SlideShare une entreprise Scribd logo
1  sur  28
Télécharger pour lire hors ligne
// Metrics
Basic Metric Library
   Open Ends
   Description: Total number of activities that are missing a predecessor, a successor, or both. This number should not
   exceed 5%.

   Remarks: A core schedule quality check. In theory, all activities should have at least one predecessor and one successor
   associated with it. Failure to do so will impact the quality of results derived from a time analysis as well as a risk analysis.
   Includes only normal activities and milestones that are planned, in-progress, or complete.

   Logic Density
   Description: Average number of logic links per activity.

   Remarks: In theory, this value should be at least two. An average of less than two indicates that the schedule should be
   reviewed and updated with additional logic links. An upper limit of four is also recommended – logic density above this
   threshold indicates overly complex logic within a schedule. Includes only normal activities and milestones that are planned,
   in-progress, or complete.

   Critical
   Description: Critical tasks.

   Remarks: The number of critical tasks within a grouping. Typically critical activities have Total Finish Float of zero.
   Primavera schedules may have critical activities with more than zero float depending on the threshold set in Primavera P6.
   Includes only normal activities and milestones that are planned or in-progress.

   Soft Constraints
   Description: Number of activities with soft or one-way constraints.

   Remarks: Soft or one-way constraints such as Start no Earlier Than or Finish No Later Than, constrain an activity in a
   single direction. While not as impactful as hard constraints, soft constraints do impact CPM calculations in a schedule and
   should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Hard Constraints
   Description: Number of activities with hard or two-way constraints.

   Remarks: Hard or two-way constraints such as Must Start On or Must Finish On should be avoided. Consider using
   soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or
   complete.

   High Float
   Description: Number of activities with total float greater than 2 months. This number should not exceed 5%.

   Remarks: Schedule paths with high amounts of float typically arise due to artificially constrained activities or other much
   longer competing critical paths. Paths with finish float of more than 2 months should be considered for schedule optimization
   (an opportunity to add additional activities without impacting the project completion date). Includes only normal activities
   and milestones that are planned or in-progress.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Negative Float
   Description: Total number of activities with total finish float less than 0 working days.

   Remarks: Negative float is a result of an artificially accelerated or constrained schedule. Negative float indicates that a
   schedule is not possible based on the current completion dates. Compare this metric to constraint metrics to determine
   which activities (with negative float) are being impacted by constraints. Ideally, there should not be any negative float in the
   schedule. Includes only normal activities and milestones that are planned or in-progress.

   High Duration
   Description:Total number of activities that have a duration longer than 2 months. This number should not exceed 5%.

   Remarks: High duration activities are generally an indication that a plan is too high level for adequate planning and controls.
   Consider further developing the schedule adding more detailed activities. Includes only normal activities and milestones
   that are planned, in-progress, or complete.

   Number of Lags
   Description: Total number of activities that have lags in their predecessors. This number should not exceed 5%.

   Remarks: A lag is a duration applied to a logic link often used to represent non-working time between activities such as
   concrete curing. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be
   replaced with activities. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Max Lag
   Description:The activity with the largest successor lag within a grouping as well as the amount in days of the largest lag.

   Remarks: A lag is a duration applied to a logic link often used to represent non-working time between activities such as
   concrete curing. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be
   replaced with activities. Includes only normal activities and milestones that are planned, in-progress, or complete.


Advanced Metric Libraries
CHARACTERISTICS

   Total Activities
   Description: The total number of activities within a grouping.

   Remarks: A count of all activities of all types including: Normal, Summary, Milestone, Level of Effort and Hammocks that
   are planned, in-progress, or complete.

   Milestones
   Description: Number of milestones within a grouping.

   Remarks: A milestone is the end of a stage that marks the completion of a work package or phase. A milestone is typically
   marked by a high level event such as completion, endorsement or signing of a deliverable, document or a high-level review
   meeting. Includes only milestones that are planned, in-progress, or complete.

   Normal
   Description: Number of normal activities within a grouping.

   Remarks: A normal activity is an activity that carries work, has duration greater than zero days, and is part of a sequence of
   work within a project network. Includes only normal activities that are planned, in-progress, and complete.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Summaries
   Description: Number of summary activities within a grouping.
   Remarks: A summary activity is not a true element of work, instead it is a pseudo activity shown in a Gantt chart that groups
   together child activities. Summaries are useful for high-level project reporting. Includes only summaries that are planned,
   in-progress, or complete.

   Hammocks
   Description: Number of hammocks within a grouping.

   Remarks: Also known as level of effort, a hammock is an activity that spans between two points in a network. It has no
   duration of its own, but derives one from the time difference between the two points to which it is connected. A hammock is
   very similar to a summary except that a hammock is generated by activities from multiple locations, whereas a summary is
   generated only from its child activities. Includes only hammocks that are planned, in-progress or complete.

   Milestone Ratio
   Description: Ratio of the number of milestones to the number of normal activities. This number should not be less than
   1:20.

   Remarks: A powerful metric to reflect the number of deliverables versus the number of activities required to achieve these
   deliverables. If the ratio is less than 1:20, then the plan needs to be further developed to reflect more detail in the work
   (activities). Includes normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress
   or complete.

   Detail Level
   Description: Ratio of the number of summary to the number of normal activities. Should not be less than 1:20.

   Remarks: A useful metric for determining whether or not there is enough detail in the schedule. Typically, if the ratio is less
   than 1:20 then more detail is required in the plan. Includes normal activities, milestones, summaries, and level of effort
   (hammocks) that are planned, in-progress or complete.

   Missing WBS
   Description: Activities that are missing WBS values.

   Remarks: Activities without WBS values indicate poor planning. Includes only normal activities and milestones that are
   planned, in-progress or complete.

   Riding Data Date
   Description: Activities where the start date is the same as the project data date (Time Now).

   Remarks: An indication of activities that are getting delayed. Includes only normal activities and milestones that are planned.

   Activities per Million
   Description: Number of activities per million units in cost.

   Remarks: A calculation of the number of activities per million units in cost. Includes all normal activities that are planned,
   in-progress, or complete.

DURATION

   Original Duration
   Description: The length of time planned for the execution of all activities within a grouping.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: Useful when ribbonizing or grouping by path as it then shows the total amount of planned duration for each path
   between two given activities. Includes only normal activities and milestones that are planned, in-progress or complete.

   Remaining Duration
   Description: The total amount of remaining time planned in order to complete all activities within a grouping.

   Remarks: Useful when ribbonizing or grouping by path as it then shows the total amount of remaining duration for each
   path between two given activities. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Remaining Critical Duration
   Description: The amount of remaining time planned in order to complete all critical normal activities and milestones within a
   grouping.

   Remarks: Useful when ribbonizing by path as it then shows the total amount of remaining duration for each path between
   two given activities. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Remaining Non-Critical Duration
   Description: The amount of remaining time planned in order to complete all non-critical normal activities and milestones
   within a grouping.

   Remarks: Useful when ribbonizing or grouping by path as it then shows the total amount of remaining duration for each
   path between two given activities. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Average Original Duration
   Description: Average planned or original duration of all normal activities and milestones within a grouping.

   Remarks: Useful when ribbonizing or grouping by resource as it then shows the average planned duration for each
   resource. Includes only normal activities that are planned, in-progress, or complete.

   Average Remaining Duration
   Description: Average remaining duration of all normal activities and milestones within a grouping.

   Remarks: Useful when ribbonizing or grouping by resource as it then shows the average remaining duration for each
   resource. Includes only normal activities that are planned or in-progress.

   Ribbon Length
   Description: Length of a ribbon or grouping (in days).

   Remarks: Shows the total time in days for any given ribbon such as WBS, discipline, or path. Includes all normal activities,
   milestones, summaries and level of effort (hammocks) that are planned, in-progress or complete.

   Schedule Overrun
   Description: Number of activities where the remaining duration is greater than the original duration.

   Remarks: An indication that additional work has transpired since the plan was developed. Includes all normal activities and
   milestones that are planned, in-progress, or complete.

LOGIC

   Missing Predecessors
   Description: Total number of activities that are missing predecessors.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: A core schedule quality check. Activities that have missing predecessors are known as open-ended activities.
   Open ends cause time and risk analysis calculations to be erroneous. Ideally, all open ends should be fixed in a schedule
   during the planning phase. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Missing Successors
   Description: Total number of normal activities that are missing successors.

   Remarks: A core schedule quality check. Activities that have missing successors are known as open-ended activities. Open
   ends cause time and risk analysis calculations to be erroneous. Ideally, all open ends should be fixed in a schedule during
   the planning phase. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Activities with Lags
   Description: Total number of activities that have positive lead in their predecessors. Should not exceed 5%.

   Remarks: Lags are positive durations or delays associated with logic links. Lags tend to hide detail in schedules and cannot
   be statused like normal activities. Lags should typically be replaced with activities. Includes only normal activities and
   milestones that are planned, in-progress, or complete.

   SS Predecessors
   Description: Total number of activities with Start to Start (SS) logic links.

   Remarks: SS links should be used with caution and generally should be tied off using a corresponding Finish to Finish (FF)
   link. Includes only normal activities and milestones that are planned, in-progress, or complete.

   SF Predecessors
   Description: Total number of activities with Start to Finish (SF) logic links.

   Remarks: Start-to-Finish (SF) links are deliberately used very rarely because they have the unusual effect that the
   successor happens before the predecessor. Generally a poor practice when planning. Includes only normal activities and
   milestones that are planned, in-progress, or complete.

   FF Predecessors
   Description: Total number of activities with Finish to Finish (FF) logic links.

   Remarks: Finish to Finish (FF) links should be used with caution and generally should be tied off using a corresponding
   Start to Start (SS) link. Includes only normal activities and milestones that are planned, in-progress, or complete.

   FS Predecessors
   Description: Total number of activities with Finish to Start (FS) logic links. Should be at least 90%.

   Remarks: Finish to Start (FS) links provide a logical path through the project. Finish to Start relationships are the most
   common type of logic link in a schedule and are used to portray a sequential series of work where a successor cannot start
   before it’s predecessor has finished. Having less than 90% of all links as FS links is a poor scheduling practice. Includes
   only normal activities and milestones that are planned, in-progress, or complete.

   Logic Density
   Description: Average number of logic links per activity.

   Remarks: In theory, this value should be at least two. An average of less than two indicates that the plan should be
   reviewed and updated with additional logic links. Includes only normal activities and milestones that are planned, in-
   progress, or complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Merge Hotspot
   Description: The total number of activities with a high number of predecessor links.

   Remarks: Also known as merge bias, merge hotspot is an indication as to how complex the start of an activity is. If the
   number of links is greater than two, then there is a high probability that the activity in question will be delayed due to
   the cumulative effect of all links having to complete on time in order for the activity to start on time. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   Diverge Hotspot
   Description: The total number of activities with a high number of successor links.

   Remarks: A diverge hotspot is an indication as to how complex the end of an activity is. If the number of links is greater
   than two, then there is a high probability that the activity in question may delay a large number of successors. Includes only
   normal activities and milestones that are planned, in-progress, or complete.

   Logic Hotspot
   Description: The total number of activities with a high number of predecessor links as well as a high number of successor
   links.

   Remarks: A measure of a high-risk activity. Activities with both a large number of predecessors and successors typically
   turn into schedule bottlenecks causing delays. A hotspot is defined as any activity with three or more predecessors and
   three or more successors. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Summary Links
   Description: The total number of summary activities that have logic links.

   Remarks: Summaries are groupings of activities and not true work. If logic links are attached to summaries, the project
   plan cannot be re-grouped using any other field as the designator for the summary. Summaries with links should be avoided
   at all costs. Includes only summaries and level of effort (hammocks) that are planned, in-progress, or complete.

   Open Start
   Description: Activities where the only predecessor(s) is either Finish-to-Finish or Start-to-Finish resulting in an open end to
   the activity.

   Remarks: Also known as “Dangling Activities”. Includes only normal activities and milestones that are planned, in-progress,
   or complete.

   Open Finish
   Description: Activities where the only successor(s) is either Start-to-Finish or Start-to-Start resulting in an open end to the
   activity.

   Remarks: Also known as “Dangling Activities”. Includes only normal activities and milestones that are planned, in-progress,
   or complete.

   Open Ends with Constraints
   Description: Activities where missing logic is accounted for through the use of a constraint.

   Remarks: Open ended activities that have been tied off with a constraint are more defendable than activities that are open-
   ended without associated constraints. Includes all normal activities that are planned, in-progress or complete.

   Open Ends without Constraints
   Description: Activities where there is missing logic without any type of supporting constraint.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: Open ended activities that have not been tied off with a constraint. This is the worst type of open ended logic.
   Includes all normal activities and milestones that are planned, in-progress, or complete.

   Open Ends
   Description: Total number of activities that are missing a predecessor, a successor, or both. This number should not
   exceed 5%.

   Remarks: A core schedule quality check. In theory, all activities should have at least one predecessor and one successor
   associated with it. Failure to do so will impact the quality of results derived from a time analysis as well as a risk analysis.
   Includes all normal activities an milestones that are planned, in-progress, or complete.

LAGS

   Lags
   Description: Total number of activities with lags.

   Remarks: Lags are positive durations or delays associated with logic links. Lags tend to hide detail in schedules and cannot
   be statused like normal activities. Lags should typically be replaced with activities. Includes only normal activities and
   milestones that are planned, in-progress, or complete.

   Leads
   Description: Total number of activities carrying negative lag.

   Remarks: Also known as negative lag. Often used to adjust the successor start or end date relative to the logic link applied.
   Can result in the successor starting before the start of the predecessor. Includes only normal activities and milestones that
   are planned, in-progress, or complete.

   Minimum Lag
   Description: The smallest successor lag value for the selected activity grouping.

   Remarks: Small lags can overly complicate schedules. Consider removing these for simplicity. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   Maximum Lag
   Description: The largest successor lag value for the selected activity grouping.

   Remarks: Large lags should be avoided if possible and replaced with activities where appropriate. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

CONSTRAINTS

   Constraint
   Description: Total number of activities with a constraint of any kind applied. Should not exceed 5%.

   Remarks: Constraints should be avoided if possible. Constraints artificially lock down a schedule and go against the ability
   for a schedule to naturally ‘flow’ during a time analysis. One-way constraints such as “Start No Earlier Than” are valid if they
   can be justified (e.g. contractual start date). Includes only normal activities and milestones that are planned, in-progress, or
   complete.

   As Late As Possible
   Description: Number of activities with a soft (one-way) constraint that forces the activity to start as late as possible without



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
impacting the Early or Late dates.

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as impactful as hard
   constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only
   normal activities and milestones that are planned, in-progress, or complete.

   Finish On or After
   Description: Number of activities with a soft (one-way) constraint that forces the activity to finish on or after a specific date

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Finish On or Before
   Description: Number of activities with a soft (one-way) constraint that forces the activity to finish on or before a specific
   date

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Must Finish On
   Description: Number of activities with a hard (two-way) constraint that forces the activity to finish on a specific date but
   does not override CPM Calculations.

   Remarks: Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely
   necessary. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Mandatory Finish
   Description: Number of activities with a hard (two-way) constraint that forces the activity to finish on a specific date,
   overriding CPM calculations.

   Remarks: This hard (two-way) activity constraint completely overrides CPM calculations and breaks the schedule into two
   parts. Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary.
   Includes only normal activities and milestones that are planned, in-progress, or complete.

   Must Start On
   Description: Number of activities with a hard (two-way) constraint that forces the activity to start on a specific date but does
   not override CPM Calculations.

   Remarks: Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely
   necessary. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Mandatory Start
   Description: Number of activities with a hard (two-way) constraint that forces the activity to start on a specific date,
   overriding CPM calculations.

   Remarks: This hard (two-way) activity constraint completely overrides CPM calculations and breaks the schedule into two
   parts. Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary.
   Includes only normal activities and milestones that are planned, in-progress, or complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Start and Finish
   Description: Number of activities with a hard (two-way) constraint that forces the activity to start and finish on specific
   dates. (Also known as ‘Must Start and Finish’)

   Remarks: This hard (two-way) activity constraint removes float from the activity. Hard or two-way constraints such as this
   should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones
   that are planned, in-progress, or complete.

   Start On or After
   Description: Number of activities with a soft (one-way) constraint that forces the activity to start on or after a given date.

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Start On or Before
   Description: Number of activities with a soft (one-way) constraint that forces the activity to start on or before a given date.

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Late Constraints
   Description: Number of activities with a soft (one-way) constraint that forces the activity to start or finish on or before a
   given date.
   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Early Constraints
   Description: Number of activities with a soft (one-way) constraint that forces the activity to start or finish on or after a given
   date.

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Free Float Constraints
   Description: Number of activities with a soft (one-way) constraint that forces the activity to finish as late as possible without
   impacting the network path dates. (Also known as a Late as Possible Constraint)

   Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints,
   soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   Total Float Constraints
   Description: Number of activities with both a mandatory start and finish constraint applied.

   Remarks: This hard (two-way) activity constraint, in effect, locks the activity overriding the natural total float calculation.
   Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary.
   Includes only normal activities and milestones that are planned, in-progress, or complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Soft Constraints
   Description: Number of activities with soft or one-way constraints.

   Remarks: Soft or one-way constraints such as Start no Earlier Than or Finish No Later Than, constrain an activity in a
   single direction. While not as impactful as hard constraints, soft constraints do impact CPM calculations in a schedule and
   should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Hard Constraints
   Description: Number of activities with hard or two-way constraints.

   Remarks: Hard or two-way constraints such as Must Start On or Must Finish On should be avoided. Consider using
   soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or
   complete.

FLOAT

   Critical
   Description: Number of critical activities.

   Remarks: With regards to float, this depends on the scheduling tool. In a Microsoft Project schedule the critical task will
   have zero float. In a Primavera P6 schedule the critical task will typically have zero float but could be set to be a given
   float in user preferences in Primavera. Fuse will inherit this setting from Primavera. Includes only normal activities and
   milestones that are planned or in-progress.

   Non-Critical
   Description: Number of non-critical activities.

   Remarks: With regards to float, a non-critical activity carries float thus giving it some flexibility with regards to early/late
   dates. Includes only normal activities and milestones that are planned or in-progress.

   Negative Float
   Description: Total number of activities with total float of less than 0 working days.

   Remarks: Negative float is a result of an artificially accelerated or constrained schedule. Negative float indicates that a
   schedule is not possible based on the current completion dates. Compare this metric to constraint metrics to determine
   which activities (with negative float) are being impacted by constraints. Ideally, there should not be any negative float in the
   schedule. Includes only normal activities and milestones that are planned or in-progress.

   Zero Days Float
   Description: Total number of activities with 0 days float.

   Remarks: An activity that carries no float has no flexibility with regards to early/late dates. (ie early dates are equal to late
   dates). Includes only normal activities and milestones that are planned or in-progress.

   0 to 20 Days Float
   Description: Total number of activities with positive float of more than zero and less than 20 days.

   Remarks: Near critical activities should be closely monitored during execution to ensure a successful on-time project.
   Includes only normal activities and milestones that are planned or in-progress.

   20 to 30 Days Float
   Description: Total number of activities with positive float of more than 20 days and less than or equal to 30 days.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: Mid-range float activities should be monitored periodically to ensure these activities aren’t trending towards
   critical. Includes only normal activities and milestones that are planned or in-progress.

   More than 30 Days Float
   Description: Total number of activities with positive float of more than 30 days.

   Remarks: Large float activities typically pose low risk exposure to a project. These activity paths (or sequences) are good
   candidates for adding additional concurrent work to the schedule to help with project acceleration. Includes only normal
   activities and milestones that are planned or in-progress.

   Average Float
   Description: The average total finish float for a grouping.

   Remarks: This is a good indication as to whether there is scope for improvement in the selected grouping. Includes only
   normal activities and milestones that are planned or in-progress.

   Max Float
   Description: The largest float value (in days) for a grouping.

   Remarks: Useful when ribbonizing (grouping) activities by path to determine which path has the largest float value.
   Includes only normal activities and milestones that are planned or in-progress.

   Float Ratio
   Description: A calculation of the average float divided by the average remaining duration.

   Remarks: A useful metric in determining how much float, relative to the amount of work within an activity. The higher the
   ratio, the more float per day of activity duration. Includes only normal activities that are planned or in-progress.

STATUS

   Underway
   Description: Total number of activities that are in progress.

   Remarks: This is a good indication as to the current degree of in-progress activity. Combine this with other metrics (such
   as risk exposure) to help determine those ribbons and/or phases that are going to cause the greatest number of problems.
   Includes only normal activities and milestones that are in-progress.

   Planned
   Description: Total number of activities that have yet to start.

   Remarks: This is a good indication as to how much work is yet to start. Combine this with other metrics (such as risk
   exposure) to help forecast those ribbons and/or phases that are going to be the most intense. Includes only normal
   activities and milestones that are planned.

   Completed
   Description: Total number of completed activities.

   Remarks: This is a good indication as to how many activities were completed within a given phase and/or ribbon. Use this
   as a measure of efficiency and combine with metrics such as performance to determine whether those activities planned to
   finish actually did indeed finish on time. Includes only normal activities and milestones that are complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Days Remaining
   Description: Calculation of the total number of days remaining.

   Remarks: Total days remaining is a measure as to how much work is left for a given ribbon and/or phase. Includes only
   normal activities and milestones that are planned, in-progress, or complete.

   Days Completed
   Description: Calculation of the number of days completed.

   Remarks: A measure as to how many days worth of work have been completed for any given ribbon and/or phase.
   Includes only normal activities and milestones that are planned, in-progress, or complete.

   Completed Milestones
   Description: Total number of completed milestones.

   Remarks: This is an indication as to how many deliverables (rather than work required to achieve the deliverables) have
   been completed. Includes only milestones that are complete.

   Planned Milestones
   Description: Total number of milestones that are planned but not yet in-progress or completed.

   Remarks: This is an indication as to how many deliverables (rather than work required to achieve the deliverables) are still
   in the planning phase. Includes only milestones that are planned.

   Not Completed
   Description: Total number of activities that have not been completed.

   Remarks: This is an indication as to how much work remains uncompleted for a given ribbon and/or phase. Includes only
   normal activities and milestones that are planned or in-progress.

   Physical Percent Complete
   Description: Number of activities using Physical Percent Complete as a means of tracking progress.

   Remarks: This is independent of any calculated status and allows the user to manually enter activity progress. Includes
   only normal activities that are planned, in-progress or complete.

   Duration Percent Complete
   Description: Number of activities using Duration Percent Complete as a means of tracking progress.

   Remarks: Percent complete in this case is calculated based on proportion of remaining duration to original duration.
   Includes only normal activities that are planned, in-progress, or complete.

   Units Percent Complete
   Description: Number of activities using Units Percent Complete as a means of tracking progress.

   Remarks: When using Units Percent Complete, percent complete is calculated based on the remaining and actual work of
   resources. Includes only normal activities that are planned, in-progress, or complete.

   Wrong Status
   Description: Number of activities that have been statused into the future.

   Remarks: A good status check that identifies wrongly recorded activity status. All activities with status in the future must



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
be corrected in order to maintain an accurate execution plan. Includes only normal activities and milestones that are in-
   progress or complete.


PLANNED

   Planned Ahead
   Description: Number of activities that are currently planned to start before their baseline start date.

   Remarks: This is a good measure of positive schedule acceleration at the planning phase. Includes only normal activities
   and milestones that are planned.

   Planned Delayed
   Description: Number of activities that are currently planned to start after their baseline start date.

   Remarks: This is a good measure of schedule slippage at the planning phase. Includes only normal activities and
   milestones that are planned.

   Planned On Schedule
   Description: Number of activities that are planned to start on time.

   Remarks: A measure as to how many activities are currently planned to start on time (i.e. The start date is the same as the
   baseline start date). Includes only normal activities and milestones that are planned.

   Scheduled To Start
   Description: Number of activities within a grouping that are planned to start.

   Remarks: Useful when looking at the phase analyzer to identify activities planned to start within each phase, or in the
   intersection analyzer to identify activities within a specific grouping that are also planned to start in a given phase. This is
   a good indication of the level of activity within newly starting work. Includes only normal activities and milestones that are
   planned.

   Scheduled To Finish
   Description: Number of activities within a grouping that are planned to finish.

   Remarks: Useful when looking at the phase analyzer to identify activities planned to finish within each phase, or in the
   intersection analyzer to identify activities within a specific grouping that are also planned to finish in a given phase. This is a
   good indication of the level of activity within work that is completing. Includes only normal activities and milestones that are
   planned.

IN-PROGRESS

   Started Ahead
   Description: Number of activities that started before their planned start date.

   Remarks: A measure as to how many activities currently underway that actually started early. This is a good measure of
   sound execution performance. Includes only normal activities and milestones that are in-progress.

   Started Delayed
   Description: Number of activities that started after their planned start date.

   Remarks: A measure as to how many activities currently underway that actually started late. This is a good indication of



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
poor execution performance. Includes only normal activities and milestones that are in-progress.

   In-Progress On Schedule
   Description: Total number of activities that are currently underway and also started on time.

   Remarks: This is a good measure as to how many in-progress activities actually started on time as well as an indication of a
   well-executed, realistic plan. Includes only normal activities and milestones that are in-progress.

   Days Early
   Description: A calculation of the total number of days saved by activities that started early.
   Remarks: This is a good indication of an accelerated, optimized plan. Includes only normal activities and milestones that
   are in-progress.

   Days Late
   Description: A calculation of the total number of days lost by activities that started late.
   Remarks: Use this metric as an indication as to the compound impact of slipped work. Includes only normal activities and
   milestones that are in-progress.

   Avg Days Early
   Description: Average number of days that all activities within a grouping started early (before the baseline start date).

   Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones
   that are in-progress.

   Avg Days Late
   Description: Average number of days that all activities within a grouping started late (before the baseline start date).

   Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones
   that are in-progress.

   Avg Start Variance
   Description: A calculation of the average variance between total days started early and total days started late.

   Remarks: A positive average start variance indicates days ahead of schedule. A negative average start variance indicates
   days behind schedule. Includes only normal activities and milestones that are in-progress.

   Discrepancy
   Description: A calculation of the total variance between total days started early and total days started late.

   Remarks: This is a good measure as to the total number of days gained or lost due to accelerations or delays in starting
   work. Includes only normal activities and milestones that are in-progress.

   Actually Started
   Description: Total number of activities that have started.

   Remarks: Use this metric in conjunction with the Scheduled to Start metric to compare how many activities actually started
   relative to how many activities should have started. Includes only normal activities and milestones that are in-progress.

COMPLETED

   Completed Ahead
   Description: Number of activities that finished before their planned finish date.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: A measure as to how well activities are executed and completed. The higher the number of activities completed
   ahead of schedule the stronger the indication that the project is being executed well ahead of schedule. Includes only
   normal activities and milestones that are complete.

   Completed Delayed
   Description: Number of activities that finished after their planned finish date.

   Remarks: A measure as to how poorly activities are executed and completed. The higher the number of completed behind
   activities, the stronger the indication that the project is being executed behind schedule. Includes only normal activities and
   milestones that are complete.

   Completed On-Schedule
   Description: Number of activities that completed on time.

   Remarks: An indication of a well executed schedule. Includes only normal activities and milestones that are complete.

   Accelerated
   Description: Number of activities that started after their planned start date but finished before or on their planned finish
   date.

   Remarks: A measure as to how many activities started late and then made enough progress so as to actually finish earlier
   than planned. Includes only normal activities and milestones that are complete.

   Days Variance
   Description: Total variance (in days) between activities that started early and those that started late.

   Remarks: An indication as to how well a project is being executed. Includes only normal activities and milestones that are
   complete.

   Days Early
   Description: A calculation of the total number of days saved by activities that finished early.

   Remarks: This is a good indication of an accelerated, optimized plan. Includes only normal activities and milestones that
   are complete.

   Days Late
   Description: A calculation of the total number of days lost by activities that started late.

   Remarks: Use this metric as an indication as to the compound impact of slipped work. Includes only normal activities and
   milestones that are complete.

   Avg Days Early
   Description: Average number of days that all activities within a grouping finished early (before the baseline start date).

   Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones
   that are complete.

   Avg Days Late
   Description: Average number of days that all activities within a grouping finished late (before the baseline start date).

   Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones
   that are complete.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Avg Variance
   Description: Average variance (in days) between activities that started early and those that started late.

   Remarks: An indication as to how well a project is being executed. Includes only normal activities and milestones that are
   complete.

   Actually Finished
   Description: Total number of activities that have finished.

   Remarks: Use this metric in conjunction with the Scheduled to Finish metric to compare how many activities actually
   finished relative to how many activities should have finished. Includes only normal activities and milestones that are
   complete.

   Took Longer than Planned
   Description: Number of activities that took longer than forecasted.

   Remarks: An indication of poor execution performance of the activity in question rather than an effect of upstream delays.
   Includes only normal activities and milestones that are complete.

Baseline Compliance

   Scheduled/Baselined to Start
   Description: Number of activities scheduled/baselined to start or have started in the current period.

   Remarks: Useful when used in conjunction with “Scheduled/Baselined to Finish” as an indication as to how well a project is
   perfoming relative to the plan. Includes all normal activities and milestones that are planned, in-progress or complete.

   Scheduled/Baselined to Finish
   Description: Number of activities scheduled/baselined to finish or have finished in the current period.

   Remarks: Useful when used in conjunction with “Scheduled/Baselined to Start” as an indication as to how well a project is
   perfoming relative to the plan. Includes normal activities and milestones that are planned, in-progress or complete.

   Start/ed
   Description: Number of activities starting or that have started in the current period.

   Remarks: Useful when used in conjunction with “Finish/ed” as an indication as to how well a project is performing relative to
   the plan. Includes normal activities and milestones that are planned, in-progress or complete.

   Finish/ed
   Description: Number of activities finishing or that have finished in the current period.

   Remarks: Useful when used in conjunction with “Start/ed” as an indication as to how well a project is performing relative to
   the plan. Includes normal activities and milestones that are planned, in-progress or complete.

   Start/ed on Time
   Description: Number of activities starting or that have started within the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Start/ed Early
   Description: Number of activities starting or have started before the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Start/ed Late
   Description: Number of activities starting or that have started after the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Finish/ed on Time
   Description: Number of activities finishing or that have finished within the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Finish/ed Early
   Description: Number of activities finishing or that have finished before the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Finish/ed Late
   Description: Number of activities finishing or that have finished after the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Start/ed on Time Finished Late
   Description: Number of activities starting or that have started within the expected baselined period yet finished outside of
   the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Start Variance
   Description: Number of activities starting or that have started outside the expected baselined period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Start Compliance
   Description: Percentage of activities starting or that have started outside the expected baselined period relative to the
   baselined activities starting or that should have started within this period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Finish Variance
   Description: Number of activities finishing or that have finished outside the expected baselined period.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

   Finish Compliance
   Description: Percentage of activities finishing or that have finished outside the expected baselined period relative to the
   baselined activities finishing or that should have finished within this period.

   Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned,
   in-progress or complete.

COST

   Overrun
   Description: Number of activities where total cost is greater than budgeted cost.

   Remarks: An indication of activities that are driving cost overruns. Values greater than 25% typically will expend any
   allocated contingencies. Includes only normal activities and milestones that are planned, in-progress or complete.

   Cost Underrun
   Description: A currency measure of the difference between total budgeted cost and total cost of all under-budget activities.

   Remarks: Useful in determining the total amount under budget an activity, ribbon, phase, or project is. Includes only normal
   activities and milestones that are planned, in-progress or complete.

   Cost Overrun
   Description: A currency measure of the difference between total budgeted cost and total cost of all over-budget activities.

   Remarks: Useful in determining the total amount over budget an activity, ribbon, phase, or project is. Includes only normal
   activities and milestones that are planned, in-progress or complete.

   Total Cost
   Description: A currency measure of the total cost for all activities within a grouping. (i.e. actual cost plus remaining cost)

   Remarks: Useful for tracking and comparing total cost for phases and/or ribbons (i.e. calculate total cost by WBS or
   Resource or find the most costly phase of a project). Includes only normal activities and milestones that are planned, in-
   progress or complete.

   Actual Cost
   Description: A currency measure of the actual amount paid or incurred, as opposed to estimated cost or standard cost.

   Remarks: Useful when used in conjunction with the Budget Cost metric for comparing actual costs incurred budgeted cost.
   Includes only normal activities and milestones that are planned, in-progress or complete.

   Remaining Cost
   Description: A currency measure of the amount of remaining cost for the work remaining.

   Remarks: Includes all cost types including labor, material and ODC costs. Includes only normal activities and milestones
   that are planned, in-progress or complete.

   Cost Discrepancy
   Description: A currency measure of the difference between budgeted and current cost.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: A good indication of execution performance with regards to cost. Includes only normal activities and milestones
   that are planned, in-progress or complete.

   Budget Cost
   Description: A currency measure of total budgeted cost.

   Remarks: Useful when used in conjunction with Actual Cost for comparing budgeted costs to actual costs incurred.
   Includes only normal activities and milestones that are planned, in-progress or complete.

   Cost per Day
   Description: A currency measure of the total cost of activities relative to the total duration of the same activities.

   Remarks: A good indication of how expensive work is for a given period of time. Includes only normal activities and
   milestones that are planned, in-progress or complete.

RISK INPUTS

   Aggressive
   Description: Number of activities that have uncertainty skews towards pessimistic by a factor of 1.5 or more.

   Remarks: Activities that are flagged as being aggressive have a risk range skewed towards the pessimistic. During a risk
   workshop, if more than 25% of activities are aggressive then the underlying schedule needs to be re-assessed, as it is
   most likely too aggressive to be realistically achieved during execution. Includes only normal activities that are planned or
   in-progress.

   Conservative
   Description: Number of activities that have uncertainty skews towards optimistic by a factor of 1.5 or more.

   Remarks: Activities that are flagged as being conservative have a risk range skewed towards the optimistic. During a risk
   workshop, if more than 25% of activities are conservative then the underlying schedule needs to be re-assessed as it most
   likely carries too much contingency or buffer and in reality can be significantly accelerated. Includes only normal activities
   that are planned or in-progress.

   Questionable Ranges
   Description: Number of activities that may include risk events.

   Remarks: Schedule uncertainty ranges should not include the impact from potential risk events. Activities carrying
   questionable risk ranges should be re-assessed to ensure that risk events have not been accidently included. Includes only
   normal activities that are planned or in-progress.
   Broad Risk Range
   Description: Number of activities with a risk range 50% greater than duration.

   Remarks: Activities with a broad risk range typically need to be rescheduled in more detail. Broad risk range activities are a
   direct reflection of poor scope definition within a project. Includes only normal activities that are planned or in-progress.

   Scope Uncertainty
   Description: Number of activities that have a schedule risk range assigned to them.

   Remarks: Scope uncertainty reflects those activities that need to be further defined. Scope uncertainty typically diminishes
   as the activity gets closer to time-now or execution. Generally, the further out the activity is from starting, the greater the
   amount of scope uncertainty. Includes only normal activities that are planned or in-progress.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
No Risk
   Description: Activities that have no schedule risk range.

   Remarks: A good indication of how well developed a risk model is. Includes only normal activities that are planned or in-
   progress.

   Avg Risk Range
   Description: A calculation of the average range of schedule estimate uncertainty. Should not be greater than 25%.

   Remarks: The range of uncertainty is the difference between the pessimistic and optimistic risk values. If the risk range
   is greater than 25% of the activity duration, then risk exposure is typically high. Includes only normal activities that are
   planned or in-progress.

   Total Risk Range
   Description: A calculation of the total range of schedule estimate uncertainty. Should not be greater than 25%.
   Remarks: The range of uncertainty is the difference between the pessimistic and optimistic risk values. If the risk range
   is greater than 25% of the activity duration, then risk exposure is typically high. Includes only normal activities that are
   planned or in-progress.

   No Downside
   Description: Activities that have zero chance of being later than planned. Should not exceed 25%.

   Remarks: If the total number of No Downside activities is greater than 25% of all activities, then the schedule should be
   re-examined for realism. Includes only normal activities that are planned or in-progress.

   No Upside
   Description: Activities that have zero chance of being earlier than planned. Should not exceed 25%.

   Remarks: If the total number of No Upside activities is greater than 25% of all activities, then the schedule should be re-
   examined for realism. Includes only normal activities that are planned or in-progress.

   Avg Days Upside
   Description: A calculation of the average days upside for all activities within a grouping.

   Remarks: Days upside refers to the difference between the most likely and optimistic risk values. A good indication of how
   well developed a risk model is. Includes only normal activities that are planned or in-progress.

   Avg Days Downside
   Description: A calculation of the average days downside for all activities within a grouping.

   Remarks: Days downside refers to the difference between the most likely and pessimistic risk values. A good indication of
   how well developed a risk model is. Includes only normal activities that are planned or in-progress.

   Wrong Risk Analysis
   Description: Activities where the remaining duration falls outside of Min>Most likely>Max duration range
   Remarks: An indication that there is an issue with the risk model. Includes all normal activities and milestones that are
   planned, in-progress, or complete.

RISK EXPOSURE

   High Criticality
   Description: Number of activities that have a high degree of criticality (50% or more).



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: Criticality is a measure as to how often an activity falls on the critical path during a risk simulation. It measures
   the frequency of risk and not the size of risk. Use this metric in conjunction with other metrics such as total cost to determine
   how often these activities will have an impact on the project. Includes only normal activities and milestones that are planned
   or in-progress.

   Hidden Paths
   Description: Number of activities that are not on the critical path but have high criticality indices.

   Remarks: Hidden Paths is one of the most powerful risk exposure metrics. It shows those activities that have a high
   criticality (how often the task is critical) that in absence of risk do NOT fall on the critical path. If an activity has a high Hidden
   Path score, it should be considered as important as an activity that is critical. Includes only normal activities and milestones
   that are planned or in-progress.

   Risk Hot Spots
   Description: Number of activities that have a high number of successors as well as a high criticality.

   Remarks: The combination of multiple successors and high criticality combined typically result in a highly complex and risk-
   prone hotspot within a schedule. Includes only normal activities and milestones that are planned or in-progress.

   Schedule Risk Drivers
   Description: Number of activities with a duration sensitivity greater than 50%.

   Remarks: A good indication of how large of an impact the activity is going to have on the completion date of the project.
   This metric does not give insight into how often this occurs (see criticality). Includes only normal activities and milestones
   that are planned or in-progress.

   High Contingency
   Description: Number of activities that demand more than 20% contingency.

   Remarks: High Contingency shows those activities that most require project schedule contingency. Use this when allocating
   contingency across a project. Includes only normal activities and milestones that are planned or in-progress.

   High Cost Drivers
   Description: Number of activities with a cost index greater than 50%.

   Remarks: A good indication of how large of an impact the activity is going to have on the cost of the project. Includes only
   normal activities and milestones that are planned or in-progress.

   Avg Risk Exposure
   Description: Calculation of the average cruciality of all activities within a grouping.

   Remarks: Cruciality is a measure of both how big and how often an activity is a major schedule risk driver. Use this as
   the overarching measure of schedule risk exposure. Includes only normal activities and milestones that are planned or
   in-progress.

   Avg Dur. Sensitivity
   Description: Calculation of the average duration sensitivity of all activities within a grouping.

   Remarks: Average duration sensitivity is a measure of the average size of schedule risk impact. This is a useful metric
   when comparing across ribbons and/or phases. Helps pinpoint the biggest schedule risk drivers. Includes only normal
   activities and milestones that are planned or in-progress.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Avg Criticality
   Description: Calculation of the average criticality index for all activities within a grouping.

   Remarks: A measure of the average frequency at which activities fall on the critical path and therefore have an impact on
   the overall completion date. Includes only normal activities and milestones that are planned or in-progress.

   Avg Cost Risk
   Description: Calculation of the average cost risk index for all activities within a grouping.

   Remarks: Useful in pinpointing those activities and/or cost elements that carry the highest cost risk exposure. Includes only
   normal activities and milestones that are planned or in-progress.

Earned Value

   CV
   Description: Calculation of cost variance of all activities within a grouping.

   Remarks: Cost Variance refers to the difference between the Earned Value and the Actual Cost associated with doing the
   work. A positive value indicates a favorable position and a negative value indicates an unfavorable condition where cost is
   higher than planned. Includes only normal activities and milestones that are planned, in-progress, or complete.

   SV
   Description: Calculation of schedule variance of all activities within a grouping.

   Remarks: Schedule Variance refers to the difference between the Earned Value and the Planned Value associated with
   doing the work. A positive value indicates a favorable position and a negative value indicates an unfavorable condition
   where less has been accomplished than planned. Includes only normal activities and milestones that are planned, in-
   progress, or complete.

   SPI
   Description: Calculation of the schedule performance index of all activities within a grouping.

   Remarks: Schedule Performance Index is a measure of schedule efficiency. It is the ratio of the earned value and the
   planned value. Values greater than 1.0 reflect that more was accomplished than planned, while values less than 1.0
   reflect less accomplishment than planned. Includes only normal activities and milestones that are planned, in-progress, or
   complete.

   CPI
   Description: Calculation of the cost performance index of all activities within a grouping.

   Remarks: Cost Performance Index is a measure of cost efficiency. It is the ratio of Earned Value and the Actual Cost.
   Values over 1.0 are more efficient than planned, while values less than 1.0 are less efficient than planned. Includes only
   normal activities and milestones that are planned, in-progress, or complete.

   EAC
   Description: Calculation of estimate at complete of all activities within a grouping.

   Remarks: This EAC calculation is imported directly from the project source. It reflects the current forecast of cost at
   completion. Includes only normal activities and milestones that are planned, in-progress, or complete.

   EAC(CPI)
   Description: Calculation of estimate at complete using cost performance index (CPI) method



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: This method uses a performance factor based on cumulative cost performance (i.e. project past cost performance
   over future work). It normally produces the most optimistic forecast. Includes only normal activities and milestones that are
   planned, in-progress, or complete.

   EAC (Composite)
   Description: Calculation of estimate at complete using Composite CPI and SPI method

   Remarks: This method uses a performance factor based on cumulative cost and schedule performance. It is generally the
   most pessimistic forecast because it assumes a direct impact of schedule slippage to cost. Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   TCPI(BAC)
   Description: Calculation of To Complete Performance Index (using BAC)

   Remarks: The To-Complete Performance Index (TCPI) provides a future projection of the average productivity needed to
   complete the project within the budget (BAC). TCPI is calculated by dividing the work remaining by the current estimate
   of remaining costs. It is compared to CPI to determine how likely this is. If TCPI is greater than CPI; the project will require
   a productivity improvement in order to achieve Budget. Includes only normal activities and milestones that are planned,
   in-progress, or complete.

   TCPI(EAC)
   Description: Calculation of To Complete Performance Index (using EAC)

   Remarks: The To-Complete Performance Index (TCPI) provides a future projection of the average productivity needed
   to complete the project within the forecast cost (EAC). TCPI is calculated by dividing the work remaining by the current
   estimate of remaining costs. It is compared to CPI to determine how likely this is. If TCPI is greater than CPI the project
   will require a productivity improvement in order to achieve the EAC. Includes only normal activities and milestones that are
   planned, in-progress, or complete.

   TCPI(EAC) to CPI
   Description: The ratio of the To Complete Performance Index to the Cost Performance Index. Should be between 0.9 and
   1.1.

   Remarks: If the value is less than 0.9 then a significant performance improvement will have to be made in order to achieve
   the stated EAC. If the value is greater than 1.1, then the EAC may be too high (pessimistic). Includes only normal activities
   and milestones that are planned, in-progress, or complete.

   PV (BCWS)
   Description: Calculation of the Planned Value (also known as Budgeted Cost of Work Scheduled)

   Remarks: The budgeted cost of work scheduled is the schedule for the expenditure of budgeted resources as necessary
   to meet project scope and schedule objectives. Planned Value (or BCWS) is a schedule, stated in the value of work to be
   performed, and is therefore a basis for both time and cost assessment of the progress on a project. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   EV (BCWP)
   Description: Calculation of Earned Value (also known as Budgeted Cost of Work Performed)

   Remarks: The budgeted cost of work performed is what the amount of work achieved should have cost according to the
   planned budget or the value earned for the work actually achieved. Includes only normal activities and milestones that are
   planned, in-progress, or complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
AC (ACWP)
   Description: Calculation of the actual cost of work performed

   Remarks: The costs actually incurred and recorded in accomplishing work performed. A good indication of how well a
   project has been executed relative to cost. Includes only normal activities and milestones that are planned, in-progress, or
   complete.

   Percentage Schedule
   Description: Calculation of how much work as a percentage of the overall budget should have been completed.

   Remarks: Indication of how well a project has been executed. Includes only normal activities and milestones that are
   planned, in-progress, or complete.
   Percentage Spent
   Description: Calculation of how much has been spent as a percentage of the overall budget

   Remarks: Indication of how well a project has been executed with regards to cost. Includes only normal activities and
   milestones that are planned, in-progress, or complete.

   Percent Complete
   Description: Calculation of how much work as a percentage of the overall budget has been completed

   Remarks: This is a good indication of the amount of work remaining for project completion as well as what has already been
   completed. Includes only normal activities and milestones that are planned, in-progress, or complete.

   Percentage Spent (EAC)
   Description: Calculation of how much has been spent as a percentage of the latest Estimate at Complete.

   Remarks: A good indication of remaining budget as well as what has been spent. Use in conjunction with Percent
   Complete to compare remaining work with remaining budget. Includes only normal activities and milestones that are
   planned, in-progress, or complete.

   VAC
   Description: Calculation of the Variance at Complete

   Remarks: Variance at Complete refers to the difference between the total budget and the estimate at completion. It
   represents the amount of expected cost overrun or underrun. A positive value indicates an underspend and a negative value
   indicates an overspend. Includes only normal activities and milestones that are planned, in-progress, or complete.

   BAC
   Description: Calculation of Budget at Complete (also known as Performance Measurement Baseline)

   Remarks: Budget at Complete refers the total authorized budget for accomplishing the project scope of work. It is equal
   to the sum of all allocated budgets plus any undistributed budget. Includes only normal activities and milestones that are
   planned, in-progress, or complete.

EARNED SCHEDULE

   SV(t)
   Description: Calculation of the difference (in days) between the baseline expected progress to date and the actual progress
   of the activity.

   Remarks: A good indication as to how well a project has been executed. Includes only normal activities that are planned,



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
in-progress, or complete.

   SPI(t)
   Description: Ratio showing the performance of the activity relative to the baseline.

   Remarks: Ratios greater than 1 indicate progress ahead of schedule. Ratios less than 1 indicate progress behind schedule.
   Includes only normal activities that are planned, in-progress, or complete.

WORK/RESOURCES

   Overrun
   Description: Number of activities where total work is greater than budgeted work.

   Remarks: An indication as to the number of activities that are carrying a greater work than that budgeted. Values greater
   than 25% typically will expend any allocated contingencies. Includes only normal activities and milestones that are planned,
   in-progress, or complete.

   Work Underrun
   Description: A measure of the difference between total budgeted work and actual work of all activities that have total work
   less than budgeted work.

   Remarks: An indication as to the number of activities that are carrying less work than budgeted. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   Work Overrun	
   Description: A measure of the difference between total budgeted work and actual work of all activities that have total work
   greater than budgeted work.

   Remarks: An indication as to the number of activities that are carrying more work than budgeted. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   Total Work
   Description: Calculation of the total work (actual work plus remaining work) for all activities within a grouping.

   Remarks: An indication of the amount of work required to complete a given group of activities. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   Actual Work
   Description: Calculation of the actual work completed for all activities within a grouping

   Remarks: Calculates actual work performed, as opposed to estimated work or standard work. Useful in understanding the
   amount of work performed for a specific WBS, resource, or time-phase. Includes only normal activities and milestones that
   are planned, in-progress, or complete.

   Remaining Work
   Description: Calculation of total remaining work for all activities within a grouping

   Remarks: Useful in understanding the amount of work remaining for a specific WBS or time-phase. Includes only normal
   activities and milestones that are planned, in-progress, or complete.

   Work Discrepancy
   Description: A calculation of the difference between budgeted and current work



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: A good indication as to whether completed work is over or under budget. Includes only normal activities and
   milestones that are planned, in-progress, or complete.

   Budget Work
   Description: A calculation of the total work budgeted for all activities within a grouping.

   Remarks: Useful in comparing budgeted work of multiple ribbons or time-phases. Includes only normal activities and
   milestones that are planned, in-progress, or complete.

   Summarized Work
   Description: Number of summaries carrying work or resources.

   Remarks: Work and resources are typically assigned to normal and milestone activities. Some scheduling tools allow the
   assigning of work and resources at the summary level. Given summaries are not real activities but instead simply groupings
   of activities, they should not be resource or work loaded. Includes only summaries and level of effort (hammocks) that are
   planned or in-progress.

   Work per Day
   Description: A calculation of average work per day

   Remarks: Work per day is the amount of work of activities relative to the total duration of the same activities. A good
   measure of how much work is performed for any given period. Includes only normal activities and milestones that are
   planned, in-progress, or complete.

   Missing Resources
   Description: Number of activities that are not carrying resources

   Remarks: Useful in pinpointing activities that have not been resource loaded. Includes only normal activities that are
   planned, in-progress, or complete.

   Resources
   Description: Number of activities that are carrying resources

   Remarks: Useful in understanding how a schedule has been resource loaded. Includes only normal activities and
   milestones that are planned or in-progress.


INDUSTRY STANDARDS
DCMA 14 POINT

   Logic
   Description: Number of activities that are missing a predecessor, a successor or both. Should not exceed 5%.

   Remarks: A core schedule quality check. In theory, all total activity should have at least one predecessor and one
   successor associated with it. Failure to do so will impact the quality of results derived from a time analysis as well as a risk
   analysis. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress,
   or complete.

   Leads
   Description: Total number of activities carrying negative lag.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: Also known as negative lag. Often used to adjust the successor start or end date relative to the logic link
   applied. Can result in the successor starting before the start of the predecessor. Includes all normal activities, milestones,
   summaries, and level of effort (hammocks) that are planned, in-progress, or complete.

   Lags
   Description: Total number of activities with lags.

   Remarks: Lags are positive durations or delays associated with logic links. Lags tend to hide detail in schedules and cannot
   be statused like normal activities. Lags should typically be replaced with activities. Includes all normal activities, milestones,
   summaries, and level of effort (hammocks) that are planned, in-progress, or complete.

   FS Relations
   Description: Total number of activities with Finish to Start (FS) logic links.

   Remarks: Finish to Start (FS) links provide a logical path through the project. Should be at least 90%. Finish to Start
   relationships are the most common type of logic link in a schedule and are used to portray a sequential series of work
   where a successor cannot start before it’s predecessor has finished. Having less than 90% of all links as FS links is a poor
   scheduling practice. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned,
   in-progress, or complete.

   Hard Constraint
   Description: Number of activities with hard or two-way constraints. Should not exceed 5%.

   Remarks: Hard or two-way constraints such as Must Start On or Must Finish On should be avoided. Consider using soft
   constraints if absolutely necessary. Includes all normal activities, milestones, summaries, and level of effort (hammocks)
   that are planned, in-progress, or complete.

   High Float
   Description: Number of activities with total float greater than 2 months. Should not exceed 5%.
   Remarks: Schedule paths with high amounts of float typically arise due to artificially constrained activities (see check # 5).
   Paths with finish float of more than two months should be considered for acceleration and schedule optimization. Includes
   all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete.

   Negative Float
   Description: Total activity that is incomplete and total float is less than 0 working days.

   Remarks: Negative float is a result of a artificially accelerated or constrained schedule. Negative float indicates that
   the schedule is not possible based on the current completion dates. Compare this to activities with Hard Constraints to
   determine which activities (with negative float) are being impacted by constraints. Ideally, there should not be any negative
   float in the schedule. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned,
   in-progress, or complete.

   High Duration
   Description: Total number of activities that have a duration longer than 2 months. This number should not exceed 5%.

   Remarks: High duration activities are generally an indication that a plan is too high level for adequate planning and
   controls. Consider further developing the schedule adding more detailed activities. Includes all normal activities, milestones,
   summaries, and level of effort (hammocks) that are planned, in-progress, or complete.

   Invalid Dates
   Description: All activities with planned work in the past or actual work in the future. There should not be any invalid dates in
   the schedule.



+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com
Remarks: Invalid dates are a reflection of ‘loose’ scheduling engines not correctly enforcing standard schedule logic. It is
   impossible to have planned activities prior to the time now/data date and similarly, activities cannot be statused into the
   future. This is a key schedule quality check that pinpoints activities that could have a major erroneous outcome on the dates
   in the schedule. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned,
   in-progress, or complete.

   Resources
   Description: Number of activities that have resources/costs assigned

   Remarks: Useful for determining whether a schedule has been resource loaded in it’s entirety or not. Includes all normal
   activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete.

   Missed Activities
   Description: Number of activities that have slipped from their baseline dates

   Remarks: Activities that have been completed behind the baseline completion date. This is a good indication of execution
   performance. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-
   progress, or complete.

   CPLI
   Description: Calculation of The Critical Path Length Index (CPLI)

   Remarks: The Critical Path Length Index (CPLI) is a measure of the relative efficiency required to complete a milestone
   on time, or how close a critical path is to the project target completion date. A project with an aggressive or conservative
   completion date may not carry the same overall duration as that of the critical path through the network. CPLI of greater
   than 1 indicates that a schedule is conservative with a very high chance of early completion. A CPLI of less than 1 is very
   aggressive with a very high chance that completion will overrun beyond the target project completion date. Includes all
   normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete.

   BEI
   Description: Calculation of The Baseline Execution Index (BEI)

   Remarks: An indication of the efficiency with which actual work has been accomplished when measured against the
   baseline. The more activities that are completed either on time or ahead of the baseline schedule will reflect a BEI of 1
   or more. Conversely, a BEI of less than 1 reflects less than forecasted schedule execution. Includes all normal activities,
   milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete.




+1 512 291 6261 // info@projectacumen.com
www.projectacumen.com

Contenu connexe

Tendances

PMO 2.0 - Building PMO Capabilities
PMO 2.0 - Building PMO CapabilitiesPMO 2.0 - Building PMO Capabilities
PMO 2.0 - Building PMO CapabilitiesErin Jones
 
05. Project And Organizational Structure
05. Project And Organizational Structure05. Project And Organizational Structure
05. Project And Organizational StructureBhuWan Khadka
 
Organizational influences and project life cycle
Organizational influences and project life cycleOrganizational influences and project life cycle
Organizational influences and project life cycleAli Adil
 
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...Jonathan Sapir
 
Project Risk Management_intro
Project Risk Management_introProject Risk Management_intro
Project Risk Management_introAlex Iskandar
 
PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting
PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and AdoptingPMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting
PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and AdoptingThanh Nguyen
 
Pmp Questions Complete
Pmp Questions CompletePmp Questions Complete
Pmp Questions CompleteKareemBullard1
 
Top Ten Reasons Why Projects Fail
Top Ten Reasons Why Projects FailTop Ten Reasons Why Projects Fail
Top Ten Reasons Why Projects Failjpstewar
 
How to manage agile fixed-price projects?
How to manage agile fixed-price projects?How to manage agile fixed-price projects?
How to manage agile fixed-price projects?Tassilo Kubitz
 
Project Risk Management
Project  Risk ManagementProject  Risk Management
Project Risk ManagementKelvin Fredson
 
Effective GOVERNANCE in Project Portfolio Management
Effective GOVERNANCE in Project Portfolio ManagementEffective GOVERNANCE in Project Portfolio Management
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
 
Project portfolio management - webinar
Project portfolio management - webinarProject portfolio management - webinar
Project portfolio management - webinarAli Zeeshan
 
Global IT Service Management Tool Implementation – A PRINCE2® project managem...
Global IT Service Management Tool Implementation – A PRINCE2® project managem...Global IT Service Management Tool Implementation – A PRINCE2® project managem...
Global IT Service Management Tool Implementation – A PRINCE2® project managem...NUS-ISS
 
Cpm (critical path method)
Cpm (critical path method)Cpm (critical path method)
Cpm (critical path method)El Moro
 
How to prepare recovery or revised schedule rev.2
How to prepare recovery or revised schedule rev.2How to prepare recovery or revised schedule rev.2
How to prepare recovery or revised schedule rev.2Abdelhay Ghanem
 
Scrum guide presentation (Scrum Guide in easy to read PPT format)
Scrum guide presentation (Scrum Guide in easy to read PPT format)Scrum guide presentation (Scrum Guide in easy to read PPT format)
Scrum guide presentation (Scrum Guide in easy to read PPT format)Aloke Bhattacharya
 
MIDLANDS STATE Project management _notes
MIDLANDS  STATE  Project management _notesMIDLANDS  STATE  Project management _notes
MIDLANDS STATE Project management _notesKudzai Chibarinya
 

Tendances (20)

PMO 2.0 - Building PMO Capabilities
PMO 2.0 - Building PMO CapabilitiesPMO 2.0 - Building PMO Capabilities
PMO 2.0 - Building PMO Capabilities
 
05. Project And Organizational Structure
05. Project And Organizational Structure05. Project And Organizational Structure
05. Project And Organizational Structure
 
Organizational influences and project life cycle
Organizational influences and project life cycleOrganizational influences and project life cycle
Organizational influences and project life cycle
 
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...
 
Project Risk Management_intro
Project Risk Management_introProject Risk Management_intro
Project Risk Management_intro
 
PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting
PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and AdoptingPMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting
PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting
 
Pmp Questions Complete
Pmp Questions CompletePmp Questions Complete
Pmp Questions Complete
 
Loading cost in primavera schedule using resources and expenses r01
Loading cost in primavera schedule using resources and expenses r01Loading cost in primavera schedule using resources and expenses r01
Loading cost in primavera schedule using resources and expenses r01
 
Top Ten Reasons Why Projects Fail
Top Ten Reasons Why Projects FailTop Ten Reasons Why Projects Fail
Top Ten Reasons Why Projects Fail
 
How to manage agile fixed-price projects?
How to manage agile fixed-price projects?How to manage agile fixed-price projects?
How to manage agile fixed-price projects?
 
Portfolio management
Portfolio managementPortfolio management
Portfolio management
 
Project Risk Management
Project  Risk ManagementProject  Risk Management
Project Risk Management
 
Effective GOVERNANCE in Project Portfolio Management
Effective GOVERNANCE in Project Portfolio ManagementEffective GOVERNANCE in Project Portfolio Management
Effective GOVERNANCE in Project Portfolio Management
 
Project portfolio management - webinar
Project portfolio management - webinarProject portfolio management - webinar
Project portfolio management - webinar
 
Global IT Service Management Tool Implementation – A PRINCE2® project managem...
Global IT Service Management Tool Implementation – A PRINCE2® project managem...Global IT Service Management Tool Implementation – A PRINCE2® project managem...
Global IT Service Management Tool Implementation – A PRINCE2® project managem...
 
Module :-5 project scheduling and resource levelling
Module :-5 project scheduling and resource levellingModule :-5 project scheduling and resource levelling
Module :-5 project scheduling and resource levelling
 
Cpm (critical path method)
Cpm (critical path method)Cpm (critical path method)
Cpm (critical path method)
 
How to prepare recovery or revised schedule rev.2
How to prepare recovery or revised schedule rev.2How to prepare recovery or revised schedule rev.2
How to prepare recovery or revised schedule rev.2
 
Scrum guide presentation (Scrum Guide in easy to read PPT format)
Scrum guide presentation (Scrum Guide in easy to read PPT format)Scrum guide presentation (Scrum Guide in easy to read PPT format)
Scrum guide presentation (Scrum Guide in easy to read PPT format)
 
MIDLANDS STATE Project management _notes
MIDLANDS  STATE  Project management _notesMIDLANDS  STATE  Project management _notes
MIDLANDS STATE Project management _notes
 

Similaire à Acumen Fuse Metrics & Descriptions Guide

Acumen Fuse: Metrics
Acumen Fuse: MetricsAcumen Fuse: Metrics
Acumen Fuse: MetricsCisco
 
Time Management within IT Project Management
Time Management within IT Project ManagementTime Management within IT Project Management
Time Management within IT Project Managementrielaantonio
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project ManagementAnil Singh
 
Critical Path Analysis
Critical Path AnalysisCritical Path Analysis
Critical Path Analysissimu_mihai
 
Definition Of Project Management
Definition Of Project ManagementDefinition Of Project Management
Definition Of Project ManagementMostafa Ewees
 
Project management and control
Project management and controlProject management and control
Project management and controlShruti Pendharkar
 
PMP Exam Prep - Time Management
PMP Exam Prep - Time ManagementPMP Exam Prep - Time Management
PMP Exam Prep - Time Managementtkrikau
 
Project TimeIST4055Chapter 6Now that you have the Sc.docx
Project TimeIST4055Chapter 6Now that you have the Sc.docxProject TimeIST4055Chapter 6Now that you have the Sc.docx
Project TimeIST4055Chapter 6Now that you have the Sc.docxbriancrawford30935
 
Schedule Development - Diploma in Project Management
Schedule Development - Diploma in Project Management Schedule Development - Diploma in Project Management
Schedule Development - Diploma in Project Management danieljohn810
 
Project Schedule Management - Sequence Activities - PMP Workgroup
Project Schedule Management - Sequence Activities - PMP WorkgroupProject Schedule Management - Sequence Activities - PMP Workgroup
Project Schedule Management - Sequence Activities - PMP WorkgroupTùng Trần Thanh
 
A Short Workshop on Project Management
A Short Workshop on Project ManagementA Short Workshop on Project Management
A Short Workshop on Project ManagementNicole Fronda
 
Status reports
Status reportsStatus reports
Status reportsSamir Sami
 

Similaire à Acumen Fuse Metrics & Descriptions Guide (20)

Acumen Fuse: Metrics
Acumen Fuse: MetricsAcumen Fuse: Metrics
Acumen Fuse: Metrics
 
Unit 5.pdf
Unit 5.pdfUnit 5.pdf
Unit 5.pdf
 
Project Time Management
Project Time ManagementProject Time Management
Project Time Management
 
Time Management within IT Project Management
Time Management within IT Project ManagementTime Management within IT Project Management
Time Management within IT Project Management
 
HM 418 2e hcpm05 (1)
HM 418 2e hcpm05 (1)HM 418 2e hcpm05 (1)
HM 418 2e hcpm05 (1)
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project Management
 
Critical Path Analysis
Critical Path AnalysisCritical Path Analysis
Critical Path Analysis
 
Definition Of Project Management
Definition Of Project ManagementDefinition Of Project Management
Definition Of Project Management
 
programmed evaluation and review technique,
programmed evaluation and review technique,programmed evaluation and review technique,
programmed evaluation and review technique,
 
Gantt Charts.ppt
Gantt Charts.pptGantt Charts.ppt
Gantt Charts.ppt
 
Planning And Managing The Project
Planning And Managing The ProjectPlanning And Managing The Project
Planning And Managing The Project
 
Project management and control
Project management and controlProject management and control
Project management and control
 
6 time PMBOK
6 time PMBOK6 time PMBOK
6 time PMBOK
 
PMP Exam Prep - Time Management
PMP Exam Prep - Time ManagementPMP Exam Prep - Time Management
PMP Exam Prep - Time Management
 
Project TimeIST4055Chapter 6Now that you have the Sc.docx
Project TimeIST4055Chapter 6Now that you have the Sc.docxProject TimeIST4055Chapter 6Now that you have the Sc.docx
Project TimeIST4055Chapter 6Now that you have the Sc.docx
 
Schedule Development - Diploma in Project Management
Schedule Development - Diploma in Project Management Schedule Development - Diploma in Project Management
Schedule Development - Diploma in Project Management
 
Project management.pptx
Project management.pptxProject management.pptx
Project management.pptx
 
Project Schedule Management - Sequence Activities - PMP Workgroup
Project Schedule Management - Sequence Activities - PMP WorkgroupProject Schedule Management - Sequence Activities - PMP Workgroup
Project Schedule Management - Sequence Activities - PMP Workgroup
 
A Short Workshop on Project Management
A Short Workshop on Project ManagementA Short Workshop on Project Management
A Short Workshop on Project Management
 
Status reports
Status reportsStatus reports
Status reports
 

Plus de Acumen

How Traditional Risk Reporting Has Let Us Down
How Traditional Risk Reporting Has Let Us DownHow Traditional Risk Reporting Has Let Us Down
How Traditional Risk Reporting Has Let Us DownAcumen
 
Developing Standards for Enterprise Schedule Quality
Developing Standards for Enterprise Schedule QualityDeveloping Standards for Enterprise Schedule Quality
Developing Standards for Enterprise Schedule QualityAcumen
 
Simplifiying cost and schedule risk analysis with acumen risk
Simplifiying cost and schedule risk analysis with acumen riskSimplifiying cost and schedule risk analysis with acumen risk
Simplifiying cost and schedule risk analysis with acumen riskAcumen
 
Benchmarking Execution Performance and Earned Value
Benchmarking Execution Performance and Earned ValueBenchmarking Execution Performance and Earned Value
Benchmarking Execution Performance and Earned ValueAcumen
 
Fuse Customer Perspectives: Oil & Gas / Energy
Fuse Customer Perspectives: Oil & Gas / EnergyFuse Customer Perspectives: Oil & Gas / Energy
Fuse Customer Perspectives: Oil & Gas / EnergyAcumen
 
Acumen Fuse World Tour 2012
Acumen Fuse World Tour 2012Acumen Fuse World Tour 2012
Acumen Fuse World Tour 2012Acumen
 
Does Better Scheduling Drive Execution Success?
Does Better Scheduling Drive Execution Success?Does Better Scheduling Drive Execution Success?
Does Better Scheduling Drive Execution Success?Acumen
 
Meet or Exceed Schedule Expectations through Intelligent Acceleration
Meet or Exceed Schedule Expectations through Intelligent AccelerationMeet or Exceed Schedule Expectations through Intelligent Acceleration
Meet or Exceed Schedule Expectations through Intelligent AccelerationAcumen
 
Dr. McNatty Webinar: An Introduction to Acumen 360
Dr. McNatty Webinar: An Introduction to Acumen 360Dr. McNatty Webinar: An Introduction to Acumen 360
Dr. McNatty Webinar: An Introduction to Acumen 360Acumen
 
PMICOS Webinar: Building a Sound Schedule in an Enterprise Environment
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentPMICOS Webinar: Building a Sound Schedule in an Enterprise Environment
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
 
Smarter Project Analysis and Improved Project Performance
Smarter Project Analysis and Improved Project PerformanceSmarter Project Analysis and Improved Project Performance
Smarter Project Analysis and Improved Project PerformanceAcumen
 
Meeting Project Schedule Compliance Standards
Meeting Project Schedule Compliance StandardsMeeting Project Schedule Compliance Standards
Meeting Project Schedule Compliance StandardsAcumen
 
Acumen Fuse & Customer Case Study
Acumen Fuse & Customer Case StudyAcumen Fuse & Customer Case Study
Acumen Fuse & Customer Case StudyAcumen
 
Acumen & ARES: Simplified Cost & Schedule Integration
Acumen & ARES: Simplified Cost & Schedule IntegrationAcumen & ARES: Simplified Cost & Schedule Integration
Acumen & ARES: Simplified Cost & Schedule IntegrationAcumen
 
2011 Acumen Annual Summit Keynote
2011 Acumen Annual Summit Keynote2011 Acumen Annual Summit Keynote
2011 Acumen Annual Summit KeynoteAcumen
 
Calgary Breakfast Seminar: Predict and Influence Project Success
Calgary Breakfast Seminar: Predict and Influence Project SuccessCalgary Breakfast Seminar: Predict and Influence Project Success
Calgary Breakfast Seminar: Predict and Influence Project SuccessAcumen
 
Intelligent Project Acceleration: An Introduction to Acumen 360
Intelligent Project Acceleration: An Introduction to Acumen 360Intelligent Project Acceleration: An Introduction to Acumen 360
Intelligent Project Acceleration: An Introduction to Acumen 360Acumen
 
Advanced Project Analysis: An Introduction to Fuse 3.0
Advanced Project Analysis: An Introduction to Fuse 3.0Advanced Project Analysis: An Introduction to Fuse 3.0
Advanced Project Analysis: An Introduction to Fuse 3.0Acumen
 
Successful Dispute Resolution
Successful Dispute ResolutionSuccessful Dispute Resolution
Successful Dispute ResolutionAcumen
 
Achieving the Unachievable: Aligning a Project with Stakeholder Expectations
Achieving the Unachievable: Aligning a Project with Stakeholder ExpectationsAchieving the Unachievable: Aligning a Project with Stakeholder Expectations
Achieving the Unachievable: Aligning a Project with Stakeholder ExpectationsAcumen
 

Plus de Acumen (20)

How Traditional Risk Reporting Has Let Us Down
How Traditional Risk Reporting Has Let Us DownHow Traditional Risk Reporting Has Let Us Down
How Traditional Risk Reporting Has Let Us Down
 
Developing Standards for Enterprise Schedule Quality
Developing Standards for Enterprise Schedule QualityDeveloping Standards for Enterprise Schedule Quality
Developing Standards for Enterprise Schedule Quality
 
Simplifiying cost and schedule risk analysis with acumen risk
Simplifiying cost and schedule risk analysis with acumen riskSimplifiying cost and schedule risk analysis with acumen risk
Simplifiying cost and schedule risk analysis with acumen risk
 
Benchmarking Execution Performance and Earned Value
Benchmarking Execution Performance and Earned ValueBenchmarking Execution Performance and Earned Value
Benchmarking Execution Performance and Earned Value
 
Fuse Customer Perspectives: Oil & Gas / Energy
Fuse Customer Perspectives: Oil & Gas / EnergyFuse Customer Perspectives: Oil & Gas / Energy
Fuse Customer Perspectives: Oil & Gas / Energy
 
Acumen Fuse World Tour 2012
Acumen Fuse World Tour 2012Acumen Fuse World Tour 2012
Acumen Fuse World Tour 2012
 
Does Better Scheduling Drive Execution Success?
Does Better Scheduling Drive Execution Success?Does Better Scheduling Drive Execution Success?
Does Better Scheduling Drive Execution Success?
 
Meet or Exceed Schedule Expectations through Intelligent Acceleration
Meet or Exceed Schedule Expectations through Intelligent AccelerationMeet or Exceed Schedule Expectations through Intelligent Acceleration
Meet or Exceed Schedule Expectations through Intelligent Acceleration
 
Dr. McNatty Webinar: An Introduction to Acumen 360
Dr. McNatty Webinar: An Introduction to Acumen 360Dr. McNatty Webinar: An Introduction to Acumen 360
Dr. McNatty Webinar: An Introduction to Acumen 360
 
PMICOS Webinar: Building a Sound Schedule in an Enterprise Environment
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentPMICOS Webinar: Building a Sound Schedule in an Enterprise Environment
PMICOS Webinar: Building a Sound Schedule in an Enterprise Environment
 
Smarter Project Analysis and Improved Project Performance
Smarter Project Analysis and Improved Project PerformanceSmarter Project Analysis and Improved Project Performance
Smarter Project Analysis and Improved Project Performance
 
Meeting Project Schedule Compliance Standards
Meeting Project Schedule Compliance StandardsMeeting Project Schedule Compliance Standards
Meeting Project Schedule Compliance Standards
 
Acumen Fuse & Customer Case Study
Acumen Fuse & Customer Case StudyAcumen Fuse & Customer Case Study
Acumen Fuse & Customer Case Study
 
Acumen & ARES: Simplified Cost & Schedule Integration
Acumen & ARES: Simplified Cost & Schedule IntegrationAcumen & ARES: Simplified Cost & Schedule Integration
Acumen & ARES: Simplified Cost & Schedule Integration
 
2011 Acumen Annual Summit Keynote
2011 Acumen Annual Summit Keynote2011 Acumen Annual Summit Keynote
2011 Acumen Annual Summit Keynote
 
Calgary Breakfast Seminar: Predict and Influence Project Success
Calgary Breakfast Seminar: Predict and Influence Project SuccessCalgary Breakfast Seminar: Predict and Influence Project Success
Calgary Breakfast Seminar: Predict and Influence Project Success
 
Intelligent Project Acceleration: An Introduction to Acumen 360
Intelligent Project Acceleration: An Introduction to Acumen 360Intelligent Project Acceleration: An Introduction to Acumen 360
Intelligent Project Acceleration: An Introduction to Acumen 360
 
Advanced Project Analysis: An Introduction to Fuse 3.0
Advanced Project Analysis: An Introduction to Fuse 3.0Advanced Project Analysis: An Introduction to Fuse 3.0
Advanced Project Analysis: An Introduction to Fuse 3.0
 
Successful Dispute Resolution
Successful Dispute ResolutionSuccessful Dispute Resolution
Successful Dispute Resolution
 
Achieving the Unachievable: Aligning a Project with Stakeholder Expectations
Achieving the Unachievable: Aligning a Project with Stakeholder ExpectationsAchieving the Unachievable: Aligning a Project with Stakeholder Expectations
Achieving the Unachievable: Aligning a Project with Stakeholder Expectations
 

Dernier

OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureEric D. Schabell
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsSeth Reyes
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1DianaGray10
 
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXVoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXTarek Kalaji
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?IES VE
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesDavid Newbury
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Adtran
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7DianaGray10
 
UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6DianaGray10
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfDianaGray10
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostMatt Ray
 
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintEmpowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintMahmoud Rabie
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Websitedgelyza
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxGDSC PJATK
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxUdaiappa Ramachandran
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 

Dernier (20)

OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability Adventure
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and Hazards
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
 
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXVoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBX
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?
 
20150722 - AGV
20150722 - AGV20150722 - AGV
20150722 - AGV
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7
 
UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
 
201610817 - edge part1
201610817 - edge part1201610817 - edge part1
201610817 - edge part1
 
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintEmpowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership Blueprint
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Website
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptx
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptx
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 

Acumen Fuse Metrics & Descriptions Guide

  • 1. // Metrics Basic Metric Library Open Ends Description: Total number of activities that are missing a predecessor, a successor, or both. This number should not exceed 5%. Remarks: A core schedule quality check. In theory, all activities should have at least one predecessor and one successor associated with it. Failure to do so will impact the quality of results derived from a time analysis as well as a risk analysis. Includes only normal activities and milestones that are planned, in-progress, or complete. Logic Density Description: Average number of logic links per activity. Remarks: In theory, this value should be at least two. An average of less than two indicates that the schedule should be reviewed and updated with additional logic links. An upper limit of four is also recommended – logic density above this threshold indicates overly complex logic within a schedule. Includes only normal activities and milestones that are planned, in-progress, or complete. Critical Description: Critical tasks. Remarks: The number of critical tasks within a grouping. Typically critical activities have Total Finish Float of zero. Primavera schedules may have critical activities with more than zero float depending on the threshold set in Primavera P6. Includes only normal activities and milestones that are planned or in-progress. Soft Constraints Description: Number of activities with soft or one-way constraints. Remarks: Soft or one-way constraints such as Start no Earlier Than or Finish No Later Than, constrain an activity in a single direction. While not as impactful as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Hard Constraints Description: Number of activities with hard or two-way constraints. Remarks: Hard or two-way constraints such as Must Start On or Must Finish On should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. High Float Description: Number of activities with total float greater than 2 months. This number should not exceed 5%. Remarks: Schedule paths with high amounts of float typically arise due to artificially constrained activities or other much longer competing critical paths. Paths with finish float of more than 2 months should be considered for schedule optimization (an opportunity to add additional activities without impacting the project completion date). Includes only normal activities and milestones that are planned or in-progress. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 2. Negative Float Description: Total number of activities with total finish float less than 0 working days. Remarks: Negative float is a result of an artificially accelerated or constrained schedule. Negative float indicates that a schedule is not possible based on the current completion dates. Compare this metric to constraint metrics to determine which activities (with negative float) are being impacted by constraints. Ideally, there should not be any negative float in the schedule. Includes only normal activities and milestones that are planned or in-progress. High Duration Description:Total number of activities that have a duration longer than 2 months. This number should not exceed 5%. Remarks: High duration activities are generally an indication that a plan is too high level for adequate planning and controls. Consider further developing the schedule adding more detailed activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Number of Lags Description: Total number of activities that have lags in their predecessors. This number should not exceed 5%. Remarks: A lag is a duration applied to a logic link often used to represent non-working time between activities such as concrete curing. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be replaced with activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Max Lag Description:The activity with the largest successor lag within a grouping as well as the amount in days of the largest lag. Remarks: A lag is a duration applied to a logic link often used to represent non-working time between activities such as concrete curing. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be replaced with activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Advanced Metric Libraries CHARACTERISTICS Total Activities Description: The total number of activities within a grouping. Remarks: A count of all activities of all types including: Normal, Summary, Milestone, Level of Effort and Hammocks that are planned, in-progress, or complete. Milestones Description: Number of milestones within a grouping. Remarks: A milestone is the end of a stage that marks the completion of a work package or phase. A milestone is typically marked by a high level event such as completion, endorsement or signing of a deliverable, document or a high-level review meeting. Includes only milestones that are planned, in-progress, or complete. Normal Description: Number of normal activities within a grouping. Remarks: A normal activity is an activity that carries work, has duration greater than zero days, and is part of a sequence of work within a project network. Includes only normal activities that are planned, in-progress, and complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 3. Summaries Description: Number of summary activities within a grouping. Remarks: A summary activity is not a true element of work, instead it is a pseudo activity shown in a Gantt chart that groups together child activities. Summaries are useful for high-level project reporting. Includes only summaries that are planned, in-progress, or complete. Hammocks Description: Number of hammocks within a grouping. Remarks: Also known as level of effort, a hammock is an activity that spans between two points in a network. It has no duration of its own, but derives one from the time difference between the two points to which it is connected. A hammock is very similar to a summary except that a hammock is generated by activities from multiple locations, whereas a summary is generated only from its child activities. Includes only hammocks that are planned, in-progress or complete. Milestone Ratio Description: Ratio of the number of milestones to the number of normal activities. This number should not be less than 1:20. Remarks: A powerful metric to reflect the number of deliverables versus the number of activities required to achieve these deliverables. If the ratio is less than 1:20, then the plan needs to be further developed to reflect more detail in the work (activities). Includes normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress or complete. Detail Level Description: Ratio of the number of summary to the number of normal activities. Should not be less than 1:20. Remarks: A useful metric for determining whether or not there is enough detail in the schedule. Typically, if the ratio is less than 1:20 then more detail is required in the plan. Includes normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress or complete. Missing WBS Description: Activities that are missing WBS values. Remarks: Activities without WBS values indicate poor planning. Includes only normal activities and milestones that are planned, in-progress or complete. Riding Data Date Description: Activities where the start date is the same as the project data date (Time Now). Remarks: An indication of activities that are getting delayed. Includes only normal activities and milestones that are planned. Activities per Million Description: Number of activities per million units in cost. Remarks: A calculation of the number of activities per million units in cost. Includes all normal activities that are planned, in-progress, or complete. DURATION Original Duration Description: The length of time planned for the execution of all activities within a grouping. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 4. Remarks: Useful when ribbonizing or grouping by path as it then shows the total amount of planned duration for each path between two given activities. Includes only normal activities and milestones that are planned, in-progress or complete. Remaining Duration Description: The total amount of remaining time planned in order to complete all activities within a grouping. Remarks: Useful when ribbonizing or grouping by path as it then shows the total amount of remaining duration for each path between two given activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Remaining Critical Duration Description: The amount of remaining time planned in order to complete all critical normal activities and milestones within a grouping. Remarks: Useful when ribbonizing by path as it then shows the total amount of remaining duration for each path between two given activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Remaining Non-Critical Duration Description: The amount of remaining time planned in order to complete all non-critical normal activities and milestones within a grouping. Remarks: Useful when ribbonizing or grouping by path as it then shows the total amount of remaining duration for each path between two given activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Average Original Duration Description: Average planned or original duration of all normal activities and milestones within a grouping. Remarks: Useful when ribbonizing or grouping by resource as it then shows the average planned duration for each resource. Includes only normal activities that are planned, in-progress, or complete. Average Remaining Duration Description: Average remaining duration of all normal activities and milestones within a grouping. Remarks: Useful when ribbonizing or grouping by resource as it then shows the average remaining duration for each resource. Includes only normal activities that are planned or in-progress. Ribbon Length Description: Length of a ribbon or grouping (in days). Remarks: Shows the total time in days for any given ribbon such as WBS, discipline, or path. Includes all normal activities, milestones, summaries and level of effort (hammocks) that are planned, in-progress or complete. Schedule Overrun Description: Number of activities where the remaining duration is greater than the original duration. Remarks: An indication that additional work has transpired since the plan was developed. Includes all normal activities and milestones that are planned, in-progress, or complete. LOGIC Missing Predecessors Description: Total number of activities that are missing predecessors. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 5. Remarks: A core schedule quality check. Activities that have missing predecessors are known as open-ended activities. Open ends cause time and risk analysis calculations to be erroneous. Ideally, all open ends should be fixed in a schedule during the planning phase. Includes only normal activities and milestones that are planned, in-progress, or complete. Missing Successors Description: Total number of normal activities that are missing successors. Remarks: A core schedule quality check. Activities that have missing successors are known as open-ended activities. Open ends cause time and risk analysis calculations to be erroneous. Ideally, all open ends should be fixed in a schedule during the planning phase. Includes only normal activities and milestones that are planned, in-progress, or complete. Activities with Lags Description: Total number of activities that have positive lead in their predecessors. Should not exceed 5%. Remarks: Lags are positive durations or delays associated with logic links. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be replaced with activities. Includes only normal activities and milestones that are planned, in-progress, or complete. SS Predecessors Description: Total number of activities with Start to Start (SS) logic links. Remarks: SS links should be used with caution and generally should be tied off using a corresponding Finish to Finish (FF) link. Includes only normal activities and milestones that are planned, in-progress, or complete. SF Predecessors Description: Total number of activities with Start to Finish (SF) logic links. Remarks: Start-to-Finish (SF) links are deliberately used very rarely because they have the unusual effect that the successor happens before the predecessor. Generally a poor practice when planning. Includes only normal activities and milestones that are planned, in-progress, or complete. FF Predecessors Description: Total number of activities with Finish to Finish (FF) logic links. Remarks: Finish to Finish (FF) links should be used with caution and generally should be tied off using a corresponding Start to Start (SS) link. Includes only normal activities and milestones that are planned, in-progress, or complete. FS Predecessors Description: Total number of activities with Finish to Start (FS) logic links. Should be at least 90%. Remarks: Finish to Start (FS) links provide a logical path through the project. Finish to Start relationships are the most common type of logic link in a schedule and are used to portray a sequential series of work where a successor cannot start before it’s predecessor has finished. Having less than 90% of all links as FS links is a poor scheduling practice. Includes only normal activities and milestones that are planned, in-progress, or complete. Logic Density Description: Average number of logic links per activity. Remarks: In theory, this value should be at least two. An average of less than two indicates that the plan should be reviewed and updated with additional logic links. Includes only normal activities and milestones that are planned, in- progress, or complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 6. Merge Hotspot Description: The total number of activities with a high number of predecessor links. Remarks: Also known as merge bias, merge hotspot is an indication as to how complex the start of an activity is. If the number of links is greater than two, then there is a high probability that the activity in question will be delayed due to the cumulative effect of all links having to complete on time in order for the activity to start on time. Includes only normal activities and milestones that are planned, in-progress, or complete. Diverge Hotspot Description: The total number of activities with a high number of successor links. Remarks: A diverge hotspot is an indication as to how complex the end of an activity is. If the number of links is greater than two, then there is a high probability that the activity in question may delay a large number of successors. Includes only normal activities and milestones that are planned, in-progress, or complete. Logic Hotspot Description: The total number of activities with a high number of predecessor links as well as a high number of successor links. Remarks: A measure of a high-risk activity. Activities with both a large number of predecessors and successors typically turn into schedule bottlenecks causing delays. A hotspot is defined as any activity with three or more predecessors and three or more successors. Includes only normal activities and milestones that are planned, in-progress, or complete. Summary Links Description: The total number of summary activities that have logic links. Remarks: Summaries are groupings of activities and not true work. If logic links are attached to summaries, the project plan cannot be re-grouped using any other field as the designator for the summary. Summaries with links should be avoided at all costs. Includes only summaries and level of effort (hammocks) that are planned, in-progress, or complete. Open Start Description: Activities where the only predecessor(s) is either Finish-to-Finish or Start-to-Finish resulting in an open end to the activity. Remarks: Also known as “Dangling Activities”. Includes only normal activities and milestones that are planned, in-progress, or complete. Open Finish Description: Activities where the only successor(s) is either Start-to-Finish or Start-to-Start resulting in an open end to the activity. Remarks: Also known as “Dangling Activities”. Includes only normal activities and milestones that are planned, in-progress, or complete. Open Ends with Constraints Description: Activities where missing logic is accounted for through the use of a constraint. Remarks: Open ended activities that have been tied off with a constraint are more defendable than activities that are open- ended without associated constraints. Includes all normal activities that are planned, in-progress or complete. Open Ends without Constraints Description: Activities where there is missing logic without any type of supporting constraint. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 7. Remarks: Open ended activities that have not been tied off with a constraint. This is the worst type of open ended logic. Includes all normal activities and milestones that are planned, in-progress, or complete. Open Ends Description: Total number of activities that are missing a predecessor, a successor, or both. This number should not exceed 5%. Remarks: A core schedule quality check. In theory, all activities should have at least one predecessor and one successor associated with it. Failure to do so will impact the quality of results derived from a time analysis as well as a risk analysis. Includes all normal activities an milestones that are planned, in-progress, or complete. LAGS Lags Description: Total number of activities with lags. Remarks: Lags are positive durations or delays associated with logic links. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be replaced with activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Leads Description: Total number of activities carrying negative lag. Remarks: Also known as negative lag. Often used to adjust the successor start or end date relative to the logic link applied. Can result in the successor starting before the start of the predecessor. Includes only normal activities and milestones that are planned, in-progress, or complete. Minimum Lag Description: The smallest successor lag value for the selected activity grouping. Remarks: Small lags can overly complicate schedules. Consider removing these for simplicity. Includes only normal activities and milestones that are planned, in-progress, or complete. Maximum Lag Description: The largest successor lag value for the selected activity grouping. Remarks: Large lags should be avoided if possible and replaced with activities where appropriate. Includes only normal activities and milestones that are planned, in-progress, or complete. CONSTRAINTS Constraint Description: Total number of activities with a constraint of any kind applied. Should not exceed 5%. Remarks: Constraints should be avoided if possible. Constraints artificially lock down a schedule and go against the ability for a schedule to naturally ‘flow’ during a time analysis. One-way constraints such as “Start No Earlier Than” are valid if they can be justified (e.g. contractual start date). Includes only normal activities and milestones that are planned, in-progress, or complete. As Late As Possible Description: Number of activities with a soft (one-way) constraint that forces the activity to start as late as possible without +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 8. impacting the Early or Late dates. Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as impactful as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Finish On or After Description: Number of activities with a soft (one-way) constraint that forces the activity to finish on or after a specific date Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Finish On or Before Description: Number of activities with a soft (one-way) constraint that forces the activity to finish on or before a specific date Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Must Finish On Description: Number of activities with a hard (two-way) constraint that forces the activity to finish on a specific date but does not override CPM Calculations. Remarks: Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. Mandatory Finish Description: Number of activities with a hard (two-way) constraint that forces the activity to finish on a specific date, overriding CPM calculations. Remarks: This hard (two-way) activity constraint completely overrides CPM calculations and breaks the schedule into two parts. Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. Must Start On Description: Number of activities with a hard (two-way) constraint that forces the activity to start on a specific date but does not override CPM Calculations. Remarks: Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. Mandatory Start Description: Number of activities with a hard (two-way) constraint that forces the activity to start on a specific date, overriding CPM calculations. Remarks: This hard (two-way) activity constraint completely overrides CPM calculations and breaks the schedule into two parts. Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 9. Start and Finish Description: Number of activities with a hard (two-way) constraint that forces the activity to start and finish on specific dates. (Also known as ‘Must Start and Finish’) Remarks: This hard (two-way) activity constraint removes float from the activity. Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. Start On or After Description: Number of activities with a soft (one-way) constraint that forces the activity to start on or after a given date. Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Start On or Before Description: Number of activities with a soft (one-way) constraint that forces the activity to start on or before a given date. Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Late Constraints Description: Number of activities with a soft (one-way) constraint that forces the activity to start or finish on or before a given date. Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Early Constraints Description: Number of activities with a soft (one-way) constraint that forces the activity to start or finish on or after a given date. Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Free Float Constraints Description: Number of activities with a soft (one-way) constraint that forces the activity to finish as late as possible without impacting the network path dates. (Also known as a Late as Possible Constraint) Remarks: Soft or one-way constraints such as this fix an activity in a single direction. While not as bad as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Total Float Constraints Description: Number of activities with both a mandatory start and finish constraint applied. Remarks: This hard (two-way) activity constraint, in effect, locks the activity overriding the natural total float calculation. Hard or two-way constraints such as this should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 10. Soft Constraints Description: Number of activities with soft or one-way constraints. Remarks: Soft or one-way constraints such as Start no Earlier Than or Finish No Later Than, constrain an activity in a single direction. While not as impactful as hard constraints, soft constraints do impact CPM calculations in a schedule and should be reviewed carefully. Includes only normal activities and milestones that are planned, in-progress, or complete. Hard Constraints Description: Number of activities with hard or two-way constraints. Remarks: Hard or two-way constraints such as Must Start On or Must Finish On should be avoided. Consider using soft constraints if absolutely necessary. Includes only normal activities and milestones that are planned, in-progress, or complete. FLOAT Critical Description: Number of critical activities. Remarks: With regards to float, this depends on the scheduling tool. In a Microsoft Project schedule the critical task will have zero float. In a Primavera P6 schedule the critical task will typically have zero float but could be set to be a given float in user preferences in Primavera. Fuse will inherit this setting from Primavera. Includes only normal activities and milestones that are planned or in-progress. Non-Critical Description: Number of non-critical activities. Remarks: With regards to float, a non-critical activity carries float thus giving it some flexibility with regards to early/late dates. Includes only normal activities and milestones that are planned or in-progress. Negative Float Description: Total number of activities with total float of less than 0 working days. Remarks: Negative float is a result of an artificially accelerated or constrained schedule. Negative float indicates that a schedule is not possible based on the current completion dates. Compare this metric to constraint metrics to determine which activities (with negative float) are being impacted by constraints. Ideally, there should not be any negative float in the schedule. Includes only normal activities and milestones that are planned or in-progress. Zero Days Float Description: Total number of activities with 0 days float. Remarks: An activity that carries no float has no flexibility with regards to early/late dates. (ie early dates are equal to late dates). Includes only normal activities and milestones that are planned or in-progress. 0 to 20 Days Float Description: Total number of activities with positive float of more than zero and less than 20 days. Remarks: Near critical activities should be closely monitored during execution to ensure a successful on-time project. Includes only normal activities and milestones that are planned or in-progress. 20 to 30 Days Float Description: Total number of activities with positive float of more than 20 days and less than or equal to 30 days. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 11. Remarks: Mid-range float activities should be monitored periodically to ensure these activities aren’t trending towards critical. Includes only normal activities and milestones that are planned or in-progress. More than 30 Days Float Description: Total number of activities with positive float of more than 30 days. Remarks: Large float activities typically pose low risk exposure to a project. These activity paths (or sequences) are good candidates for adding additional concurrent work to the schedule to help with project acceleration. Includes only normal activities and milestones that are planned or in-progress. Average Float Description: The average total finish float for a grouping. Remarks: This is a good indication as to whether there is scope for improvement in the selected grouping. Includes only normal activities and milestones that are planned or in-progress. Max Float Description: The largest float value (in days) for a grouping. Remarks: Useful when ribbonizing (grouping) activities by path to determine which path has the largest float value. Includes only normal activities and milestones that are planned or in-progress. Float Ratio Description: A calculation of the average float divided by the average remaining duration. Remarks: A useful metric in determining how much float, relative to the amount of work within an activity. The higher the ratio, the more float per day of activity duration. Includes only normal activities that are planned or in-progress. STATUS Underway Description: Total number of activities that are in progress. Remarks: This is a good indication as to the current degree of in-progress activity. Combine this with other metrics (such as risk exposure) to help determine those ribbons and/or phases that are going to cause the greatest number of problems. Includes only normal activities and milestones that are in-progress. Planned Description: Total number of activities that have yet to start. Remarks: This is a good indication as to how much work is yet to start. Combine this with other metrics (such as risk exposure) to help forecast those ribbons and/or phases that are going to be the most intense. Includes only normal activities and milestones that are planned. Completed Description: Total number of completed activities. Remarks: This is a good indication as to how many activities were completed within a given phase and/or ribbon. Use this as a measure of efficiency and combine with metrics such as performance to determine whether those activities planned to finish actually did indeed finish on time. Includes only normal activities and milestones that are complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 12. Days Remaining Description: Calculation of the total number of days remaining. Remarks: Total days remaining is a measure as to how much work is left for a given ribbon and/or phase. Includes only normal activities and milestones that are planned, in-progress, or complete. Days Completed Description: Calculation of the number of days completed. Remarks: A measure as to how many days worth of work have been completed for any given ribbon and/or phase. Includes only normal activities and milestones that are planned, in-progress, or complete. Completed Milestones Description: Total number of completed milestones. Remarks: This is an indication as to how many deliverables (rather than work required to achieve the deliverables) have been completed. Includes only milestones that are complete. Planned Milestones Description: Total number of milestones that are planned but not yet in-progress or completed. Remarks: This is an indication as to how many deliverables (rather than work required to achieve the deliverables) are still in the planning phase. Includes only milestones that are planned. Not Completed Description: Total number of activities that have not been completed. Remarks: This is an indication as to how much work remains uncompleted for a given ribbon and/or phase. Includes only normal activities and milestones that are planned or in-progress. Physical Percent Complete Description: Number of activities using Physical Percent Complete as a means of tracking progress. Remarks: This is independent of any calculated status and allows the user to manually enter activity progress. Includes only normal activities that are planned, in-progress or complete. Duration Percent Complete Description: Number of activities using Duration Percent Complete as a means of tracking progress. Remarks: Percent complete in this case is calculated based on proportion of remaining duration to original duration. Includes only normal activities that are planned, in-progress, or complete. Units Percent Complete Description: Number of activities using Units Percent Complete as a means of tracking progress. Remarks: When using Units Percent Complete, percent complete is calculated based on the remaining and actual work of resources. Includes only normal activities that are planned, in-progress, or complete. Wrong Status Description: Number of activities that have been statused into the future. Remarks: A good status check that identifies wrongly recorded activity status. All activities with status in the future must +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 13. be corrected in order to maintain an accurate execution plan. Includes only normal activities and milestones that are in- progress or complete. PLANNED Planned Ahead Description: Number of activities that are currently planned to start before their baseline start date. Remarks: This is a good measure of positive schedule acceleration at the planning phase. Includes only normal activities and milestones that are planned. Planned Delayed Description: Number of activities that are currently planned to start after their baseline start date. Remarks: This is a good measure of schedule slippage at the planning phase. Includes only normal activities and milestones that are planned. Planned On Schedule Description: Number of activities that are planned to start on time. Remarks: A measure as to how many activities are currently planned to start on time (i.e. The start date is the same as the baseline start date). Includes only normal activities and milestones that are planned. Scheduled To Start Description: Number of activities within a grouping that are planned to start. Remarks: Useful when looking at the phase analyzer to identify activities planned to start within each phase, or in the intersection analyzer to identify activities within a specific grouping that are also planned to start in a given phase. This is a good indication of the level of activity within newly starting work. Includes only normal activities and milestones that are planned. Scheduled To Finish Description: Number of activities within a grouping that are planned to finish. Remarks: Useful when looking at the phase analyzer to identify activities planned to finish within each phase, or in the intersection analyzer to identify activities within a specific grouping that are also planned to finish in a given phase. This is a good indication of the level of activity within work that is completing. Includes only normal activities and milestones that are planned. IN-PROGRESS Started Ahead Description: Number of activities that started before their planned start date. Remarks: A measure as to how many activities currently underway that actually started early. This is a good measure of sound execution performance. Includes only normal activities and milestones that are in-progress. Started Delayed Description: Number of activities that started after their planned start date. Remarks: A measure as to how many activities currently underway that actually started late. This is a good indication of +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 14. poor execution performance. Includes only normal activities and milestones that are in-progress. In-Progress On Schedule Description: Total number of activities that are currently underway and also started on time. Remarks: This is a good measure as to how many in-progress activities actually started on time as well as an indication of a well-executed, realistic plan. Includes only normal activities and milestones that are in-progress. Days Early Description: A calculation of the total number of days saved by activities that started early. Remarks: This is a good indication of an accelerated, optimized plan. Includes only normal activities and milestones that are in-progress. Days Late Description: A calculation of the total number of days lost by activities that started late. Remarks: Use this metric as an indication as to the compound impact of slipped work. Includes only normal activities and milestones that are in-progress. Avg Days Early Description: Average number of days that all activities within a grouping started early (before the baseline start date). Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones that are in-progress. Avg Days Late Description: Average number of days that all activities within a grouping started late (before the baseline start date). Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones that are in-progress. Avg Start Variance Description: A calculation of the average variance between total days started early and total days started late. Remarks: A positive average start variance indicates days ahead of schedule. A negative average start variance indicates days behind schedule. Includes only normal activities and milestones that are in-progress. Discrepancy Description: A calculation of the total variance between total days started early and total days started late. Remarks: This is a good measure as to the total number of days gained or lost due to accelerations or delays in starting work. Includes only normal activities and milestones that are in-progress. Actually Started Description: Total number of activities that have started. Remarks: Use this metric in conjunction with the Scheduled to Start metric to compare how many activities actually started relative to how many activities should have started. Includes only normal activities and milestones that are in-progress. COMPLETED Completed Ahead Description: Number of activities that finished before their planned finish date. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 15. Remarks: A measure as to how well activities are executed and completed. The higher the number of activities completed ahead of schedule the stronger the indication that the project is being executed well ahead of schedule. Includes only normal activities and milestones that are complete. Completed Delayed Description: Number of activities that finished after their planned finish date. Remarks: A measure as to how poorly activities are executed and completed. The higher the number of completed behind activities, the stronger the indication that the project is being executed behind schedule. Includes only normal activities and milestones that are complete. Completed On-Schedule Description: Number of activities that completed on time. Remarks: An indication of a well executed schedule. Includes only normal activities and milestones that are complete. Accelerated Description: Number of activities that started after their planned start date but finished before or on their planned finish date. Remarks: A measure as to how many activities started late and then made enough progress so as to actually finish earlier than planned. Includes only normal activities and milestones that are complete. Days Variance Description: Total variance (in days) between activities that started early and those that started late. Remarks: An indication as to how well a project is being executed. Includes only normal activities and milestones that are complete. Days Early Description: A calculation of the total number of days saved by activities that finished early. Remarks: This is a good indication of an accelerated, optimized plan. Includes only normal activities and milestones that are complete. Days Late Description: A calculation of the total number of days lost by activities that started late. Remarks: Use this metric as an indication as to the compound impact of slipped work. Includes only normal activities and milestones that are complete. Avg Days Early Description: Average number of days that all activities within a grouping finished early (before the baseline start date). Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones that are complete. Avg Days Late Description: Average number of days that all activities within a grouping finished late (before the baseline start date). Remarks: This is an indication as to how well a project is being executed. Includes only normal activities and milestones that are complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 16. Avg Variance Description: Average variance (in days) between activities that started early and those that started late. Remarks: An indication as to how well a project is being executed. Includes only normal activities and milestones that are complete. Actually Finished Description: Total number of activities that have finished. Remarks: Use this metric in conjunction with the Scheduled to Finish metric to compare how many activities actually finished relative to how many activities should have finished. Includes only normal activities and milestones that are complete. Took Longer than Planned Description: Number of activities that took longer than forecasted. Remarks: An indication of poor execution performance of the activity in question rather than an effect of upstream delays. Includes only normal activities and milestones that are complete. Baseline Compliance Scheduled/Baselined to Start Description: Number of activities scheduled/baselined to start or have started in the current period. Remarks: Useful when used in conjunction with “Scheduled/Baselined to Finish” as an indication as to how well a project is perfoming relative to the plan. Includes all normal activities and milestones that are planned, in-progress or complete. Scheduled/Baselined to Finish Description: Number of activities scheduled/baselined to finish or have finished in the current period. Remarks: Useful when used in conjunction with “Scheduled/Baselined to Start” as an indication as to how well a project is perfoming relative to the plan. Includes normal activities and milestones that are planned, in-progress or complete. Start/ed Description: Number of activities starting or that have started in the current period. Remarks: Useful when used in conjunction with “Finish/ed” as an indication as to how well a project is performing relative to the plan. Includes normal activities and milestones that are planned, in-progress or complete. Finish/ed Description: Number of activities finishing or that have finished in the current period. Remarks: Useful when used in conjunction with “Start/ed” as an indication as to how well a project is performing relative to the plan. Includes normal activities and milestones that are planned, in-progress or complete. Start/ed on Time Description: Number of activities starting or that have started within the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 17. Start/ed Early Description: Number of activities starting or have started before the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Start/ed Late Description: Number of activities starting or that have started after the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Finish/ed on Time Description: Number of activities finishing or that have finished within the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Finish/ed Early Description: Number of activities finishing or that have finished before the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Finish/ed Late Description: Number of activities finishing or that have finished after the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Start/ed on Time Finished Late Description: Number of activities starting or that have started within the expected baselined period yet finished outside of the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Start Variance Description: Number of activities starting or that have started outside the expected baselined period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Start Compliance Description: Percentage of activities starting or that have started outside the expected baselined period relative to the baselined activities starting or that should have started within this period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Finish Variance Description: Number of activities finishing or that have finished outside the expected baselined period. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 18. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. Finish Compliance Description: Percentage of activities finishing or that have finished outside the expected baselined period relative to the baselined activities finishing or that should have finished within this period. Remarks: An indication as to how well a project is performing. Includes normal activities and milestones that are planned, in-progress or complete. COST Overrun Description: Number of activities where total cost is greater than budgeted cost. Remarks: An indication of activities that are driving cost overruns. Values greater than 25% typically will expend any allocated contingencies. Includes only normal activities and milestones that are planned, in-progress or complete. Cost Underrun Description: A currency measure of the difference between total budgeted cost and total cost of all under-budget activities. Remarks: Useful in determining the total amount under budget an activity, ribbon, phase, or project is. Includes only normal activities and milestones that are planned, in-progress or complete. Cost Overrun Description: A currency measure of the difference between total budgeted cost and total cost of all over-budget activities. Remarks: Useful in determining the total amount over budget an activity, ribbon, phase, or project is. Includes only normal activities and milestones that are planned, in-progress or complete. Total Cost Description: A currency measure of the total cost for all activities within a grouping. (i.e. actual cost plus remaining cost) Remarks: Useful for tracking and comparing total cost for phases and/or ribbons (i.e. calculate total cost by WBS or Resource or find the most costly phase of a project). Includes only normal activities and milestones that are planned, in- progress or complete. Actual Cost Description: A currency measure of the actual amount paid or incurred, as opposed to estimated cost or standard cost. Remarks: Useful when used in conjunction with the Budget Cost metric for comparing actual costs incurred budgeted cost. Includes only normal activities and milestones that are planned, in-progress or complete. Remaining Cost Description: A currency measure of the amount of remaining cost for the work remaining. Remarks: Includes all cost types including labor, material and ODC costs. Includes only normal activities and milestones that are planned, in-progress or complete. Cost Discrepancy Description: A currency measure of the difference between budgeted and current cost. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 19. Remarks: A good indication of execution performance with regards to cost. Includes only normal activities and milestones that are planned, in-progress or complete. Budget Cost Description: A currency measure of total budgeted cost. Remarks: Useful when used in conjunction with Actual Cost for comparing budgeted costs to actual costs incurred. Includes only normal activities and milestones that are planned, in-progress or complete. Cost per Day Description: A currency measure of the total cost of activities relative to the total duration of the same activities. Remarks: A good indication of how expensive work is for a given period of time. Includes only normal activities and milestones that are planned, in-progress or complete. RISK INPUTS Aggressive Description: Number of activities that have uncertainty skews towards pessimistic by a factor of 1.5 or more. Remarks: Activities that are flagged as being aggressive have a risk range skewed towards the pessimistic. During a risk workshop, if more than 25% of activities are aggressive then the underlying schedule needs to be re-assessed, as it is most likely too aggressive to be realistically achieved during execution. Includes only normal activities that are planned or in-progress. Conservative Description: Number of activities that have uncertainty skews towards optimistic by a factor of 1.5 or more. Remarks: Activities that are flagged as being conservative have a risk range skewed towards the optimistic. During a risk workshop, if more than 25% of activities are conservative then the underlying schedule needs to be re-assessed as it most likely carries too much contingency or buffer and in reality can be significantly accelerated. Includes only normal activities that are planned or in-progress. Questionable Ranges Description: Number of activities that may include risk events. Remarks: Schedule uncertainty ranges should not include the impact from potential risk events. Activities carrying questionable risk ranges should be re-assessed to ensure that risk events have not been accidently included. Includes only normal activities that are planned or in-progress. Broad Risk Range Description: Number of activities with a risk range 50% greater than duration. Remarks: Activities with a broad risk range typically need to be rescheduled in more detail. Broad risk range activities are a direct reflection of poor scope definition within a project. Includes only normal activities that are planned or in-progress. Scope Uncertainty Description: Number of activities that have a schedule risk range assigned to them. Remarks: Scope uncertainty reflects those activities that need to be further defined. Scope uncertainty typically diminishes as the activity gets closer to time-now or execution. Generally, the further out the activity is from starting, the greater the amount of scope uncertainty. Includes only normal activities that are planned or in-progress. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 20. No Risk Description: Activities that have no schedule risk range. Remarks: A good indication of how well developed a risk model is. Includes only normal activities that are planned or in- progress. Avg Risk Range Description: A calculation of the average range of schedule estimate uncertainty. Should not be greater than 25%. Remarks: The range of uncertainty is the difference between the pessimistic and optimistic risk values. If the risk range is greater than 25% of the activity duration, then risk exposure is typically high. Includes only normal activities that are planned or in-progress. Total Risk Range Description: A calculation of the total range of schedule estimate uncertainty. Should not be greater than 25%. Remarks: The range of uncertainty is the difference between the pessimistic and optimistic risk values. If the risk range is greater than 25% of the activity duration, then risk exposure is typically high. Includes only normal activities that are planned or in-progress. No Downside Description: Activities that have zero chance of being later than planned. Should not exceed 25%. Remarks: If the total number of No Downside activities is greater than 25% of all activities, then the schedule should be re-examined for realism. Includes only normal activities that are planned or in-progress. No Upside Description: Activities that have zero chance of being earlier than planned. Should not exceed 25%. Remarks: If the total number of No Upside activities is greater than 25% of all activities, then the schedule should be re- examined for realism. Includes only normal activities that are planned or in-progress. Avg Days Upside Description: A calculation of the average days upside for all activities within a grouping. Remarks: Days upside refers to the difference between the most likely and optimistic risk values. A good indication of how well developed a risk model is. Includes only normal activities that are planned or in-progress. Avg Days Downside Description: A calculation of the average days downside for all activities within a grouping. Remarks: Days downside refers to the difference between the most likely and pessimistic risk values. A good indication of how well developed a risk model is. Includes only normal activities that are planned or in-progress. Wrong Risk Analysis Description: Activities where the remaining duration falls outside of Min>Most likely>Max duration range Remarks: An indication that there is an issue with the risk model. Includes all normal activities and milestones that are planned, in-progress, or complete. RISK EXPOSURE High Criticality Description: Number of activities that have a high degree of criticality (50% or more). +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 21. Remarks: Criticality is a measure as to how often an activity falls on the critical path during a risk simulation. It measures the frequency of risk and not the size of risk. Use this metric in conjunction with other metrics such as total cost to determine how often these activities will have an impact on the project. Includes only normal activities and milestones that are planned or in-progress. Hidden Paths Description: Number of activities that are not on the critical path but have high criticality indices. Remarks: Hidden Paths is one of the most powerful risk exposure metrics. It shows those activities that have a high criticality (how often the task is critical) that in absence of risk do NOT fall on the critical path. If an activity has a high Hidden Path score, it should be considered as important as an activity that is critical. Includes only normal activities and milestones that are planned or in-progress. Risk Hot Spots Description: Number of activities that have a high number of successors as well as a high criticality. Remarks: The combination of multiple successors and high criticality combined typically result in a highly complex and risk- prone hotspot within a schedule. Includes only normal activities and milestones that are planned or in-progress. Schedule Risk Drivers Description: Number of activities with a duration sensitivity greater than 50%. Remarks: A good indication of how large of an impact the activity is going to have on the completion date of the project. This metric does not give insight into how often this occurs (see criticality). Includes only normal activities and milestones that are planned or in-progress. High Contingency Description: Number of activities that demand more than 20% contingency. Remarks: High Contingency shows those activities that most require project schedule contingency. Use this when allocating contingency across a project. Includes only normal activities and milestones that are planned or in-progress. High Cost Drivers Description: Number of activities with a cost index greater than 50%. Remarks: A good indication of how large of an impact the activity is going to have on the cost of the project. Includes only normal activities and milestones that are planned or in-progress. Avg Risk Exposure Description: Calculation of the average cruciality of all activities within a grouping. Remarks: Cruciality is a measure of both how big and how often an activity is a major schedule risk driver. Use this as the overarching measure of schedule risk exposure. Includes only normal activities and milestones that are planned or in-progress. Avg Dur. Sensitivity Description: Calculation of the average duration sensitivity of all activities within a grouping. Remarks: Average duration sensitivity is a measure of the average size of schedule risk impact. This is a useful metric when comparing across ribbons and/or phases. Helps pinpoint the biggest schedule risk drivers. Includes only normal activities and milestones that are planned or in-progress. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 22. Avg Criticality Description: Calculation of the average criticality index for all activities within a grouping. Remarks: A measure of the average frequency at which activities fall on the critical path and therefore have an impact on the overall completion date. Includes only normal activities and milestones that are planned or in-progress. Avg Cost Risk Description: Calculation of the average cost risk index for all activities within a grouping. Remarks: Useful in pinpointing those activities and/or cost elements that carry the highest cost risk exposure. Includes only normal activities and milestones that are planned or in-progress. Earned Value CV Description: Calculation of cost variance of all activities within a grouping. Remarks: Cost Variance refers to the difference between the Earned Value and the Actual Cost associated with doing the work. A positive value indicates a favorable position and a negative value indicates an unfavorable condition where cost is higher than planned. Includes only normal activities and milestones that are planned, in-progress, or complete. SV Description: Calculation of schedule variance of all activities within a grouping. Remarks: Schedule Variance refers to the difference between the Earned Value and the Planned Value associated with doing the work. A positive value indicates a favorable position and a negative value indicates an unfavorable condition where less has been accomplished than planned. Includes only normal activities and milestones that are planned, in- progress, or complete. SPI Description: Calculation of the schedule performance index of all activities within a grouping. Remarks: Schedule Performance Index is a measure of schedule efficiency. It is the ratio of the earned value and the planned value. Values greater than 1.0 reflect that more was accomplished than planned, while values less than 1.0 reflect less accomplishment than planned. Includes only normal activities and milestones that are planned, in-progress, or complete. CPI Description: Calculation of the cost performance index of all activities within a grouping. Remarks: Cost Performance Index is a measure of cost efficiency. It is the ratio of Earned Value and the Actual Cost. Values over 1.0 are more efficient than planned, while values less than 1.0 are less efficient than planned. Includes only normal activities and milestones that are planned, in-progress, or complete. EAC Description: Calculation of estimate at complete of all activities within a grouping. Remarks: This EAC calculation is imported directly from the project source. It reflects the current forecast of cost at completion. Includes only normal activities and milestones that are planned, in-progress, or complete. EAC(CPI) Description: Calculation of estimate at complete using cost performance index (CPI) method +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 23. Remarks: This method uses a performance factor based on cumulative cost performance (i.e. project past cost performance over future work). It normally produces the most optimistic forecast. Includes only normal activities and milestones that are planned, in-progress, or complete. EAC (Composite) Description: Calculation of estimate at complete using Composite CPI and SPI method Remarks: This method uses a performance factor based on cumulative cost and schedule performance. It is generally the most pessimistic forecast because it assumes a direct impact of schedule slippage to cost. Includes only normal activities and milestones that are planned, in-progress, or complete. TCPI(BAC) Description: Calculation of To Complete Performance Index (using BAC) Remarks: The To-Complete Performance Index (TCPI) provides a future projection of the average productivity needed to complete the project within the budget (BAC). TCPI is calculated by dividing the work remaining by the current estimate of remaining costs. It is compared to CPI to determine how likely this is. If TCPI is greater than CPI; the project will require a productivity improvement in order to achieve Budget. Includes only normal activities and milestones that are planned, in-progress, or complete. TCPI(EAC) Description: Calculation of To Complete Performance Index (using EAC) Remarks: The To-Complete Performance Index (TCPI) provides a future projection of the average productivity needed to complete the project within the forecast cost (EAC). TCPI is calculated by dividing the work remaining by the current estimate of remaining costs. It is compared to CPI to determine how likely this is. If TCPI is greater than CPI the project will require a productivity improvement in order to achieve the EAC. Includes only normal activities and milestones that are planned, in-progress, or complete. TCPI(EAC) to CPI Description: The ratio of the To Complete Performance Index to the Cost Performance Index. Should be between 0.9 and 1.1. Remarks: If the value is less than 0.9 then a significant performance improvement will have to be made in order to achieve the stated EAC. If the value is greater than 1.1, then the EAC may be too high (pessimistic). Includes only normal activities and milestones that are planned, in-progress, or complete. PV (BCWS) Description: Calculation of the Planned Value (also known as Budgeted Cost of Work Scheduled) Remarks: The budgeted cost of work scheduled is the schedule for the expenditure of budgeted resources as necessary to meet project scope and schedule objectives. Planned Value (or BCWS) is a schedule, stated in the value of work to be performed, and is therefore a basis for both time and cost assessment of the progress on a project. Includes only normal activities and milestones that are planned, in-progress, or complete. EV (BCWP) Description: Calculation of Earned Value (also known as Budgeted Cost of Work Performed) Remarks: The budgeted cost of work performed is what the amount of work achieved should have cost according to the planned budget or the value earned for the work actually achieved. Includes only normal activities and milestones that are planned, in-progress, or complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 24. AC (ACWP) Description: Calculation of the actual cost of work performed Remarks: The costs actually incurred and recorded in accomplishing work performed. A good indication of how well a project has been executed relative to cost. Includes only normal activities and milestones that are planned, in-progress, or complete. Percentage Schedule Description: Calculation of how much work as a percentage of the overall budget should have been completed. Remarks: Indication of how well a project has been executed. Includes only normal activities and milestones that are planned, in-progress, or complete. Percentage Spent Description: Calculation of how much has been spent as a percentage of the overall budget Remarks: Indication of how well a project has been executed with regards to cost. Includes only normal activities and milestones that are planned, in-progress, or complete. Percent Complete Description: Calculation of how much work as a percentage of the overall budget has been completed Remarks: This is a good indication of the amount of work remaining for project completion as well as what has already been completed. Includes only normal activities and milestones that are planned, in-progress, or complete. Percentage Spent (EAC) Description: Calculation of how much has been spent as a percentage of the latest Estimate at Complete. Remarks: A good indication of remaining budget as well as what has been spent. Use in conjunction with Percent Complete to compare remaining work with remaining budget. Includes only normal activities and milestones that are planned, in-progress, or complete. VAC Description: Calculation of the Variance at Complete Remarks: Variance at Complete refers to the difference between the total budget and the estimate at completion. It represents the amount of expected cost overrun or underrun. A positive value indicates an underspend and a negative value indicates an overspend. Includes only normal activities and milestones that are planned, in-progress, or complete. BAC Description: Calculation of Budget at Complete (also known as Performance Measurement Baseline) Remarks: Budget at Complete refers the total authorized budget for accomplishing the project scope of work. It is equal to the sum of all allocated budgets plus any undistributed budget. Includes only normal activities and milestones that are planned, in-progress, or complete. EARNED SCHEDULE SV(t) Description: Calculation of the difference (in days) between the baseline expected progress to date and the actual progress of the activity. Remarks: A good indication as to how well a project has been executed. Includes only normal activities that are planned, +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 25. in-progress, or complete. SPI(t) Description: Ratio showing the performance of the activity relative to the baseline. Remarks: Ratios greater than 1 indicate progress ahead of schedule. Ratios less than 1 indicate progress behind schedule. Includes only normal activities that are planned, in-progress, or complete. WORK/RESOURCES Overrun Description: Number of activities where total work is greater than budgeted work. Remarks: An indication as to the number of activities that are carrying a greater work than that budgeted. Values greater than 25% typically will expend any allocated contingencies. Includes only normal activities and milestones that are planned, in-progress, or complete. Work Underrun Description: A measure of the difference between total budgeted work and actual work of all activities that have total work less than budgeted work. Remarks: An indication as to the number of activities that are carrying less work than budgeted. Includes only normal activities and milestones that are planned, in-progress, or complete. Work Overrun Description: A measure of the difference between total budgeted work and actual work of all activities that have total work greater than budgeted work. Remarks: An indication as to the number of activities that are carrying more work than budgeted. Includes only normal activities and milestones that are planned, in-progress, or complete. Total Work Description: Calculation of the total work (actual work plus remaining work) for all activities within a grouping. Remarks: An indication of the amount of work required to complete a given group of activities. Includes only normal activities and milestones that are planned, in-progress, or complete. Actual Work Description: Calculation of the actual work completed for all activities within a grouping Remarks: Calculates actual work performed, as opposed to estimated work or standard work. Useful in understanding the amount of work performed for a specific WBS, resource, or time-phase. Includes only normal activities and milestones that are planned, in-progress, or complete. Remaining Work Description: Calculation of total remaining work for all activities within a grouping Remarks: Useful in understanding the amount of work remaining for a specific WBS or time-phase. Includes only normal activities and milestones that are planned, in-progress, or complete. Work Discrepancy Description: A calculation of the difference between budgeted and current work +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 26. Remarks: A good indication as to whether completed work is over or under budget. Includes only normal activities and milestones that are planned, in-progress, or complete. Budget Work Description: A calculation of the total work budgeted for all activities within a grouping. Remarks: Useful in comparing budgeted work of multiple ribbons or time-phases. Includes only normal activities and milestones that are planned, in-progress, or complete. Summarized Work Description: Number of summaries carrying work or resources. Remarks: Work and resources are typically assigned to normal and milestone activities. Some scheduling tools allow the assigning of work and resources at the summary level. Given summaries are not real activities but instead simply groupings of activities, they should not be resource or work loaded. Includes only summaries and level of effort (hammocks) that are planned or in-progress. Work per Day Description: A calculation of average work per day Remarks: Work per day is the amount of work of activities relative to the total duration of the same activities. A good measure of how much work is performed for any given period. Includes only normal activities and milestones that are planned, in-progress, or complete. Missing Resources Description: Number of activities that are not carrying resources Remarks: Useful in pinpointing activities that have not been resource loaded. Includes only normal activities that are planned, in-progress, or complete. Resources Description: Number of activities that are carrying resources Remarks: Useful in understanding how a schedule has been resource loaded. Includes only normal activities and milestones that are planned or in-progress. INDUSTRY STANDARDS DCMA 14 POINT Logic Description: Number of activities that are missing a predecessor, a successor or both. Should not exceed 5%. Remarks: A core schedule quality check. In theory, all total activity should have at least one predecessor and one successor associated with it. Failure to do so will impact the quality of results derived from a time analysis as well as a risk analysis. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Leads Description: Total number of activities carrying negative lag. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 27. Remarks: Also known as negative lag. Often used to adjust the successor start or end date relative to the logic link applied. Can result in the successor starting before the start of the predecessor. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Lags Description: Total number of activities with lags. Remarks: Lags are positive durations or delays associated with logic links. Lags tend to hide detail in schedules and cannot be statused like normal activities. Lags should typically be replaced with activities. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. FS Relations Description: Total number of activities with Finish to Start (FS) logic links. Remarks: Finish to Start (FS) links provide a logical path through the project. Should be at least 90%. Finish to Start relationships are the most common type of logic link in a schedule and are used to portray a sequential series of work where a successor cannot start before it’s predecessor has finished. Having less than 90% of all links as FS links is a poor scheduling practice. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Hard Constraint Description: Number of activities with hard or two-way constraints. Should not exceed 5%. Remarks: Hard or two-way constraints such as Must Start On or Must Finish On should be avoided. Consider using soft constraints if absolutely necessary. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. High Float Description: Number of activities with total float greater than 2 months. Should not exceed 5%. Remarks: Schedule paths with high amounts of float typically arise due to artificially constrained activities (see check # 5). Paths with finish float of more than two months should be considered for acceleration and schedule optimization. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Negative Float Description: Total activity that is incomplete and total float is less than 0 working days. Remarks: Negative float is a result of a artificially accelerated or constrained schedule. Negative float indicates that the schedule is not possible based on the current completion dates. Compare this to activities with Hard Constraints to determine which activities (with negative float) are being impacted by constraints. Ideally, there should not be any negative float in the schedule. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. High Duration Description: Total number of activities that have a duration longer than 2 months. This number should not exceed 5%. Remarks: High duration activities are generally an indication that a plan is too high level for adequate planning and controls. Consider further developing the schedule adding more detailed activities. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Invalid Dates Description: All activities with planned work in the past or actual work in the future. There should not be any invalid dates in the schedule. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com
  • 28. Remarks: Invalid dates are a reflection of ‘loose’ scheduling engines not correctly enforcing standard schedule logic. It is impossible to have planned activities prior to the time now/data date and similarly, activities cannot be statused into the future. This is a key schedule quality check that pinpoints activities that could have a major erroneous outcome on the dates in the schedule. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Resources Description: Number of activities that have resources/costs assigned Remarks: Useful for determining whether a schedule has been resource loaded in it’s entirety or not. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. Missed Activities Description: Number of activities that have slipped from their baseline dates Remarks: Activities that have been completed behind the baseline completion date. This is a good indication of execution performance. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in- progress, or complete. CPLI Description: Calculation of The Critical Path Length Index (CPLI) Remarks: The Critical Path Length Index (CPLI) is a measure of the relative efficiency required to complete a milestone on time, or how close a critical path is to the project target completion date. A project with an aggressive or conservative completion date may not carry the same overall duration as that of the critical path through the network. CPLI of greater than 1 indicates that a schedule is conservative with a very high chance of early completion. A CPLI of less than 1 is very aggressive with a very high chance that completion will overrun beyond the target project completion date. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. BEI Description: Calculation of The Baseline Execution Index (BEI) Remarks: An indication of the efficiency with which actual work has been accomplished when measured against the baseline. The more activities that are completed either on time or ahead of the baseline schedule will reflect a BEI of 1 or more. Conversely, a BEI of less than 1 reflects less than forecasted schedule execution. Includes all normal activities, milestones, summaries, and level of effort (hammocks) that are planned, in-progress, or complete. +1 512 291 6261 // info@projectacumen.com www.projectacumen.com