Status report on project GRAND
项目情况汇报 英文

项目情况汇报英文Project Status Report。
Introduction。
The purpose of this report is to provide an update on the current status of the project. It will cover the progress made, challenges encountered, and the plan for the future. This report is intended for the project team, stakeholders, and anyone else who is interested in the project's development.Project Progress。
Over the past month, the project has made significant progress in several key areas. The team has successfully completed the initial phase of research and analysis, which has provided valuable insights into the market and consumer behavior. This has allowed us to refine our project objectives and develop a more targeted strategy for implementation.In addition, the project team has made substantial headway in the development of the project plan and timeline. We have identified key milestones and deliverables, and have allocated resources accordingly. This has allowed us to stay on track and ensure that the project remains within scope and budget.Challenges。
At_a_Glance_Weekly_Project_Status_Report

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项目完成情况汇报英语

项目完成情况汇报英语Project Completion Status Report。
I am pleased to present the completion status report for the project that was assigned to our team. The project, which aimed to develop a new software application for our client, has been progressing steadily over the past few months. In this report, I will provide an overview of the project, discuss the current status, and outline the next steps to be taken.Overview。
The project was initiated in response to a request from our client to develop a new software application to streamline their business processes. The application was designed to automate various tasks and improve overall efficiency. Our team was tasked with the responsibility of designing, developing, and testing the software to ensure that it met the client's requirements.Current Status。
As of the writing of this report, the project is nearing completion. The development phase has been successfully completed, and the software application has undergone rigorous testing to ensure its functionality and reliability. The feedback received from the client during the testing phase has been positive, with only minor issues requiring resolution.Next Steps。
Rita五大过程组流程(第九版 中英文)

Select Project Manager Determine company culture and existing systems
启动
选择项目经理
Planning(With Order)
Determine development approach, life cycle, and how you will plan for each knowledge area Define and prioritize requirements Create project scope statement Assess what to purchase and create procurement documents Determine planning team
Perform risk identification, qualitative and quantitative risk analysis, and risk response planning Go back-iterations Finalize procurement strategy and documents Create change and configuration management plans Finalize all management plans Develop realistic and sufficient project management plan and baselines Gain formal approval of plan Hold kickoff meeting Request changes
管理储备
管理、评估和关闭采购
评估可用的实物资源
项目管理模板PMP标准

项目管理模板 PMP 标准01项目组成员表Project Team Members一、项目基本情况 ?.Project Basic Info项目名称 project name: 项目编号 project code: 制作人 prepared by: 审核人 reviewed by: 项目经理 project manager: 制作日期 data: 二、项目组成员 ?.Project Team Directory成员姓名项目角色所在部门职责项目起止投入频度及联系电话主管经理Name Project Role Reponsibility 日期 Data 工作量 Time Tel No. Supervisor签字 signature: 日期 data:项目赞助人 Sponsor 王士强项目经理 Project manager 王士强02项目策划/任务书(Project Plan/Charter) 一、项目基本情况 ?.Project Basic Info项目名称 project name: 项目编号 project code:制作人 prepared by: 审核人 reviewed by:项目经理 project manager: 制作日期 data:二、项目描述 ?.Project Description1.项目背景与目的(所有的项目均起始于某个商业问题,该部分简要描述这些问题)1.Project background & target(every project starts at specific business problems, and this part briefly describes these.)2.项目目标(包含质量目标,工期目标、费用目标和交付产品特征与特征的主要描述)2. Project objectives (including time limit , cost objectives, deliverables and brief description of their features)三、项目里程碑计划(包含里程碑的时间和成功) ?. Project milestones ( including time limit and deliverablesof project milestones)四、评价标准(说明项目成果在何种情况下将被接受)IV. Project acceptance criteria (to describe conditionsunder which the deliverables are五、项目假定与约束条件(说明项目的主要假设条件和限制性条件) V. Project assumptions and constraints (to describe the main project assumptions and the ?六、项目主要利益干系人(包括高管、客户、职能部门主管、供应商、项目赞助人、项目经理、项目组成员等干系人)姓名 name 类别(加下拉菜单) 部门职务05 项目风险管理表Project Risk Management一、项目基本情况 I. Project Basic Info项目名称 project name: 项目编号project code:制作人prepared by: 审核人reviewed by:项目经理project manager: 制作日期data:二、项目风险管理 II. Project Risk Management风险发生概率的判断准则 the estimation rule of risk happening probability:高风险:>60%发生风险的可能性 high risk:>60% of risk happening probability中风险:30-60%发生风险的可能性 medium risk:30-60% of risk happening probability低风险:<30%发生防线的可能性 low risk:<30% of risk happening probability序号发生概率影响程度风险描述风险等级风险响应计划责任人开放/关闭 Sequence Happening Influence Risk description Risk level Risk response plan Risk owner Open/closed NO. probability degree1234567806 项目沟通计划表Project Communication Plan 一、项目基本情况 I. Project Basic Info 项目名称 project name: 项目编号project code: 制作人prepared by: 审核人reviewed by: 项目经理project manager: 制作日期data: 二、项目沟通计划 II. Project Communication Plan所需信息频率方法责任人利益干系人 Stakeholders Info needed Frequency Means Owner07项目会议纪要Project Meeting Minutes(xxx项目)会议纪要(2011-11-28) 一、基本信息 ?.Basic Info会议名称召集人 Meeting Name: Called By:会议日期开始时间 Meeting Data: Start Time:会议地点持续时间 Meeting Place: Meeting Duration: 记录人审核人Minuted by: Reviewed By: 二、会议目标(简要说明会议的目标,包括期望达到的结果)?.Meeting Objective(to brief the meeting objective, including the expected outcome)三、参加人员(列出参加会议的人员,他在项目中的头衔或角色) ?.Meeting attenders (to list the meeting attenders, and their titles or project roles)四、发放材料(列出会议讨论的所有项目资料)?.Materials distributed (to list the project materials to be discussed at the meeting)五、发言记录(记录发言人的观点、意见和建议)?.Speaking notes (to note the speakers’ points of view, opinions and suggestions)六、会议决议(说明会议结论)?.Meeting decisions (to state the meeting conclusions)七、会议纪要发放范围?.Distribution scope of meeting minutes08项目状态报告表(Project Status Report Form) 一、项目基本情况 ?.Project Basic Info项目名称 project name: 项目编号 project code: 制作人 prepared by: 审核人 reviewed by: 项目经理 project manager: 制作日期 data: 当前项目状况 ? 按计划进行 ? 比计划提前 ? 落后计划 The current project status: 汇报周期Reporting period:二、当前任务状态(简要描述任务进展情况)?. Current task status (brief description of the task progress)关键任务 Mission-critical 状态指示Status indication 状态描述 State description三、本周期内的主要活动(对本周期内的主要交付物进行总结)?. The main activities during the week (during this week's summaryof the major deliverables)四、下一个汇报周期内的活动计划(描述活动需要与项目计划和WBS相对应)IV. Within the next reportingperiod the program of activities (described in the project plans and activities need to correspond to WBS)五、财政状况 V. Financial position六、上期遗漏问题的处理(说明上一个汇报周期内问题的处理意见和处理结果)?.Period on the handling ofmissing issues (note a report on the handling of the issue cycle of comments and the results)七、本期问题与求助(说明本次汇报周期内需要解决的问题和寻求的帮助)?. Current issues and help (note this report period need to address problems and seek help)09项目变更管理表Project Requested Change Form一、项目基本情况 ?.Project Basic Info项目名称Project Name: 项目编号 Project Code: 制作人 Prepared By: 审核人 Reviewed By: 项目经理 Project Manager: 制作日期 Data: 二、历史变更记录(按时间顺序记录项目以往的每一次变更情况)?.Previous change record(to record each previous change circumstance of the project in time sequence) 序号变更时间涉及项目任务变更要点变更理由申请人审批人 Sequence NO. Change data Task concerned Change to Why requested Requested by Approved by 1 2 3 三、请求变更信息(建议的变更描述以及参考资料)?.Requested change (to describe the raised change and reference)1.申请变更内容 1.project item requested for change2.申请变更原因 2.the reason of change request四、影响分析 ?.Outcome of impacts analysis受影响的基准计划 1、进度计划 2、费用计划 3、资源计划是否需要成本/进度影响分析, ? 是 ? YES ? 否 ? NO Cost/schedule impact analysis needed?对成本的影响 impact on cost:对进度的影响 impact on schedule:对资源的影响 impact on resource:变更程度分类 level of change: ? 高 ? high ? 中 ? medium ? 低 ? low 若不进行变更有何影响?What is the consequence if no changeis taken?申请人签字申请日期五、审批结果 ?.Signature of change approver10项目总结表(Project Overviews) 一、项目基本情况 ?.Project Basic Info项目名称 project name: 项目编号 project code: 制作人 prepared by: 审核人 reviewed by: 项目经理 project manager: 制作日期 data: 二、项目完成情况总结 ?. Project fulfillment sum-up1、时间总结 1、time aspect开始时间: 计划完成日期: 实际完成日期: Start date: Expected finish date: Actual finish date: 时间(差异)分析 time(discrepancy)analysis:2、成本总结 2、cost(discrepancy)analysis:计划费用: 实际费用: Expected expense: Actual expense:成本(差异)分析 cost(discrepancy)analysis:3、交付结果总结 3、deliverables aspect:计划交付结果 expect deliverables:实际交付结果 actual deliverables:未交付结果 undeliverables:交付结果(差异)分析 deliverables(discrepancy)analysis:三、项目经验、教训总结 ?. Project experience/lessons sum-up签字 signature 日期 date 项目赞助人 project sponsor: 项目经理project manager:。
在MS Project Server 中使用 状态报告

在MS Project Server 中使用状态报告项目经理或者项目管理人员可使用Project Server的Status Reporting功能做:• Request Status Reports• Create and Edit Status reports (in response to requests)• Create and Edit Adhoc Reports• Merge and build Consolidated report for the team• View Pending reports• Lock Reports to block further edits• Link to other objects like tasks, issues etc.• Show Status Report on Dashboard for executive reviewProject Server includes an assortment of default status reporting templates that again makes your status reporting easier and effective. Some of the default templates available include the following:• Capacity Report provides a graphical view of assigned task and pending capa city by month for a set of resources.• Issues and risks status reports provide a summary of issues and risks.• Exit Status of Resources by Program enables to easily decide which resources are due to exit a set of projects and how much remaining work is assigned to those resources.• Milestones Due This Month template provides a list of achievements or targets that are due for a particular month.• Timesheet Actuals helps to see what was submitted via timesheets.• Timesheet Audit allows to audit where ent ries are in the timesheet process.• Workflow Chart Data report provides a snapshot of how many projects are in the pipeline by stage and phase.• Top Projects Data provides a list of the top projects in the portfolio that consume company resources, such as cost or employees.• Workflow Drilldown Data offers an in-depth analysis of projects by providing dates when projects enter each stage, project owners, and project health status.These and other valuable features are included in Microsoft Office Project Server. If you feel that this feature of Microsoft Project Server could be of benefit to your project and company, then go ahead and enjoy this hassle-free feature! Also, when Apps4Rent is around, you need not look anywhere else for the best application solution! Application hosting of software, (for example hosted Microsoft Exchange Server, SharePoint and others) is what we offer the best that too at cheaper rates.。
Project Status Report
Confidential 9460585.docLast printed on 4/26/2022 12:55:00 AMProject Status ReportProject Name: Department: Focus Area:Product/Process:Prepared By:Document Owner(s) Project/Organization RoleProject Status Report Version ControlVersion Date AuthorChange Description 1.0[mm/dd/yy ][Document owner ]Document created [Version #] [mm/dd/yy ] [Change owner ] • [Change 1] • [Change 2]• [Change n ]TABLE OF CONTENTS1PROJECT STATUS REPORT PURPOSE (3)2PROJECT STATUS REPORT TEMPLATE (3)2.1Project Status Report Details (3)2.2Project Status Report Template (3)3PROJECT STATUS REPORT APPROVALS (6)4APPENDICES (7)4.1Document Guidelines (7)4.2Project Status Report Sections Omitted (7)Confidential Page 2 4/26/20221 PROJECT STATUS REPORT PURPOSE[Replace this text with a summary of the report′s purpose in reference to your specificproject needs, or use the sample text below.]The Project Status Report is a document that Project Managers may use as a means of formal regular reporting on the status of a project to key project stakeholders, including the Steering Committee, Project Sponsor, and Senior Manager.2 PROJECT STATUS REPORT TEMPLATE2.1 Project Status Report Details[Replace this text with project status details for your key project stakeholders, focusing on milestone deliverables. This Report must include the following points, though more may be added:]•[Status of the Project]o[Project Description.]o[Milestone Deliverables for the last reporting period.]o[Project impact of success or failure of milestone deliverables for the remaining period of the project.]•[Budget Report—Write with respect to planned expenditure, actual expenditure and deficit/surplus.]•[Risk Management Report—Specify any changes to the major risks identified since the previous report and modification to the strategies put in place to manage them, ifappropriate.]•[Issues Report—Include areas of concern, specific problems, and any action/decision that needs to be taken by the Steering Committee.]•[Project recommendations to ensure success including lessons learned.]2.2 Project Status Report TemplateProject NamePrepared By: [Name] Date:[mm/dd/yy]Reporting Period:[mm/dd/yy] to [mm/dd/yy]Project Overall Status:Confidential Page 3 4/26/2022Confidential Page 4 4/26/2022Confidential Page 5 4/26/2022Objectives for Next Project Status Review[Replace this text with a brief outline of project expectations for key project stakeholders to consider for the next review.]Related Project Information[Replace this text with an attachment or link to other relevant information that can beincluded with this project status report. Examples include:•Budget Report Summary•Issue Record Report•Scope Change Report•Project Work Plan•Project Metrics/Statistics•Quality Management Review.]3 PROJECT STATUS REPORT APPROVALSPrepared by__________________________________Project ManagerApproved by__________________________________Project Sponsor__________________________________Executive Sponsor__________________________________Client SponsorConfidential Page 6 4/26/20224 APPENDICES4.1 Document Guidelines4.2 Project Status Report Sections OmittedConfidential Page 7 4/26/2022。
Project Progress Report Template
The status report examples and formats start on page 3The status report examples and formats start on the following page.Project Status Report Formats(1) Project Status Report – Periodic Progress SummaryContent: A template for a 1 –2 page report summarizing progress on a project. The format is “what we did last period,” “what we’re doing next period” and “issues we’re working on now.” The report i s formatted to allow stakeholders and team members to quickly assess a project’s status, progress, and key current activities. Bottom Line: The “what we did” and “what we are going to do” sections help establish a rhythm for the team as well as keep manage ment apprised of progress and alerted to early indications of slip. The “Issues” section helps expose project risk areas early, focus attention on tasks to mitigate them, and communicate a possible need for help from outside the immediate project team.Note: When a project is running smoothly, there should a visible correlation between one report’s “Upcoming tasks for this period” and the next report’s “Key accomplishments last period.” Most of the task descriptions should just change their action verbs to past tense. If there is little correlation between what you intend to do each week and what you ended up accomplishing, the project is probably experiencing problems such as inadequate resources, unclear requirements, or convergence on solutions that meets requirements.Summary Progress ReportTo:{distribution list} From: {project manager} Subject:Summary Progress Report, xxx Project Date: mm/dd/yyProject Status Summary: ____Green ____Yellow ____RedKey accomplishments last period:List brief 1- or 2- sentence descriptions of what was accomplished in this last period:⏹Include important schedule milestones if any occurred in this last period.⏹Include any events that significantly reduced risk in the project.⏹Include key tasks that closed an issue that was marked “open” on the previous report.Upcoming tasks for this period:List brief 1- or 2-sentence descriptions of what you plan to accomplished this next period.⏹Include important schedule milestones if any that will occur in this period.⏹Include any upcoming events that will significantly reduce risk in the project.⏹Include key tasks that will move an open issue toward closure.⏹Include any item you specifically need Management’s help on – and what actions you need.Issues:List principal open issues.⏹Include any item you specifically need Manage ment’s help on – and what actions you need.⏹Identify an owner of the issue – who is driving the resolution.⏹Include a task in the “Upcoming tasks for this period” that will move this issue toward closure.⏹Don’t try to track all project issues in this r eport. Just list the principal ones along with any progress towardclosing them.⏹If resolving the issue needs management action, be specific about what action is needed and by when.(2) Project Status Report - Major Task CompletionContents: Presents status for a project phase, with emphasis on reporting completion status of major tasks. Variations:a) This format can be used to give status on current phase or you can expand it to include all major phases. b) You can reduce the level of detail in each phase and report on a smaller number of major milestones.c) Some people prefer to leave out "percent complete.”Bottom line: This status report is a good summary for a team and functional managers. By providing planned and actual start and end dates for the various tasks/milestones, it lets you see at a glance whether the project is on schedule. It is not a complete picture for reporting to executives, because it does not provide highly targeted and summarized information on issues they need to understand where to focus their attention to assist the project. At most the Status or Comments column could be used to convey some of that information.Project Name: Biz1 Data Warehouse Status Date: __________________(3) Project Status Report - Work-Plan MeasureContents: Presents status for a phase of a project, with emphasis on reporting completion metrics on various items.Bottom line: This status report is a good companion to the status report on the previous page, for a team to keep visible the work that is getting done and what is left. The dates on report (1) give the time view of the project tasks. This one (2) provides a very objective measure of the work associated with all those tasks and how much of that work has been completed. The example below is from an IT data warehouse development project. Substitute the work items and metrics that fit your projects and make sense to keep visible in this way. Other examples where this could be useful include testing phases of projects, where test cases are being written and executed; writing/publications projects; web projects where many elements of graphics, page designs, page contents, etc. must be created.Project Name: Biz1 Data Warehouse Status Date: __________________(4) Project Status PresentationContents: Provides guidance for content to put in several presentation slides for summarizing project status in a management meeting. Content bullets are similar to those in #1 Periodic Progress Summary report.Bottom line: This status report emphasizes quickly summarizing the state of the project for management. It can be used for a monthly project review meeting with management, and each project can use this format.Key: This report helps a project manager emphasize to executives whether the project is on plan, and what the execs need to do to help (if anything). Why is this important? Some reports to management provide way too much detail about all the work being done as opposed to 1) a ruthlessly objective statement of how it's doing relative to plan, and 2) the actions management can take to help resolve any issues.(5) Multiple-Project Status SummaryContents: Provides one page summary of current set of projects.Variations: You can add various columns to provide whatever info you want to convey.Bottom line: This status report is a good summary for functional managers to see the landscape of projects their people are being assigned to; and good for executives to understand where resources are being deployed and how those efforts are going. The delta columns at right point out quickly which projects are changing or slipping. The "resets" column indicates projects that had such radical change or issues that they were considered restarted.Portfolio Name: Commercial Drug Division 1 Status Date: __________________NOTE: “Resets” refers to the number of times the project has been re-scoped and re-planned and the Completion date re-baselined.。
项目动态 英文表述
项目动态英文表述Project UpdatesProject updates are a crucial aspect of any project management process. These updates provide an overview of the current status of the project, including any milestones reached, issues faced, and objectives achieved.Below are some essential points to include when providing project updates:1. Overview of the project: Provide a brief background of the project, its objectives, and scope.2. Milestones achieved: Outline the milestones that have been achieved during the project timeline. This can include significant accomplishments, project completion or a phase completion.3. Challenges faced: Discuss any issues that have arisen during the project implementation process and how the project team has resolved these challenges.4. Objectives achieved: Include a detailed report of the deliverables that have been achieved as per the scope of the project.5. Status report: Provide current status reporting of any outstanding deliverables, completion percentage, estimated completion date, and any other relevant data.6. Next steps: Outline the next steps that the project team will take to bring the project closer to completion.7. Action items: Provide a list of actionable items that the project team needs to address to achieve project objectives.8. Team update: Provide an update on team members, roles, and responsibilities, and any significant changes.9. Budget and resource reporting: Provide updates on project budget utilization and resource allocation or any changes that were made.10. Risk management: Highlight any potential risks that the project team has identified and the measures that have been taken to address and mitigate the effects of these risks.Providing timely project updates keeps everyone informed and on the same page, ensuring that project objectives are being met efficiently and effectively. Communication is keyin project management, and regular project updates play a crucial role in maintaining an open and collaborative project environment.。
项目管理-08 项目状态报告 Project Status Report
Doc.No:Rev.任务状态Task Status 1.1
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七、本期遗留问题及处理建议 VII.UnCompleted Tasks Status of the Current Period and Suggestion
四、下周期内的主要活动 IV.Basic Tasks of Nurrent Period
五、财务状况 V.Financial Status
六、上期遗留问题处理 VI.UnCompleted Tasks Status of Last Period
任务状态描述Task Status Description 制作日期 Date :08 项目状态报告 Project Status Report
项目名称 Project name :
审核人 Reviewed by :一、项目基本情况 I. Project Basic Info
项目编号 Project code :三、本周期内的主要活动 III.Basic Tasks of the Current Period
项目经理 P roject
manager :制作人 Prepared by :
当前状态 Current Status :二、当前任务状态 II. Current Tasks Status
EQ(与计划持平 Equal Plan)AP(比计划提前 Ahead Plan )BP(比计划延迟 Behind Plan )
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分解代码
WBS code 任务名称Task 1/1。
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30TH I NTERNA TIONAL C OSMIC R AY C ONFERENCEStatus report on project GRANDJ.P OIRIER1,C.D'A NDREA1,E.F IDLER1,J.G RESS2,M.H ERRERA1,P.H EMPHILL1,C.S WAR TZENDRUBER1 1Physics Department, University of Notre Dame, Notre Dame, IN 46556 USA2Productivity Management Inc., South Bend, IN 46628 USApoirier@Abstract: GRAND is an array of position sensitive proportional wire chambers (PWCs) located at86.2° W, 41.7° N at an elevation of 220 m adjacent to the campus of the University of Notre Damewith 82 square meters of total muon detector area. The geometry of the PWCs allows the angles of the charged secondary muon tracks to be measured to +/- 0.3 deg in each of two orthogonal planes.Muons are 99% differentiated from electrons by means of a 51 mm steel plate in each detector.The muon detector array: GRAND Project GRAND is an air shower array of proportional wire chambers located at 41.7° N and 86.2° W at an elevation of 220 m above sea level and has been in operation with the construction of the complete 64 stations since 1995 (see Figure 1). Each station has an active area of 1.29 m² (for a total active muon detector area of 82 m²). Two individual triggers simultaneously take data for: 1) single muons (single tracks of identified muons) at ~2000 Hz and 2) extensive air showers (multiple stations hit in coincidence). The single track muon data are sensitive to primary energies >10 GeV with a median value of 56 GeV for vertical tracks. We concentrate in this paper on the power of GRAND as a muon detector. Additional details are in [3].Project GRAND has demonstrated the ability to detect significant rises in ground level muon flux associated with solar flares [1,2] as well as the suppression in ground level muons associated with a Forbush decrease [3]. Project GRAND has also observed the daily variations in cosmic rays related to the interplanetary magnetic field (see Figure 2).Since each plane has 80 signal wires, GRAND has the possibility of a large number of directional channels. These channels can be combined to achieve good statistics per channel as well as maintain a high angular resolution. One such proposed method would combine the data into 15 x 15 = 225 directional channels each with a counting rate of approximately 30,000 muons / hour. This particular arrangement makes our data more easily compared to that of other muon detectors, but the fact that we start with angular data of 158 x 158 ~25,000 directional channels means that we can combine these narrow channels in various ways to match other muon detector’s channel-widths thus making the data easier to compare as well as increasing the statistics in each of these wider angular channels. Data from Project GRAND can be automatically pressure corrected: N=N0exp[1.2(P-P0)/P0] where N is the corrected rate, N0 is the measured muon rate, P is the measured air pressure at that time, and P0 is a reference pressure. These corrected muon rates can be made available in real time from pressure data which are locally measured and recorded.Figure 2 shows these counting rate bins of one hour. It also shows a small daily variation which has been enhanced by showing only the top portion of the data. Even though the effect is small (deviations of about +/- 0.7%), the statistics of the muon counting rate makes these deviations significant. These deviations from a uniform muon secondary counting rate from cosmic ray primaries are presumably due to the quiet sun’s Interplanetary Magnetic Field (IMF) on the galactic cosmic rays as observed by the secondary muons at ground level. Since theseS HORT T ITLEeffects are distributed over a substantial portion of the IMF between the sun and the Earth, they have the potential of allowing us to study, on a daily basis, these effects of the solar wind and the IMF for a quiet sun in the absence of coronal mass ejections (CMEs). As we gain more information and understanding of these diurnal variations, they can be applied to forecasting the effects of CMEs arriving at the Earth from the sun. To the extent that the effect is due to the interplanetary magnetic field of the sun, a field which is not static and varies with time, a careful study of these variations with good statistics in the muon counting rate could give us a handle on these effects. It may be possible to get additional information by utilizing the angular data of the muons in addition to their absolute counting rate. Added details and publications for Project GRAND are available at: /~grand. Forbush decrease of 29 October 2003 As an example of muon data on a Forbush decrease (FD), GRAND’s muon data rate for October 29 and 30, 2003 is shown in the upper part of Figure 3. Additional data following the FD show that it takes about nine days to recover to its original counting rate. In order to ensure that the data reflect only physical variations, a cut was performed to select only the best stations for analysis for this event. Angular muon information was also obtained from October 29 to October 30. The average angle in the east-up direction and the north-up direction was calculated. The average angle in the north-up direction is shown in the lower portion of Figure 3. Since an FD is caused by the large coronal ejection which deflects incoming particles when it impacts the Earth, it should be expected that this would cause a deficiency in particles from a particular direction. In the data for the October 29, 2003 event, there is indeed a deficiency in southward originating particles occurring near the time of the sudden decrease. GLE of 20 January 2005On 20 January 2005, NOAA reported an X7.1 X-ray solar flare beginning at 6:36 and peaking at 7:01 UT. LASCO reported an associated CME from the WNW-NW limb at 6:54 UT. The 100 MeV protons at the GOES satellite peaked at 7:10. GRAND’s muon counting rate was examined in three-minute bins from 5:00 to 10:00 UT. Twenty-eight stations which exhibited low rms deviations outside the signal region were selected for further analyses. The excess muon counting rate in the signal region from 6:51 to 6:57 UT was 7759 +/- 785 above a background of 3.72 x 10^5 muons. The angles of the muons in the signal region were examined, and their excess appeared to be limited to muon angles near vertical. Those muons whose angles lay from 13° S to 10° N and 10° W to 18° E were then selected for further analyses. In this rectangular box the excess muon rates above background are plotted in one-minute bins in Figure 4. In the time interval from 6:51 to 6:57 there is an excess of 5458 +/- 308 muons above a background of 74,400 muons. Since GRAND tags each muon with an absolute accuracy of two milliseconds, the time structure within this peak is planned to be studied in the data with more detail. (See e.g. [4].)Worldwide muon coverageA single ground-based muon detector can only view a portion of the sky and, therefore, not always be in a good position on the Earth to collect data relevant to solar activity at a given time. A sufficiently dispersed worldwide network of muon detectors can monitor all regions of the sky at any given time and therefore be able to provide valuable information throughout the course of a solar storm. GRAND represents a muon station in North America with that capability and, together with stations in Japan, Brazil, Tasmania, Kuwait, and Germany, could make an important contribution to these muon detector stations distributed around the world.Education, archives, and outreachSix Notre Dame undergraduate students have participated in research with GRAND and have written three theses. During the summers, undergraduate students from other universities are involved in an REU program, high school students in the REHS program, and high school teachers in the RET program. Their enthusiasmS HORT T ITLEand quick assimilation to the basic analyses tools demonstrate the intuitive nature of the data from these PWC detectors and proves their capability to provide a good learning experience for budding scientists. The archiving of the data on accessible massive disk storage with the collaboration of Prof. D. Thain in the Engineering Department makes the data available to us as well as the high school students and teachers who have worked on the project to be able to do their own research on the data, which they helped collect.The authors wish to thank: K. Neary for help with the manuscript; and the National Science Foundation for construction funds and their support of the REU program. Operating funds for GRAND are funded through the University of Notre Dame and private donations. References[1] J. Poirier and C. D’Andrea. Ground levelmuons in coincidence with the solar flare ofApril 15, 2001. Geophysical Research,Space Physics, 107(A11):1376-1384, 2002.[2] C. D’Andrea and J. Poirier. Ground levelmuons coincident with the 20 January 2005Solar Flare. Geophysical Research Letter,32:14102-14105, 2005.[3] J. Poirier et al. A Study of the Forbushdecrease of September 11, 2005 with GRAND. 30th International Cosmic RayConference, paper #0985, 2007.[4] H. Moraal, K.G. McCracken, P.H. Stoker.Analysis of the 20 January 2005 cosmic rayground level enhancement. 30thInternational Cosmic Ray Conference, paper #0862, 2007.Figure 1: An aerial view of Project GRAND’s muon detector stations.。