ERP Project Weekly Status Report Template (RAG, Milestones, Decisions)
A status report only works if people read it in two minutes and know what to do next. This template keeps the format fixed: RAG by area, what moved, what is next, and the decisions you need.
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ERP Project Weekly Status Report Template
ERP Project Status Report
Project: Plant 1 ERP Replacement Week ending: 2026-10-23 Project manager: A. Morgan Current phase: Build
Status summary
| Area | Status | Comment |
|---|---|---|
| Overall | Amber | |
| Schedule | Amber | |
| Budget | Green | |
| Scope | Green |
Completed this week
Finished configuration of purchasing and inventory. Loaded cycle 1 of item master into test.
Planned next week
Start sales order configuration. Review cycle 1 load errors. Confirm UAT script owners.
Milestones
| Milestone | Baseline date | Forecast date | Status |
|---|---|---|---|
| Design sign off | |||
| Cycle 1 data load | |||
| UAT start | |||
| Go-live |
Top risks and issues
| ID | Description | Owner | Action |
|---|---|---|---|
Decisions needed from steering
Approve extra two weeks for interface testing with the shop floor system.
Review
Keep the report to one page. Rate Amber when a recovery plan exists and Red when the sponsor must decide something.
Automate status numbers from your ERP
See how weekly counts such as open orders or load errors can be pulled automatically.
Optional. The tool and every export work without this. No spam.
How to fill it in
Complete the fields once a week on the same day. Set overall, schedule, budget and scope status separately, because a project can be green on money and red on schedule. Write completed and planned work as outcomes, not activities, so a sponsor can tell progress from effort. Put every ask in the decisions field with a deadline. Then export to PDF for the steering pack or Word if your PMO edits further.
- Same day each week
- Outcomes not activities
- One line per decision
- Attach the risk register
Using RAG honestly
Green means on plan with no help needed. Amber means off plan with a credible recovery inside the project manager's authority. Red means the plan cannot recover without a sponsor decision, such as moving the date, adding money, or cutting scope. The classic failure is watermelon reporting: green outside, red inside. Define the rules once in the kickoff and apply them without softening. Early amber is a sign of a healthy project, not a failing one.
- Agree RAG rules at kickoff
- Report trend, not just state
- Explain every Red in one sentence
What belongs on the page
Milestones with baseline versus forecast dates show slippage at a glance. Show only the top three to five risks and link to the full register. List real decisions, not updates. Leave out task level detail; the plan holds that. If you track earned value or burn, add a single line for budget spent against budget planned. The page should let a sponsor decide without opening another file.
Common mistakes
Reports that grow to five pages stop being read. Reports that change format every week hide trends. Reports without decisions turn the steering meeting into a broadcast. Also avoid reporting percent complete on build tasks; it is rarely measurable. Use milestones, test pass rates and data load error counts instead, which are facts you can check.
Frequently Asked Questions
How long should an ERP status report be?
One page for the steering committee. Detailed plans, defect lists and the full risk register are attachments. If a sponsor cannot find the decisions needed in under a minute, the report is too long.
Who should receive the weekly report?
The executive sponsor, steering committee members, the vendor or integrator lead and workstream leads. Keep the distribution list stable so people learn where to look.
What is the difference between Amber and Red?
Amber means the project manager can recover within current authority. Red means recovery needs a decision from the sponsor or steering committee, such as more time, money or reduced scope.
Should the vendor write the status report?
The customer project manager should own the report so it reflects the whole project. Vendor input is welcome, but a single voice avoids conflicting versions of the truth.
If pulling progress and data quality numbers from your ERP for the weekly report takes hours, we can show how a read-only AI layer produces them on demand.
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