Tracking Project Performance PART-1 Schedule Updating-Fall18 PDF

Department of Buil ding Construction
Col l ege of Architecture and Urban St udies
Tracking Project performance
Schedule Updating
Dr. Walid Thabet

Virginia Tech
CONCEPTUAL PLANNING CONSTRUCION CONTROL CLOSE OUT
INTEGRATION Develop Project Develop Project Direct and Manage Monitor and Control Close Project
Character; Develop Management Plan Project Execution Project Work;
Preliminary Project Integrated Change
Scope Control
SCOPE Scope Planning; Scope Verification;
Management Scope Definition; Scope Control
Create WBS
TIME Activity Definition; Schedule Control
Management Activity Sequencing;
Activity Resource
Estimation; Activity
Duration Estimating;
Schedule
Development
COST Cost Estimating, Cost Cost Control
Management Budgeting
QUALITY Quality Planning Perform Quality Perform Quality
Management Assurance Control
HUMAN RESOURCEs Human Resource Develop Project
Planning; Staff Team; Manage
Acquisition Project Team
COMMUNINCATIONS Communication Information Performance Manage Stakeholders
Planning Distribution Reporting
RISK Risk Management; Risk Monitoring and
Management Risk Identification; Control
Qualitative Risk
Analysis; Quantitative
Risk Analysis; Risk
Response Planning
PROCUREMENT Plan Purchase and Request Builder Contract Closure
Management Acquisition; Plan Responses; Select
Contracting Builder; Contract
Administration
2
OUTLINE
Schedule Updating
Reasons for Schedule Updating
Why Update the Schedule?
What Needs Updating?
Determining Task Actual Dates
Estimating Task Percentage Completion
Tracking Time Performance

Exercise-1
Frequency of Schedule Updating
Contractual Requirements for Schedule Updating
Recovery Schedules
3
Schedule Updating
One the primary tasks during project control is periodically
measuring project time and cost performance.
Project
Control
Time Cost
Control Control
- Gives a comprehensive view on the performance of the project from

EVM an integrated time and cost perspective.
Earned Value
Schedule Management - Uses several performance metrics that rely on estimates of activity
Updating percentage completion.
- Allows to develop periodic Progress Schedules to check the time status at the
project level and the task level.
- Uses several metrics including actual start/finish, actual duration, estimated
remaining duration and percentage completion.
4
Schedule Updating
Baseline Schedule
 Pre-construction Baseline Schedules help develop an

initial strategy for execution of the work.
 The baseline schedule is the starting point in preparing a

schedule’s update.
5
Why Schedule Updating?
Construction projects are dynamic in nature - Once
construction commences, original conditions change
requiring updating the baseline schedule.
This is due to various reasons including:

 Owner scope changes
 Change in initial construction strategies (means and methods)
 Adverse weather/Force Majeure
 Environmental and Right of Way
 Differing site conditions
 Material procurement (Ordering/Fabrication/Delivery)
 Availability of funds
 Design changes/Design errors
 Social impact (strikes, riots, etc.)
 Archeological discoveries 6
1. Track project time performance
• Evaluate current progress of work done

(What was actually completed as of the current date)
• Forecast schedule of remaining work
• Predict milestone/completion date changes
• Monitor critical tasks and identify any delays -

determine if accelerating the schedule is needed
(Recovery Schedules)
7
2. Create a Historical Record

Document historical actual construction sequences
and activity durations – create an As-Built Schedule
 Can be used as the basis to plan and schedule

future projects, or
 Develop a forensic schedule analysis to analyze and

identify liability for project delays - Useful in dispute
resolutions and claims.
8
Updating the schedule involves tracking tasks that are
completed (started and finished) or are in progress.
9
1- Start/Finish Dates and durations of tasks

completed or in progress
Update dates and remaining duration of tasks based on
current and forecasted work conditions. Allows to track
completed or in progress activities.
Work Completed - Input metrics include:
Actual Start/Actual Finish (AS/AF)
Actual Duration (AD)
Work in Progress - Input metrics include:

Actual Start (AS)
Percentage Completion
10
2- Schedule Logic
Initial construction strategies devised prior to the start of

the project may change once work commences.
Schedule logic needs to be continuously updated to reflect

new construction sequences and strategies.
Input metrics include:

Logical links (FS, SS, FF, and SF) and lags between activities.
11
3- Work Scope Change
Adding or removing activities from the schedule may be

necessary to account for:
 Changes to project scope (change orders).
 Modifying the level of detail of work packages.
Input metrics include:

Add/Delete activities
Modify logic.
12
Updating the schedule involves tracking tasks that are
completed (started and finished) or are in progress
(started).
13
A crucial input metric needed to update the schedule is
activity Actual Start and Actual Finish.
Start Status
Date Date
A
AS
B
AS AF
C
D Activities C and D did not

start and are scheduled
following the Status Date
Baseline Schedule
Updated Schedule
14
Another crucial input metric necessary for schedule
updating and tracking project performance is estimating
task progress or Percentage Completion.
15
Too often, progress of a partially completed task is
reported in a qualitative manner – a judgement call.
Frequent answers include:
I am almost there
I am about 90% done Drive-by Assessment!
I have 2 days left
Determining realistic estimates for percentage completion

of tasks is critical but usually difficult and challenging.
16
Various methods are used to determine an estimate for task
percentage completion:
1- Time dependent
This is a progress measure based on actual duration and estimated
remaining duration – %Complete Method (utilizes RD estimate)
2- Work (man-hour) dependent

This is a progress measure based on man-hours spent or
completed - %Work Complete Method
3- Physical Quantity or Accomplishment dependent

This is a progress measure based on measuring accomplishment
(actual physical quantities completed and remaining) – various
methods used (e.g. Physical %Complete).
17
Estimating %Complete
%Complete is time dependent and is determined by
comparing Actual Duration (i.e. actual time expended) to
estimated Total Duration to Complete the task.
%Complete = Actual Duration (AD) to date x 100

Actual Duration (AD) Remaining Duration
+
to date to Complete (RD)
%Complete = (AD) x 100

AD + RD
Accuracy of %Complete estimate is dependent on a

realistic evaluation of Remaining Duration (RD).
18
1- Estimating %Complete
NOTE:
 If an activity’s %Complete is 50% in a schedule, that

does not necessarily mean that 50% of the assigned
resources (and their cost values) were expended.
o You may spend 50% of activity time but you have less than
50% of work quantity performed, for example due to learning
curve.
o Equally true, you may complete more than 50% of work

quantity in the first 50% of time, for example due to travel time
or for using scaffolding at higher elevations.
 Activity %Complete is unsuitable as a basis for billing

but is helpful for general time forecasting.
19
2- Estimating %Work Complete
%Work Complete is determined by comparing actual

labor-hours expended to estimated total labor-hours to
complete the task.
%Work Complete = Actual Labor-hours to date x 100

Actual Labor- Estimated Labor-Hours
+
Hours to date to Complete
Actual Total labor-Hours
Accuracy of %Work Complete estimate is dependent on a

realistic evaluation of labor-hours to complete.
20
Estimating %Complete and %Work Complete
Example-1: Scenario A
An activity requires 5 days to complete and one resource
working 8 hrs. per day.
At the end of the forth day, a total of 32 labor-hours were

expended. Activity progress can be measure as:
%Complete = 80% (4 days out of 5 total days)

%Work Complete = 80% (32 out of 40 labor-hours)
It is easy to confuse these two values as the same

because, many times, the work (effort) on a task is often
assumed to be evenly distributed across the duration of
the task. 21
Estimating %Complete and %Work Complete
Example-1: Scenario B
Same activity, same resource, same 5 days duration. But
this time the resource is scheduled to work on the activity
according to the following schedule:
Day 1 2 labor-hours Duration is still 40 hours (5
Day 2 2 labor-hours days) but now work (labor-
hours) distribution over
Day 3 3 labor-hours
duration is uneven and is only
Day 4 3 labor-hours 18 man-hours total.
Day 5 8 labor-hours
At the end of the forth day, we have completed 4 days of

work and 10 labor-hours were expended.
%Complete = 80%
%Work Complete = 56% 22
3- Measuring Accomplishment
Assessing and measuring physical quantity or
Accomplishment begins with classifying work tasks as one of
three (3) types:
1. Discrete Tasks
2. Apportioned Effort Tasks
3. Level of Effort (LOE) Tasks
23
Measuring Accomplishment
Discrete Tasks represents work that is objectively

measured with defined work products. Most construction
activities are of discrete type.
Examples:
Construct Slab on Grade, Erect Steel Beams, Install Duct
Work, etc.
24
Apportioned Effort represents tasks that are performed in

direct support of other direct activities.
Inspection is the most typical example of this type.

The amount of items to be inspected is directly dependent
on the number of items that are produced. Because of this
relationship, actual accomplishment of inspection is
calculated or estimated as a percentage of the actual
accomplishment earned by the prime work package.
Another example of apportioned effort includes Assembly

Testing.
25
Level of Effort (LOE) tasks are those that typically have no

associated technical end product, hence difficult to quantify
in terms of work accomplished.
Examples of these tasks include:

Project management, contract administration, supervision
of any type and clerical support (if not included in the
overhead rate).
26
NOTE:
 Classification of work tasks needs to occur early during
the planning and budgeting
 Based on the selected classification of a work task, an
assessment technique is selected to assess progress of
the task and determine work accomplished.
 The techniques for assessing discrete tasks are the most
numerous because there are many different ways of
assessing status for work that is objectively measurable
with defined work products.
27
DISCRETE Tasks
Numerous methods (best practices) exist for measuring
physical accomplishment of Discrete tasks. Five methods
are discussed here:
• Fixed Formula (Start-Finish)
• Physical %Complete (Units Completed)
• Incremental Milestones (Milestone Weights)
• Level of Effort (LOE)
• Individual Judgement
 Each of these techniques is useful in different
applications, depending on the duration of the task and
the nature of the work to be accomplished.
28
 Method selection could be dictated by the contract.
 Each method has different features and provides
somewhat different measure of progress.
 The level of objectivity to subjectivity varies per method.
 Sound managerial judgement must be applied no matter
which method is used.
We will now discuss each method in re detail….
29
1- FIXED FORMULA method
 aka Start-Finish method
 Applies a percent complete to the start and finish of an activity to
assess its progress. Either no or some limited progress is “earned”
when the activity is started, and balance of full progress is earned
when the activity is finished.
 Common percentages used are 0/100, 50/50, or 30/70.
Nothing is earned when task starts. 100%

0/100 of budget is earned when task is Good for very short tasks.
completed.
50% of budget is earned when task starts Emphasizes the start of tasks and
50/50 and the balance (50%) is earned on encourages task leaders to begin
completion. work as soon as possible on a task.
30% of budget is earned when task starts There is recognition that work
30/70 and the balance (70%) is earned on started, but the emphasis is on
completion. completing the task.
30
Example-2: 0/100
You must install a total of 15 footings over 2 months. At the end of the
2nd analysis period (time now), 3 footings are reported complete and 5
other footings are in progress (partially completed).
Footings
Completed
or in Progress 1 2 3 4 5 6 7 8
Footings
9 10 11 12
Remaining
Using the 0/100 Fixed Formula Method

13 14 15 Assessed Progress = 3 footings
31
Advantages:
 A quantitative progressing technique that is suitable for low
value and/or short-term duration tasks without readily
definable intermediate milestones.
 Requires minimal effort to measure accomplishment for a
task/work package.
Disadvantages:
 No significant disadvantages for short term, low value work
packages.
 Not very effective for longer term work packages.
32
2- PHYSICAL %COMPLETE method
 Aka Units Completed method
 Progress of the task or work package is estimated by comparing the
number of completed units of work with the actual total units in the
project for a specified task or work package.
Physical % Complete = Actual Quantity Completed x 100

Actual Quantity Remaining
Completed
+ Quantity
33
Example-3: Physical % Complete
Applying this assessment method to the previous example
Footings 1 2 3 4 5 6 7 8
Completed
or in Progress Progress of footings is accurately measured
in the field to determine work remaining.
9 10 11 12 Footings 1-3, 9-11 are complete.
Footings 4-6 and 12 are measured to be

Footings 50% complete.
Remaining
Footings 7-8 are measured to be 25%
13 14 15 complete.
Using the Physical %Complete Method

Assessed Progress = 8.5/15 = 56.7%
34
Example-4: Physical % Complete
4 x 9 = 36 Physical Units of Work
8 hours
9 hours
11 hours 4 days
12 hours (based on 8 hrs/day)
%Complete = 80%
Physical % Complete = 75%
% Complete is not always equal to Physical % Complete

The amount of work performed (or quantity completed)
isn’t usually proportional to the time required to complete
the task
35
Advantages:
 A quantitative progressing technique that is suitable for tasks
that involve repeated production of easily measured pieces of
work when each piece requires approximately the same level of
effort.
 An objective and more accurate method for measuring
accomplishment.
Disadvantages:
 Requires much more effort and/or time to estimate quantities
completed and work remaining in order to assess progress of
work tasks/work packages.
36
3- INCREMENTAL MILESTONE method
 aka Milestone Weights method
 The work package is divided into separate measureable tasks and
completing each task is considered achieving an “incremental
milestone”.
 The method assigns budget values to each milestone. Progress is
earned when reaching full completion of each milestone.
 Used for work packages with long term durations and ideally should
have milestones each month or accounting period.
37
Example-5: Incremental Milestone

Install and test Emergency Generator. The work package
progress milestones maybe broken down as follows:
Construct Foundation Pad 10%

Set Equipment on Foundation 40%
Connect Mechanical 20%
Connect Electrical 20%
Testing and Start-Up 10%
38
Advantages:
 Requires objective measurable milestones.
Disadvantages:
 Does not allow partial credit for in-process work.
 Requires detailed milestone planning.
39
 A combination technique such as Incremental Milestone +
Physical %Complete or Incremental Milestone + Physical
%Complete + Start-Finish can be used.
For example, Incremental Milestone + Physical %Complete:
In this case, the combination method assigns budget values

to each milestone, and progress is earned based on the
physical percent of work completed against each individual
milestone.
 Similar to the Incremental Milestone method, this combination

progressing technique is used as a method for work packages
with long term durations and ideally should have milestones
each month or accounting period.
40
Example-6: Combination
Incremental Milestone + Physical %Complete + Start-Finish
Installing a building foundation.
1- The excavation progress would be assessed using

Physical %Complete (cubic yards of earth removed).
2- Formwork could be incremental milestones
3- Pouring the concrete is Start-Finish (0/100)
41
Advantages:
 Allows for partial credit against milestones.
Disadvantages:
 Requires the Control Account Manager assessment of the
%complete for each milestone and requires
documentation of assessment methodology.
42
4- Level of Effort (LOE)
 This is a qualitative (subjective) progressing technique used when it is
very difficult to objectively measure what work was accomplished for
the budget spend.
 The LOE method assumes that progress is equal to the actual cost
divided by the budget.
%Complete (progress) = Amount ($) Charged to Task x 100

Budget ($) for Task
 Used when it is difficult to measure what work was accomplished.
43
5- Individual Judgement
 This is a qualitative (subjective) progressing technique is used
when progress is very difficult to be assessed with other methods
previously discussed.
 Involves getting multiple opinions on the work accomplished by

knowledgeable team members to determine a reasonable
estimate on progress.
44
 Since the types of work packages on a project vary, no

single progress reporting method is suitable.
 Quantitative (Objective) techniques are obviously much

better than Qualitative (Subjective) techniques for
measuring project progress.
 Selecting which method to use to calculate percentage

completion of a task is dependent on several factors
including:
1- How to get paid for the work
2- How to report the value earned, or
3- How it is desired to report progress
4- Owner contractual requirements 45
 One thing to keep in mind when measuring project

progress is that it’s an estimate!
46
Example-7: Scenario A
An excavation activity requires removal of 10,000 CY of earth. Planned
duration is 10 days with a planned daily output estimated at 1000 CY/day.
An update at the end of day 5 indicated that only 4,000 CY were
excavated due to unexpected adverse conditions. Adverse conditions will
discontinue
% Complete Physical % Complete
Actual duration 5 days Physical

% Complete = 4000/10000
Based on production rate and assuming that work
= 40%
will resume with original planned productivity (i.e.
adverse conditions will discontinue): Physical %complete is
OBJECTIVE
Estimated Remaining Duration (RD)
= 6 days based on 6000/1000 or could be estimated
higher or lower based on judgement and experience
% Complete = 5 = 45% %complete is time dependent based on estimate of RD and is
5+6
SUBJECTIVE 47
Example-7: Scenario B
If work proceeds with the new production rate assuming that adverse
conditions will continue, then
% Complete Physical % Complete
Actual duration 5 days Physical

% Complete = 4000/10000
Using production rate based on adverse conditions to = 40%
continue:
New production rate = 4000/5 = 800 CY/day

Remaining Duration = 7.5 days based on 6000/800 or
could be estimated higher or lower based on
judgement and experience
% Complete = 5 = 40%
5 + 7.5
48
Example-8:
The precedence diagram network shown below represents the baseline
schedule for a small project.
A B Lag = 3 days F
1 2 1
C D E
1 1 1
Duration in days
At the end of day 3, the following progress information was identified:

Activity A: Actual Start (AS) = day 1 Actual Finish (AF) = day 2
Activity B: Actual Start (AS) = day 3 % complete = 50%
Activity C: Actual Start (AS) = day 3 Act Dur (AD) = 1, Rem Dur (RD) = 2 days
Required: Update baseline schedule based on new progress information.

49
Example-8:
ES OD EF
Activity
LS LF Baseline Schedule
1 2 1
Lag = 3 days
A (1 day) B (2 days) F (1 day)
1 1 1
C (1 day) D (1 day) E (1 day)
50
Example-8:
Baseline Schedule Time Period
1 2 3 4 5 6 7 8 9
51
Example-8:
AS AD AF Updated Schedule (end of day 3)

ES RD EF Input metrics
Activity Actual Start/Finish Dates
Actual Duration and % complete
LS LF Remaining Duration
Status Date = Day 4
1 2 2 3 1
1 4 8 1 8
Lag = 3 days
A (1 day) B (2 days) F (1 day)
4 8 8
3 1
2 5 6 1 6 7 1 7
C (1 day) D (1 day) E (1 day)
5 6 6 7 7
52
Example-8:
Status Date (or Data Date)
Updated Schedule (end of day 3) (Date through which you have collected status information)
1 2 3 4 5 6 7 8 9
A
Imposed Lag
B
53
OUTLINE
Schedule Updating
Examples

Exercise-1
Recovery Schedules
54
Comparison of project Actual Finish date to Baseline
Finish Date provides a single metric of the status of
project completion.
Baseline Schedule
 It does not provide any

information regarding the
status of individual tasks
as of the Status Date -
Cannot pin point reasons
for the delay
Updated Schedule
 Limited information
makes it very difficult to
define corrective actions
to remedy any delays.
55
Analyzing activity progress status provides various
indicators regarding the progress of each activity.
 Identify tasks that are delayed Baseline Schedule
to start.
 Identify tasks that are delayed
to finish.
 Identify tasks that required
Delayed to finish
longer duration to complete Required longer duration to complete
Is a critical task
(exceeded planned Delayed to start Updated Schedule
duration/production rate).
 Determine critical tasks.
Delayed to start
Will require longer duration to complete
Is a critical task
56
Tracking time status at the project level and the task level
does not provide progress information regarding the
collective status of the project as of the current date.
57
Exercise-1: With reference to the AON logical network
representing the baseline schedule (attached), the following
progress information was available at the end of day 15,
i. Activity A started 2 days late, and was completed on time.

ii. Activity B started on time, but experienced unforeseen poor
work conditions:
• Completed quantity in place = 500 sqft
• Remaining quantity to complete = 500 sqft
• Poor conditions are expected to continue till activity
completion.
iii. Activity C started on day 13 and is 60% complete.

iv. Activity E started on day 8. Remaining duration (RD) = 25
days.
v. Activity F can not start before morning of day 20 due to delay
in material arrival.
58
Required:
Based on the progress information available at end of day 15,
and using the template, update the schedule by completing the
following:
1. Calculate Actual Start (AC) and Actual Finish (AF) dates

for completed activities and activities in progress.
2. Calculate remaining required ES, EF, LS, LF, and TF.
3. Identify the critical Path.
59
Exercise-1: Baseline Schedule
ES dur EF
11 5 15
lag = 5 days task
C
31 35 LS float LF
1 10 10 11 5 15 21 5 25
lag = 5 days
A B D
1 10 21 25 31 35
36 5 40 41 10 50
G H
36 40 41 50
6 30 35
lag = 5 days lag = 5 days
E
6 35
6 15 20
F
26 40 60
Exercise-1: Solution
lag = 5 days
ES dur EF
C
task
LS float LF
lag = 5 days
A B D
G H
lag = 5 days lag = 5 days

E
61
OUTLINE
Schedule Updating
Examples

Exercise-1
Recovery Schedules
62
1- Project’s complexity
2- Frequency of delays and unexpected events
3- Contract requirements
In majority of US private and government construction
contracts, schedule updating is specified to be once a
month and is tied to progress payment request.
4- Scope changes (Change Notices)
63
OUTLINE
Schedule Updating
Examples

Exercise-1
Recovery Schedules
64
Monthly schedule
Example Contract Requirements updates required for
approval and processing
of monthly payments.
Details of what to Monthly schedule updates

cover in schedule require joint meetings among
updating meetings 4W Look-Ahead all parties involved
Schedule
65
Required narrative
66
OUTLINE
Schedule Updating
Examples

Exercise-1
Recovery Schedules
67
Recovery Schedules
When an unanticipated event or a series of events occur
and result in slowing the progress of the work, a
Recovery Schedule may be contractually requested or
demanded by the project owner
 The purpose of a Recovery schedule is to Accelerate
or “Recover” time on a schedule lost due to delays or
other impacts
 Recovery Schedules are revised plans to return the
current projected schedule completion date to that of
the planned completion date.
Warner Consultants
68
Recovery Schedules
Contract provisions that include recovery schedule
language often will have language similar to the following:
“Should the Contractor’s performance fall behind schedule

and the current projected completion date be beyond the
planned completion date, the Owner may request the
Contractor to prepare a recovery schedule…”.
69
Recovery Schedules
 A Recovery Schedule differs from a schedule update in
that a recovery schedule projects substantial
completion by either the original contract completion
date, or some other date that is still earlier than the
currently-projected completion date reflected in the
most recent schedule update.
 By its nature, a request for a “recovery schedule”

implies that the current-projected substantial
completion date is beyond that originally identified in
the contract.
70
Recovery Schedules
 Production of a Recovery Schedule should not be
confused with the contractor’s duty to mitigate - By
common law principles, a contractor has a duty to
mitigate delays caused by impacting events, even if he
is not responsible for the impacting event.
71
Recovery Schedule Development
To recover or reduce schedule time you have to:

1- Review current schedule and status
a) Look backward – identify causes of delay (are they
continuing?) – Is there one area or trade that has
been exceeding their planned durations on a
regular basis.?
b) Look forward – Review schedule logic, duration
and calendars.
c) Review critical path – Determine where can time
be saved.
72
2- Improve the projected completion date

a) Accelerate activities (reduce duration or change
calendar) – Determine which activities and by how
much their duration can be reduced – What would
it take to make this reduction (resources, money,
coordination, etc.)
b) Change the schedule logic – Are there any
activities planned to be done sequentially that can
be done concurrently?
c) Delete scope (not usually an option)
Make changes, review repeat
73
Keep in mind…
 Try to reduce the project duration at the least amount of

cost
 Identify critical milestones
 Insure dates for submittals are met
 Check delivery of key material
 Identify any additional owner requirements needed to
meet the revised schedule
 Be realistic – only include what you believe can be
accomplished.
74
3- Get buy-in from project stakeholders

a) Project management and field personnel – get
input, feedback, etc.
b) Subcontractors – may need to supplement their
forces, put them on notice, or even replace them.
75
Contractors are advised to notify the owner of the

following at the time of recovery schedule submission:
a) Impacts that led to the request for a recovery
schedule (and which the contractor views as
excusable and/or compensable under the terms of
its contract), and
b) The extent of any acceleration effort that the
contractor believes necessary in order to meet the
recovery schedule’s substantial completion date.
76
Thank You
77

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Department of Buil ding Construction

Col l ege of Architecture and Urban St udies

Tracking Project performance

Dr. Walid Thabet

Tracking Time Performance

Frequency of Schedule Updating

Contractual Requirements for Schedule Updating

- Gives a comprehensive view on the performance of the project from

 Pre-construction Baseline Schedules help develop an

 The baseline schedule is the starting point in preparing a

This is due to various reasons including:

1. Track project time performance

• Evaluate current progress of work done

• Forecast schedule of remaining work

• Predict milestone/completion date changes

• Monitor critical tasks and identify any delays -

2. Create a Historical Record

 Can be used as the basis to plan and schedule

 Develop a forensic schedule analysis to analyze and

1- Start/Finish Dates and durations of tasks

Work in Progress - Input metrics include:

Initial construction strategies devised prior to the start of

Schedule logic needs to be continuously updated to reflect

Input metrics include:

3- Work Scope Change

Adding or removing activities from the schedule may be

Input metrics include:

D Activities C and D did not

Determining realistic estimates for percentage completion

2- Work (man-hour) dependent

3- Physical Quantity or Accomplishment dependent

%Complete = Actual Duration (AD) to date x 100

%Complete = (AD) x 100

Accuracy of %Complete estimate is dependent on a

 If an activity’s %Complete is 50% in a schedule, that

o Equally true, you may complete more than 50% of work

 Activity %Complete is unsuitable as a basis for billing

%Work Complete is determined by comparing actual

%Work Complete = Actual Labor-hours to date x 100

Accuracy of %Work Complete estimate is dependent on a

At the end of the forth day, a total of 32 labor-hours were

%Complete = 80% (4 days out of 5 total days)

It is easy to confuse these two values as the same

At the end of the forth day, we have completed 4 days of

Discrete Tasks represents work that is objectively

Apportioned Effort represents tasks that are performed in

Inspection is the most typical example of this type.

Another example of apportioned effort includes Assembly

Level of Effort (LOE) tasks are those that typically have no

Examples of these tasks include:

We will now discuss each method in re detail….

Nothing is earned when task starts. 100%

Using the 0/100 Fixed Formula Method

Physical % Complete = Actual Quantity Completed x 100

9 10 11 12 Footings 1-3, 9-11 are complete.

Footings 4-6 and 12 are measured to be

Using the Physical %Complete Method

% Complete is not always equal to Physical % Complete

Example-5: Incremental Milestone

Construct Foundation Pad 10%

For example, Incremental Milestone + Physical %Complete:

In this case, the combination method assigns budget values