fuse metrics descriptions

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Phone: +1.512.291.6261 Email: [email protected] www.projectacumen.com Proven Project Analytics. 1 Acumen Fuse® Included 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, inprogress, 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 oneway constraints. Remarks: Soft or oneway 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

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Page 1: Fuse Metrics Descriptions

 

Phone:  +1.512.291.6261    Email:  [email protected]    

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Proven Project Analyt ics.

1  

Acumen  Fuse®  Included  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  

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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.  

 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.    

 

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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  

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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.  

 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  

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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.      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  

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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  

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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.      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.  

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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  

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links.    Includes  only  normal  activities  and  milestones  that  are  planned,  in-­‐progress,  or  complete.  

 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.  

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 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.    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  

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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%.      

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 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  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.  

 

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 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.  

 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.  

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 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  

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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.    

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  

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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.      

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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.        

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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.      

 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.        

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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.    

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 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  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.    

 

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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  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  

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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  

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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.        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.    

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Proven Project Analyt ics.

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 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.  

 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  

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Proven Project Analyt ics.

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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  

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Proven Project Analyt ics.

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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.    

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.    

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Proven Project Analyt ics.

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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.    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.    

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Proven Project Analyt ics.

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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.      

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Proven Project Analyt ics.

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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.        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.        

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Proven Project Analyt ics.

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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.  

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 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  

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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).        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  

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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.  

 

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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.  

 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  

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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    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)  

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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)  

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 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.  

 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  

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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.    

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Includes  only  normal  activities  that  are  planned,  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.      

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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    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  

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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.  

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 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  

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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.    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    

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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.