accordance with the Project Initiation Documentation (PID).

Within the context of the Progress practice, the End Project Report acts as the final historical record and measurement of success. It provides a definitive comparison of what was achieved against what was originally agreed upon regarding the six performance targets: time, cost, quality, scope, benefits, and risk (sustainability is also considered in PRINCE2 7). The report validates that the products have been handed over and accepted by the user/operations.

Key content includes:
1. **Performance against the Plan:** A review of how the project performed against the baselined schedule and budget.
2. **Business Case Review:** Confirmation that the project delivered the output required to achieve the expected benefits.
3. **Review of Project Objectives:** Verification that acceptance criteria were met.
4. **Lessons:** A summary of significant lessons learned—both positive and negative—to update the organization's knowledge base.
5. **Follow-on Action Recommendations:** Documentation of any uncompleted work, open risks, or handover requirements (e.g., maintenance) that must be managed by the operational business after the project team disbands.

The Project Board uses this report to authorize the formal closure of the project. It ensures a clean break, confirming that the project has delivered value and that the organization is ready to manage the products in an operational capacity.

In the context of the PRINCE2 7 Progress practice, the Exception Report is a critical management product that embodies the core principle of 'Manage by Exception.' It serves as a formal escalation mechanism from the Project Manager to the Project Board, utilized only when a Stage Plan or Project Plan is forecast to exceed the agreed tolerances. In PRINCE2 7, these tolerances encompass six performance targets: time, cost, quality, scope, benefits, and sustainability.

The Progress practice relies on continuous monitoring and control. When this monitoring reveals that a deviation is significant enough to breach tolerances, the current plan is deemed no longer viable. The Exception Report describes the diagnosis of this situation. Unlike a Highlight Report, which is time-driven and routine, the Exception Report is event-driven. It details the cause of the deviation (whether an issue or a risk) and strictly analyzes the consequences for the project, specifically regarding the Business Case and user requirements.

Crucially, the report is not merely a statement of failure but a tool for decision-making. It must present a range of options for the way forward to resolve the situation. These options might include doing nothing (if the impact is acceptable), asking for more time or budget, reducing the scope, or potentially closing the project if the Business Case is invalidated. The Project Manager provides a recommended option alongside the analysis.

Based on this report, the Project Board directs the next steps. If they wish for the project to continue under a revised approach, they will request an Exception Plan to replace the current plan. This ensures that senior management remains in control of significant changes without micromanaging the day-to-day work.

In the context of the PRINCE2 7 Progress practice, the Lessons Log and Lessons Report are distinct management products designed to facilitate the 'Learn from Experience' principle.

The Lessons Log is a project repository created during the 'Starting a Project' process. It acts as a dynamic journal used by the Project Manager to capture lessons (both positive and negative), risks, and issues informally as they occur throughout the project lifecycle. It serves as the local database for the project team to record observations that may influence future stages.

The Lessons Report is a formal document derived from the Lessons Log. It is produced at specific milestones, typically during 'Managing a Stage Boundary' (to inform the Project Board of stage-specific insights) and 'Closing a Project' (to transfer knowledge to the corporate or programme management). While the Log is for recording and internal tracking, the Report is the vehicle for communicating these lessons to the wider organization. Its specific purpose is to provoke action, such as updating corporate standards or informing future projects, ensuring that lessons are not just identified but actively applied to improve organizational maturity.

In the context of PRINCE2 7, the Daily Log is a management product used primarily by the Project Manager to facilitate the day-to-day control of a project. It acts as a project diary and a repository for informal issues, required actions, and significant events that do not warrant formal entry into the Issue Register or Risk Register.

Functionally, it sits within the Progress practice, serving as a tool to capture 'loose ends'—such as reminders to send emails, notes on informal conversations, or immediate administrative tasks—ensuring nothing is forgotten amidst the complexity of delivery. Typical entries include the date, action required, person responsible, target date, and result.

The Daily Log plays a specific, critical role during the 'Starting up a Project' process. Before the Project Initiation Documentation (PID) creates the formal Risk and Issue Registers, the Daily Log is used to capture *all* known risks and issues. Upon entering the Initiation stage, significant items are transferred to the formal registers, leaving the Daily Log to function as a personal organizer for the Project Manager for the remainder of the project.

By segregating minor administrative tasks from formal project governance, the Daily Log prevents the Issue and Risk Registers from becoming cluttered with trivial matters. It allows the Project Manager to maintain control over immediate activities without triggering formal change control procedures for every minor action. At the end of a stage or project, the log is reviewed to ensure outstanding actions are either completed or formally transferred.

In PRINCE2 7, the Digital and Data Management Approach is a critical management product usually created during the Initiating a Project process. It establishes the standards, procedures, and tools required to manage the project’s data, information, and digital assets effectively. While it encompasses elements of configuration management, it specifically addresses the modern necessity of digital ecosystems and data governance.

In the context of the **Progress practice**, this approach is foundational because accurate decision-making relies entirely on the integrity and availability of project data. Progress is about monitoring and controlling the deviation from the plan; therefore, the Digital and Data Management Approach defines *how* progress data is captured, verified, and reported. It ensures there is a 'single source of truth' for project status, preventing the confusion that arises from conflicting document versions or unmanaged data sets.

Key contents of this approach include:

1. **Tools and Technologies:** Specification of the digital platforms used for tracking progress (e.g., Jira, Trello, MS Project) and collaboration.
2. **Data Governance:** Policies on data security, access rights, and confidentiality, ensuring that sensitive progress data is only available to authorized stakeholders.
3. **Data Standards:** Naming conventions, metadata standards, and formatting rules that make data retrievable and analyzable.
4. **Lifecycle Management:** Procedures for the storage, archiving, and eventual deletion of data, ensuring audit trails are preserved for future Lessons Learned.

By defining these protocols, the Project Manager ensures that the Highlight Reports and Checkpoint Reports generated for the Project Board differ from 'opinion' and strictly reflect data-driven reality, enabling effective Management by Exception.

In the context of PRINCE2 7 and the Progress practice, tolerances are the specific permissible deviations from a plan's performance targets allowed before an issue must be escalated to the next management level. They are the core mechanism enabling the principle of 'Management by Exception,' ensuring that senior management is not burdened with minor deviations while granting the Project Manager the autonomy to handle day-to-day fluctuations.

Tolerances define the boundaries of delegated authority and are applied to six specific aspects of project performance:
1. Time: Allowable variation in schedule dates.
2. Cost: Permissible overspend or underspend ranges.
3. Quality: Acceptable ranges for quality criteria (e.g., performance speed).
4. Scope: Permissible additions or removals of deliverables.
5. Benefits: Acceptable deviation in the projected value realized.
6. Risk: Limits on aggregated risk exposure or specific threat categories.

Tolerances cascade down through the management hierarchy. Corporate or Programme management sets Project Tolerances for the Project Board. The Project Board sets Stage Tolerances for the Project Manager. The Project Manager may optionally set Work Package Tolerances for Team Managers.

Crucially, progress control is maintained by forecasting against these tolerances. As long as the project is forecast to remain within the agreed ranges, the manager proceeds without interference. However, if a forecast indicates that a tolerance will be breached (not just when it is already breached), this constitutes an 'Exception.' This triggers an immediate escalation—typically via an Exception Report—requiring the higher authority to make a decision on how to proceed, often resulting in an Exception Plan to replace the current plan.

In the context of the PRINCE2 7 Progress practice, controls are the mechanisms used to monitor and compare actual achievements against those planned. These controls are divided into two categories to ensure a balance between regular reporting and decision-making efficiency: Time-driven and Event-driven controls.

Time-driven controls take place at pre-defined, periodic intervals. They act as the 'heartbeat' of the project, ensuring a regular flow of information between the Project Board, Project Manager, and Team Managers. Their primary purpose is monitoring the project's health. Examples include the Highlight Report (e.g., submitted monthly by the Project Manager to the Project Board) and the Checkpoint Report (e.g., submitted weekly by Team Managers). These controls function on a calendar basis, ensuring stakeholders receive consistent updates regardless of specific project incidents.

Event-driven controls are triggered by the occurrence of a specific event within the project lifecycle, rather than a date on a calendar. These are decision-oriented and support the PRINCE2 principle of 'Manage by exception.' They occur when approval is needed to proceed or when the plan deviates beyond agreed tolerances. Key examples include the End Stage Report (created at a stage boundary), the Exception Report (created when tolerances are forecast to be exceeded), and the Issue Report. These controls ensure that senior management intervention is requested exactly when a significant decision is required, preventing unnecessary meetings while ensuring critical issues are addressed immediately.

By utilizing both types, PRINCE2 ensures that the project maintains a steady rhythm of communication (Time-driven) while reserving senior management authority for critical decision points and deviations (Event-driven).

In the context of the PRINCE2 7 Progress practice, Forecasting and Escalation are the twin mechanisms that enable the principle of 'Manage by Exception'.

Forecasting is the forward-looking aspect of project control. While monitoring analyzes what has already occurred, forecasting assesses what is likely to happen regarding the remaining work. During the 'Controlling a Stage' process, the Project Manager continually updates the Stage Plan with actual progress gathered from Team Managers via Checkpoint Reports. They then estimate the time and cost required to complete the remaining work. This generates a predicted outcome for the stage and the project against the performance targets (time, cost, quality, scope, benefits, and sustainability). As long as this forecast remains within the agreed tolerances, the Project Manager continues to manage the work.

Escalation occurs immediately when forecasting indicates that a tolerance is effectively broken. In PRINCE2, you do not wait for the limit to be exceeded; you escalate as soon as the forecast shows it will be. If a Stage Level tolerance is threatened, the Project Manager must escalate the issue to the Project Board.

The process typically involves:
1. Analysis: The Project Manager assesses the deviation's impact.
2. Exception Report: The situation and recommendation are documented in an Exception Report.
3. Decision: The Project Board reviews the report. They may approve an Exception Plan (replacing the current plan) or provide other directions.
4. Higher Escalation: If the forecast suggests Project Level tolerances will be breached, the Project Board must further escalate to Corporate, Programme Management, or the Customer.

Essentially, forecasting provides the data required to recognize when the current plan is no longer valid, and escalation ensures the decision on how to proceed is moved to the appropriate authority level.

In the context of the PRINCE2 7 Progress practice, the use of data and systems is fundamental to the principle of 'Manage by Exception' and ensuring the continuous business justification of the project. Progress is defined as the measure of the achievement of the objectives of a plan, and effective monitoring relies heavily on the quality of data gathered and the systems used to process it.

PRINCE2 7 places a renewed emphasis on 'Digital and Data Management,' recognizing that modern projects operate in data-rich environments. Data regarding time, cost, quality, scope, benefits, and risk must be collected accurately and consistently. This raw data forms the basis of progress records, such as the Daily Log, Lessons Log, and Issue Register, and supports the creation of Highlight Reports and Checkpoint Reports.

Systems, particularly Project Management Information Systems (PMIS) and collaborative digital platforms, are vital for automating the collection and aggregation of this data. Instead of relying on manual reporting, which is often prone to latency and human error, integrated systems provide real-time visibility into project health. They generate visual dashboards that allow the Project Manager to compare actual progress against the Project Plan and Stage Plans instantly.

Furthermore, these systems facilitate forecasting. By analyzing trends in the data—such as resource usage rates, expenditure, or delivery velocity—the project team can predict future performance rather than just reporting on the past. If the data indicates that a stage or project tolerance is likely to be breached, the Project Manager can trigger an Exception Report immediately. Consequently, the effective use of data and systems transforms reactive reporting into proactive management, ensuring that the Project Board has the necessary information to make timely, evidence-based decisions regarding the project's continued viability.