Project Progress Measurement

(“Project Control: Integrating Cost and Schedule in Construction,” textbook by Wayne Del Pico).

1. Units Completed

The Units Completed lends itself well to tracking tasks that are done repeatedly, where each
iteration can easily be measured. Usually a task that is done repeatedly tends to take about the
same amount of time, resources and effort, so tracking the units completed works well here. A
simple example could be installing standard light fixtures. Each fixture takes roughly the same
amount of time. If we had 100 fixtures to install then we can simply count the units installed. In this
case, there are no subjective experience-based judgement involved.

2. Incremental Milestones

Also known as the ‘steps’ method, the incremental milestones method is predominantly used for
cost accounts that involve subtasks that need to be completed in an orderly fashion. An example of
this technique is the forming and placing of a concrete foundation wall – laying the foundation wall
on footings, erecting inside wall panels and brace, setting horizontal and vertical rebar in formwork
and so forth needs to be done in sequence to complete the task appropriately.

So how do you calculate this data? The calculation is built on each single step and the budgeted
amount of time (labour hours) that is needed to complete the task by the construction crew. As each
step is completed, they are documented as a mini-milestone which represents a percentage of the
total installation process. The percentage given for each sub-task can vary based on the project. This
progress is usually agreed on to be used as a measuring tool beforehand. A good way to implement
this method in Primavera P6 is using Activity Steps.

3. Start/Finish

This method is only focused on capturing the starting point and the finishing point of the task and
nothing in between. It’s best for tasks that are short in duration. You would implement this method
if the tasks work estimations are not available or if the percent complete progress data is too
difficult to collect.

“Classic examples include testing services such as load test on electric panels, flushing and cleaning
of piping, and similar tasks.”1

Using the Start/Finish technique, we earn a percentage of progress when the task starts and the
other half is earned once the task is complete. These percentages are determined by the owner and
contractor of the project.

Often, companies agree to use the standard 50/50 Rule or other rules:
50/50 Rule – once started, the task is marked as 50% complete and the balance is earned at final
completion of the work.

20/80 Rule – used to track higher value tasks that takes a longer time to reach completion.

0/100 Rule – this rule illustrates that once 100 percent of the task is completed, only then will the
value be earned. Examples of this are testing or experimental tasks since you cannot get results until
the task is completed.

4. Cost Ratio

The Cost Ratio method is usually implemented on a project that has tasks that tend to occur over a
long phase or the entire project. Often used for Overhead costs, this technique is measured based
on the budgeted allocation of dollars vs. the labour hours of production. This method gives the
contractor the ability to earn value that is equal to the overall percent of project completion.

“For example,[] if the overall progress of the project was determined to be 42 percent, then the
contractor would have earned 42 percent of the overhead and fees.”1

5. Experience/Opinion

Unlike the methods above that rely on definitive data, this method relies on the experience and
subjectivity of the project manager. This technique is used for tasks such as de-watering or frost
removal/protection. It’s not usually recommended and tends to be seen as the last resort because
each individual experiences and opinions vary from one another and can cause conflict between
owners, contractors, and architects.

6. Weighted or Equivalent Units

This method was highlighted as the best technique in the text and is the one that requires more
effort, but also extends to a wider data range. The tasks that are being calculated tend to occur over
a longer duration time and includes multiple sub-tasks, where sub-tasks can have different units of
measurements.

The example used to illustrate this method is building a structural steel package. In order to
complete this project it requires various units, labour hours, resources and sub-tasks. So to calculate
the sub-tasks, it’s weighted on the estimated level of efforts in labour hours or by monetary value
that is particular to each sub-task. Once the weighted value is determined, it’s converted to reflect
that value in units of measure specific to the task – and for this example, the units of measure would
be tons.

So once each sub-task has been completed, the weighted tons (units of measure) is then converted
to the equivalent units of percentage complete of the overall project.
These 6 methods for measuring project progress are commonly used in Construction project
management and filter into a process of determining a percentage complete for the project as a
whole using Earned Value Management.

Which of these methods do you use the most on your projects?