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PLANNING CYCLE
The following chart illustrates the general project cycle. Progress measurement is after the baseline (master
programme) is established and approved by the Client. The project progress is then to be measured based on the
baseline.
WAYS OF MEASUREMENT
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 seek before measurement starts.
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S-curve http://www.p3planningengineer.com/progress%20measure.htm
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 determined by the programme. The
distribution may consider some standard distribution pattern.
EARNED VALUE
Earned Value=Completion percent as of report date x Original value.
“Value” can be:
Duration
Quantity
Efforts made (man-hour)
Payment (money)
Weightage
From the S curve one can technically measure how much the progress is ahead or delay
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S-curve http://www.p3planningengineer.com/progress%20measure.htm
From the S curve, one can technically measure how much the progress is ahead or delay.
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).
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