Weekly website project report for Cedar Lane Accounting (an invented client)
Illustrative example. The client, people, dates, costs and project details are invented.
Project: New client website. Report owner: Maya Chen, project lead at Elm Studio. This period: 12–16 October 2026. Last period: 5–9 October 2026. Status: Amber — the 30 October finish date is still possible, but the client must approve the service-page text by noon on 20 October.
Summary
Three more items were accepted this week, bringing the total to eight of twelve. The project is still expected to finish on 30 October for $7,600, within the $8,000 budget. One client approval is holding up the remaining service-page work.
The numbers
| Measure | This period | Last period | Change |
|---|---|---|---|
| Accepted items / total agreed items | 8 / 12 | 5 / 12 | +3 accepted items |
| Total cost used so far | $4,200 | $3,000 | +$1,200 |
| Expected total cost | $7,600 | $7,600 | $0 |
| Open blockers | 1 | 2 | −1 |
| Expected finish date | 30 October 2026 | 30 October 2026 | No change |
Agreed budget: $8,000. Budget left: $3,800. Figures are recorded at each Friday close. An item counts as accepted only after the client signs it off. The twelve agreed items have not changed. Sources: the project task list, cost sheet and dated client approvals.
What needs you
- 20 October, noon — Approve service-page text version 3. Decision owner: Alex Reed, client partner. Recommendation: approve this version; it includes the agreed service names and fees. Reply with “Approved” or one list of edits on the text document. If approval is late, we will continue testing the other pages and move the expected finish date to 3 November. We will report any cost effect before doing extra work.
Done without asking
- Built the contact form and tested where messages go. The client accepted it on 14 October.
- Fixed the mobile menu on the agreed phone sizes. The client accepted it on 15 October.
- Built the team page using the approved text and photos. The client accepted it on 16 October.
- These tasks were already in the agreed work. No extra fee or new permission was needed.
Next period
- 21 October — Build the service pages. Owner: Maya Chen. Done when: approved text is in place and links work. Depends on: client text approval by noon on 20 October.
- 22 October — Test the full site on the agreed phones and browsers. Owner: Sam Patel. Done when: the test list has no unresolved launch-blocking faults.
- 23 October — Send the site for final client review. Owner: Maya Chen. Done when: Alex has the review link and acceptance checklist. Depends on: service pages being ready.
- Next report: 23 October 2026.
Copy-paste project status report template
Copy the blank template supplied with this page. Replace the bracketed prompts, fill the empty table cells and remove unused bullets. Keep the five main sections in order. Use “No client decisions needed this period” rather than leaving the decision section blank.
What a project status report should include
- The client, project, report owner and exact reporting dates.
- A status with a reason, plus the agreed and expected finish dates.
- A short summary of changes and their effect on the client.
- Comparable numbers for progress, cost and blockers.
- Decisions with a named owner, deadline, recommendation and consequence.
- Completed work with evidence, followed by next tasks with owners and dates.
Choose measures that fit the work. An IT firm might count accepted fixes. A bookkeeper might count accounts checked. A recruiter might count interviews completed. Do not turn those counts into a completion percentage unless the items truly represent equal shares of the work.
How to write green, amber and red status clearly
| Status | Use it when | What to write |
|---|---|---|
| Green | The agreed date, budget and work remain achievable. No issue needs action to protect them. | Green — expected to finish on [date] within [budget]. No client decision is needed. |
| Amber | A date, budget or part of the agreed work is at risk, but a specific action can protect it. | Amber — [issue] puts [commitment] at risk. [Owner] must [action] by [date] to keep the plan. |
| Red | A commitment has been missed, or the current plan can no longer meet it. | Red — we can no longer meet [commitment]. Expected result: [date or cost]. Please decide [choice] by [date]. |
Agree these meanings at the start. Use words as well as colors. If the schedule is green but the budget is red, make the overall status red and explain the budget issue. Never keep a report green just because the team has been busy.
Common mistakes that make reports unhelpful
- Listing effort instead of results. Replace “worked on the form” with “form tested and accepted.”
- Mixing weekly spending with total spending. Label each measure and use the same basis in both periods.
- Changing the amount of agreed work without saying so. Show the old and new totals and who approved the change.
- Writing “awaiting feedback.” Name the decision owner, say what reply is needed and give a deadline.
- Hiding a delay in the final paragraph. Put its effect in the summary and status.
- Giving dates without owners. Every next task needs someone responsible for it.
- Copying last week's status without checking it. Refresh figures, decisions and links before each send.
Prepare and send the report under your firm’s name with Mycel
Use this report as the format for your client updates in Mycel. Set the source records, reporting period and firm name before preparing the report. Decide who receives it and which updates need your approval before they are sent. Check that the sender details and signature identify your firm.
For the first report, check each figure against its source and open each link as the client would. Keep new fees, changed dates and changes to agreed work behind your approval. A report can ask for a client's decision; it should not treat silence as permission.