Example of Stage end Report in project management

Stage end Report is an important document in project management practices. The project manager creates a Stage end Report after the end of each stage or milestone.

Stakeholders carefully review the document. In the article, we present a sample Stage end Report that you can use as an idea for your projects. Reference: “Stage end Report”, BVOP,

Stage end Report: Real Example

Benefits achieved

Following the successful completion of the first phase of the project, three fully functional prototypes were developed to be presented to the Project Sponsor for evaluation and approval.

All of them meet the pre-planned requirements defined in the project plan, but with an emphasis on different functional aspects – minimum price (and minimum costs of input resources and materials), maximum quality and functionality (the maximum cost of resources and materials), and a balanced option.

As an additional realized benefit at this stage, the achieved an excellent level of coordination and synchrony between the work teams involved in this phase of the project can be considered.

As it is a stage that marked the start of the implementation, the achievement of such a level of cooperation can be counted as a key success, since according to the pre-approved plan, the same group of stakeholders will take an active part in the next phases of the project.

Accordingly, the smooth and trouble-free operation, the effective level of communication, and the establishment of a positive and productive working atmosphere will lead to significant benefits in the further implementation of the project. Reference: See more: “Example of Real Project Charter document in project management”,

Completed work

Developed design scheme control module;
Made a design scheme engine module;
Pump system design scheme made;
Made icons


The set parameters according to the previously approved Quality Management Plan were fulfilled at 80% with two significant deviations. During the Front Body Design phase, an error was made in the fabrication of one of the exterior elements of Prototype 3 (balanced variant).

It is one of two mirror-identical components of the outer casing of the prototype, from which two right-hand versions were made instead of left and right.

After identifying the omission and comparing it with the approved design schemes for the front body, the element was made correctly and installed without problems.

The second deviation from the approved plan was related to one of the function menus, which in the “Testing” stage was found not to link correctly to the corresponding sub-menus. After bug testing, the problem was located in one of the control software modules and the bug was fixed.

Upcoming phases

After the achievement of Milestone 1 (Design), according to the pre-approved project plan, the following phases are forthcoming:

Implementation. (Milestone 2) – after approval of a final prototype for implementation, planning of the necessary resources for production should be carried out; to prepare purchase estimates, and purchase plans for components and materials and present them to senior management for approval before starting the mass production process; to assign to the relevant units the tasks of procuring the necessary resources and materials, and after providing them, to start the actual production process – manufacturing of components, assembly, testing, and control on a large scale;

Marketing (Milestone 3) – Development of an advertising strategy to promote the new product; Starting negotiations with distributors and suppliers; Mass advertising before product launch;

Logistics (Milestone 4) – Ensuring logistics – concluding contracts with transport companies and/or making a decision to transport the new production with its forces and means. Delivery of the product to the distribution/sales centers. Profitability assessment;

Time variances and cost variances

Due to the already cited two deviations from the previously approved plan, the following deviations were accumulated:
Finding of inconsistency between the approved design scheme and manufactured elements of the outer casing – additional time for manufacturing a correct version of the component 4 hours; additional cost: for materials USD 2400;

Determining errors in the operation of the system of functional menus – additional time for locating and removing a software error – 15 hours; additional expense (paying for labor) – USD 1390.

Corrective actions: planning cost reduction in the next phase to compensate for the overspending and implement the project within the approved budget; compensating for the minimal lag behind the planned deadlines, by adjusting the set time buffers for the upcoming phases;

Expected time variances and cost variances

At this stage, no prerequisites have been found for deviations from the planned deadlines and costs for the next phases of implementation, on the contrary – thanks to the achieved excellent working dynamics and highly effective cooperation between the teams at this first stage, there are logical expectations that the next phases of the project will be implemented with time savings and resources.

Scope changes

No changes to the predefined scope of the project have been identified and none are foreseen at the time of finalization of phase 1.

Expected scope changes

At the time of the finalization of phase 1, there are no prerequisites to expect changes in the predefined scope of the project.

Risks avoided so far

The two main risks that were avoided in the “Realization of Phase 1” stage of the project were a deviation from the pre-approved design schemes for the external appearance of one of the prototypes and a deviation from the planned functionality when using the software menus.

Thanks to the high level of control and the planned detailed tests during implementation, the two deviations were detected promptly and measures were taken to correct them in the shortest possible time and with minimum overspending of resources.

Upcoming possible expected risks

Similar deviations from the pre-planned parameters can also occur during each of the subsequent phases of implementation. For this purpose, the project manager undertakes to follow the previously developed and approved Risk Management Plan and exercise strict control at every stage of the project implementation.


At the end of the second working week of the implementation of phase 1, certain inaccuracies were found in the transmission of information between the design and engineering teams developing prototype 1.

It was determined that the cause was an inappropriately selected communication channel (telephone calls).

After implementing change measures (replacing direct, voice communication with e-mail communication), the problem was easily fixed.

The use of a detailed description greatly increased the effectiveness of communication, because thanks to it, the engineering teams received a significantly more detailed, accurate, and clear list of instructions that they could deal with at any moment when necessary, instead of wasting time in conducting additional phone calls to clarify small and unimportant details.

Evaluation of the work of the teams

At this stage, all members of the teams coped excellently with the tasks assigned to them, demonstrated a high level of commitment, and easily adapted to the new working conditions.

In many respects, the working dynamics created exceeded the preliminary expectations, the team members and the respective team leaders worked together smoothly, which provides prerequisites to expect the achievement of even higher efficiency during the implementation of the next phases of the project.

Lessons learned, general review, and recommendations

A key takeaway from this initial stage of implementation is that careful and detailed planning and strict adherence to pre-approved plans lead to high efficiency, an excellent working atmosphere, and ultimately to the achievement of set goals with a minimum expenditure of time and resources.

Of great benefit to each of the team members was the fact that each of their tasks was well described and communicated appropriately – an opinion that was shared more than once during the workshops and operations.

For the future, the project manager’s recommendation is to review once again the developed plans for the implementation of the subsequent phases of the project and consider whether the processes and tasks in them could not be described in an even more understandable and easily accessible language, as and the teams engaged in them highly value such a planning approach.