ERP Project Steering Committee Report Template
A steering committee has limited time, so the report must show where the project stands, what is changing and what decision is needed today. This template keeps to that: one status table, one budget block, milestones, risks and the decisions required.
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ERP Project Steering Committee Report Template
ERP Steering Committee Report
Project: ERP Replacement Programme Company: Nordwerk Maschinenbau GmbH Period: October 2026 Project manager: J. Weber Overall status: Amber
Executive summary
Fit-gap workshops for production and quality are complete. Data cleansing of the item master is behind plan by two weeks because of duplicate part numbers.
Status by dimension
| Dimension | Status | Comment |
|---|---|---|
| Scope | Green | |
| Schedule | Amber | |
| Budget | Green | |
| Resources | ||
| Quality / testing |
Budget
Approved: EUR 1450000 Spent to date: EUR 820000 Forecast at completion: EUR 1480000
Milestones
| Milestone | Baseline date | Forecast date | Status |
|---|---|---|---|
| Fit-gap complete | |||
| Data migration trial 2 | |||
| User acceptance test start | |||
| Go-live |
Top risks and issues
| Ref | Risk or issue | Impact | Owner | Mitigation |
|---|---|---|---|---|
| R1 | ||||
| R2 | ||||
| R3 |
Decisions required from the committee
Approve two additional days per week of key user time from Production Planning during November.
Approval
A starting-point format. Adapt thresholds for Amber and Red to your own governance rules and keep the report to two pages.
Automate your project reporting
See how status, budget and risk data can be pulled into a monthly report without manual copying.
Optional. The tool and every export work without this. No spam.
How to use the template
Fill in the fields, choose the Red, Amber or Green status for each dimension and write a short executive summary of three or four sentences. The document is generated with your values in place, and you can add detail to the tables after export. Send it two working days before the meeting so members arrive prepared, and bring only the decisions to the table.
- Lead with the overall status and the one thing that changed
- State decisions as questions that have a yes or no answer
- Keep risks to the top five with named owners
- Show budget as approved, spent and forecast
Defining RAG status honestly
Agree thresholds before the project starts. For example, Amber when a milestone is forecast more than two weeks late or the forecast exceeds budget by up to ten percent, and Red when the date or budget breach needs the committee to act. Statuses that are always green teach the committee to ignore the report, so be willing to show Amber early.
What belongs in the risk table
Typical ERP risks include key user availability, data quality, scope creep through late customisation requests, interface readiness with third-party systems and the vendor's resourcing. Add the date the risk was raised and the next review date so ageing is visible. A risk without an owner and a mitigation is only a worry.
Common mistakes
Many reports are too long and bury the decision. Others report activity such as workshops held instead of outcomes such as processes signed off. Another frequent problem is hiding the forecast at completion until the budget is already spent. Report the forecast every month, even if it is uncomfortable.
Frequently Asked Questions
How often should the steering committee meet?
Monthly is typical during implementation, moving to every two weeks in the last eight weeks before go-live. Between meetings, the project manager should escalate urgent decisions by email rather than waiting for the next scheduled session.
Who should sit on the steering committee?
The executive sponsor, the heads of the main affected functions such as operations, finance and IT, the project manager and the vendor or partner lead. Keep it small, five to eight people, so decisions are actually made.
What decisions belong at steering level?
Budget changes, scope changes with cost or schedule impact, go-live date moves, resource commitments from departments and anything the project manager cannot resolve at working level. Detailed design questions should stay with the project team.
Can I use this for a rollout to a second plant?
Yes. Add a plant or legal entity column to the milestone and risk tables, and report each site's status separately if they are at different stages. The structure holds for multi-site programmes.
If you would like reports like this populated from your project and ERP data automatically, we can show how it can be set up. Optional.
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