Acumen Fuse: Metrics

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Basic Metric LibraryOpen EndsDescription: 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 DensityDescription: 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.

CriticalDescription: 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 ConstraintsDescription: 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 ConstraintsDescription: 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 FloatDescription: 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.

// Metrics

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Negative FloatDescription: 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 DurationDescription:Total number of activities that have a duration longer than 2 months. This number should not exceed 5%.

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

Number of LagsDescription: 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 LagDescription: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 LibrariesCHARACTERISTICS

Total ActivitiesDescription: 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.

MilestonesDescription: Number of milestones within a grouping.

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

NormalDescription: 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.

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SummariesDescription: 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.

HammocksDescription: 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 RatioDescription: 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 LevelDescription: 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 WBSDescription: 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 DateDescription: 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 MillionDescription: 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 DurationDescription: The length of time planned for the execution of all activities within a grouping.

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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 DurationDescription: 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 DurationDescription: 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 DurationDescription: 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 DurationDescription: 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 DurationDescription: 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 LengthDescription: 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 OverrunDescription: 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 PredecessorsDescription: Total number of activities that are missing predecessors.

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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 SuccessorsDescription: 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 LagsDescription: Total number of activities that have positive lead in their predecessors. Should not exceed 5%.

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

SS PredecessorsDescription: 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 PredecessorsDescription: 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 PredecessorsDescription: 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 PredecessorsDescription: 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 DensityDescription: Average number of logic links per activity.

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

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Merge HotspotDescription: 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 HotspotDescription: 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 HotspotDescription: 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 LinksDescription: The total number of summary activities that have logic links.

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

Open StartDescription: 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 FinishDescription: 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 ConstraintsDescription: 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 ConstraintsDescription: Activities where there is missing logic without any type of supporting constraint.

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

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

LAGS

LagsDescription: 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.

LeadsDescription: 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 LagDescription: 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 LagDescription: 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

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

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

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

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


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

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

Mandatory FinishDescription: 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 OnDescription: 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 StartDescription: 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.

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


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


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


Free Float ConstraintsDescription: 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)


Total Float ConstraintsDescription: 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.

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Soft ConstraintsDescription: 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 ConstraintsDescription: 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

CriticalDescription: Number of critical activities.

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

Non-CriticalDescription: 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 FloatDescription: 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 FloatDescription: 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 FloatDescription: 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 FloatDescription: 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 FloatDescription: 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 FloatDescription: 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 FloatDescription: 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 RatioDescription: 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

UnderwayDescription: Total number of activities that are in progress.

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

PlannedDescription: 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.

CompletedDescription: 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.

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Days RemainingDescription: 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 CompletedDescription: 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 MilestonesDescription: Total number of completed milestones.

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

Planned MilestonesDescription: 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 CompletedDescription: 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 CompleteDescription: 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 CompleteDescription: 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 CompleteDescription: Number of activities using Units Percent Complete as a means of tracking progress.

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

Wrong StatusDescription: 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

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be corrected in order to maintain an accurate execution plan. Includes only normal activities and milestones that are in-progress or complete.

PLANNED

Planned AheadDescription: 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 DelayedDescription: 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 ScheduleDescription: 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 StartDescription: Number of activities within a grouping that are planned to start.

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

Scheduled To FinishDescription: 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 AheadDescription: 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 DelayedDescription: 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

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poor execution performance. Includes only normal activities and milestones that are in-progress.

In-Progress On ScheduleDescription: 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 EarlyDescription: 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 LateDescription: 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 EarlyDescription: 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 LateDescription: 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 VarianceDescription: 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.

DiscrepancyDescription: 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 StartedDescription: Total number of activities that have started.

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

COMPLETED

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

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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 DelayedDescription: 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-ScheduleDescription: Number of activities that completed on time.

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

AcceleratedDescription: 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 VarianceDescription: Total variance (in days) between activities that started early and those that started late.

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

Days EarlyDescription: 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 LateDescription: 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 EarlyDescription: 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 LateDescription: 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.

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Avg VarianceDescription: 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 FinishedDescription: Total number of activities that have finished.

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

Took Longer than PlannedDescription: 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 StartDescription: 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 FinishDescription: 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/edDescription: 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/edDescription: 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 TimeDescription: 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.

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Start/ed EarlyDescription: Number of activities starting or have started before the expected baselined period.


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


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


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


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


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


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


Start ComplianceDescription: 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.


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

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Finish ComplianceDescription: 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.


COST

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

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

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

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

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

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

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

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

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

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

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

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

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

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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

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

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

ConservativeDescription: 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 RangesDescription: 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 RangeDescription: 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 UncertaintyDescription: 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 RiskDescription: 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 RangeDescription: 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 RangeDescription: 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 DownsideDescription: 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 UpsideDescription: 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 UpsideDescription: 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 DownsideDescription: 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 AnalysisDescription: Activities where the remaining duration falls outside of Min>Most likely>Max duration rangeRemarks: 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 CriticalityDescription: Number of activities that have a high degree of criticality (50% or more).

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

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

Risk Hot SpotsDescription: 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 DriversDescription: 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 ContingencyDescription: 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 DriversDescription: 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 ExposureDescription: Calculation of the average cruciality of all activities within a grouping.

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

Avg Dur. SensitivityDescription: 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.

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Avg CriticalityDescription: 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 RiskDescription: 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

CVDescription: 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.

SVDescription: Calculation of schedule variance of all activities within a grouping.

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

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

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

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

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

EACDescription: 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

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

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

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

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

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

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

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

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

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

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

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

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

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

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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 ScheduleDescription: 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 SpentDescription: 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 CompleteDescription: 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.

VACDescription: 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.

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

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

EARNED SCHEDULE

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

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

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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

OverrunDescription: 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 UnderrunDescription: 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 WorkDescription: Calculation of the total work (actual work plus remaining work) for all activities within a grouping.

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

Actual WorkDescription: 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 WorkDescription: 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 DiscrepancyDescription: A calculation of the difference between budgeted and current work

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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 WorkDescription: 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 WorkDescription: Number of summaries carrying work or resources.

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

Work per DayDescription: 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 ResourcesDescription: 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.

ResourcesDescription: 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 STANDARDSDCMA 14 POINT

LogicDescription: 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.

LeadsDescription: 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.

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

Negative FloatDescription: 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 DurationDescription: 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 DatesDescription: All activities with planned work in the past or actual work in the future. There should not be any invalid dates in the schedule.

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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.

ResourcesDescription: Number of activities that have resources/costs assigned

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

Missed ActivitiesDescription: 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.

CPLIDescription: 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.

BEIDescription: 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.

Acumen Fuse: Metrics

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Transcript of Acumen Fuse: Metrics