The following chart illustrates the general project cycle. Progress measurement is after the programme baseline is established and approved by the Client. The project progress is then to be measured based on the baseline.
There are many ways to measure the progress from different perspectives; each has its merits and shortcomings. Agreement among all parties, especially the Client, must be reached before the progress measurement can start.
The list below is just a few often-used methods:
The preferred way is the weightage the artificial points assigned to activities (under P3 resource), for which we can balance different parts of the programme by assigning agreed percent of points. In other words, activities taking more time to complete, or requiring more manhour, or huge sum of money incurred to achieve the event, shall be assigned more weightages. In actual work, the original duration can be initially used as the weightage and then adjusted later on.
Example 1: The major area of work is assigned the weightage (total weightage shall be 100%). Completion percent times the weightage is the earned weightage. Total earned weightage is the measurement of the project progress.
Example 2: Major trades of work is assigned the weightage (the figure is immaterial. The importance is the proportion among all trades). The weightage of a trade over time period is distributed by the programme. The distribution may consider some standard distribution pattern.
Earned Value=Completion percent as of report date x Original value.
Value can be:
Note: the classical definition of the earned value is measured through money, that is, earned value=% completion x budgeted cost.
S curve is just the graphic representative of the cumulative earned value against the time lapsed. The earned value curve, for a typical project, shall travel between the early and late planned curve, indicating the progress is on the track
From the S curve, one can technically measure how much the progress is ahead or delay.
Traditionally, the payment is based on itemized BQ. The shortcoming of this way is that BQ does not reflect the site progress directly. BQ and site sequence of work do not align the same way.
To solve the problem, cost can be input into P3 baseline. If the cost is assigned to an activity (under data->cost), the programme becomes the so-called cost loaded bar chart. Though each activity is not one-to-one pointing to the BQ item, the Level 4 heading under P3 can be rolled up (sum of earned value) and mapped to BQ item. The other way is using the costing coding (customized item under P3) to link the activity to BQ. See an example below (CTS is the customized coding system for linking the activity to BQ).
1) Define resource as "C935 - Wtg", for example, non-labour type, with unit/time=1/d, price/unit=$0/h;
2) Assign resource to activities (no assignment to duration=0 activities). Default budgeted unit equals duration after first assignment (because of defined resource unit/time=1);
3) Export "resource assignment" to Excel. Filter="C935 - Wtg". Sorting=activity ID ascending (act ID is important here. Otherwise, difficult to sort out the different part of programme after exporting. Act ID should be sorted out in ascending order when scheduling);
4) Copy and rename the Excel file and balance weightage points under Excel to the different part of programme;
5) Copy back the adjusted budgeted units to the original Excel file, under budgeted unit column;
6) Import back the modified Excel file to P6.