How to exactly calculate Task/project Percentage Completion? Can anybody show the scientific way to do so? I want to know it for project reporting Saving Changes...
Daniel JeanData & Analytics Scrum Master| Delta DentalChicago, Il, United States
May I ask why? When I think of percentages, there is no perfect way to do it. There are plenty of ways mathematically to build out some pages but that can differ based on who is looking at it. What you call 50% done, I may see it as 30% done based on the scope. I do Red, Yellow, Green. Very easy for people to understand. Either we are on target, a little late, or sorely behind.
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1 reply by Aziz Azzam
Dec 28, 2018 1:21 AM
Aziz Azzam
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Myself tried some ways but couldn't come to an exact point that answers the questions. My sponsor is always interested in exact calculation. I am agree with what you said.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
My recommendation, is going to PMI´s EVM standard.
I have fought this problem for years, both trying to make EVM practical and recognizing when people are playing it like a game.
If you want to be practical, you either need a large number of tasks and can count each when completed, or you need to estimate how far along you are on each task. That can give a meaningful metric.
If you are "doing" EVM but not really "using" EVM, you determine that you task length is X number of days and you are Y days into the task therefore if you are 100% on plan then you are (1-(X-Y)/X) *100% complete.
Unfortunately that 2nd method looks good on paper until people realize you are way behind but gaming the numbers by showing your performance is perfect. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Whatever the chosen method, be consistent to build continuity and credence to the data. Saving Changes...
Esmeal SheriffOwner/Sr. Principal Consultant| Execultant Consultancy L.L.C.Minneapolis, Mn, United States
In my environment of work, we usually use percentage completed very broadly, this is because we are aware of the define process in every project we undertake. However, I do it two ways-estimated and actual calculations. When using an estimated completion, you assume base your project process, the mental awareness of the amount of tasks that are completed (on record) and the amount of tasks that are still needed to be complete taking into consideration the time and resources and cost. But all of these will require an understanding of your process and how each activities affect the overall goal. estimated may not be precise but maybe close enough for an overall view.
When you use actual calculations, you are more or close to accurate. As suggested in previous post, the EVM is a good method that will help you determine the Earn Value as against the plan value, but it will require your project data or information to be quantified in other to derive at an accurate percentage. this is more precise. Saving Changes...
Iain FraserAuthor, Speaker, Independent Director| Jacobite ConsultingWellington, New Zealand
Percent complete on activity progress is fraught with subjectivity. It tends to be optimistic. If you are trying to gauge overall progress then determining Remaining Duration for all in-progress activities is the way I was taught in a PMO I worked in. This then allows the schedule to calculate new start & finish dates plus forecast end date for baseline comparison. Reporting is then discussed in terms of forecast end date vs planned baseline date. Your RGY colours can work with that if you set thresholds.
If using PC for earned value analysis, my recommendation is don't! Use the mini-milestone approach instead as it is way less subjective and thereby more accurate. Saving Changes...
May I ask why? When I think of percentages, there is no perfect way to do it. There are plenty of ways mathematically to build out some pages but that can differ based on who is looking at it. What you call 50% done, I may see it as 30% done based on the scope. I do Red, Yellow, Green. Very easy for people to understand. Either we are on target, a little late, or sorely behind.
Myself tried some ways but couldn't come to an exact point that answers the questions. My sponsor is always interested in exact calculation. I am agree with what you said. Saving Changes...
Gaurav VashisthTeam Lead| BombardierGurugram, Haryana, India
If you are following Agile is to have a strong "Definition of Done" to have real percentage complete.
On the typical project , It depends of how much weight you give to each activity , which is important to calculate percentage complete. For example an un-reviewed code change implemented can be consider 30% done or 50% done. It depends of your project estimation /historical data , how much percentage you want to consider. Saving Changes...
In general, percentage complete reporting is flawed unless there is an objective means of determining it which can be independently, consistently assessed.
If you must use it, then work items should be sufficiently decomposed that you can use a 0/100 rule for claiming progress against individual work items.
Also remember that while it can provide some sense as to how you are progressing relative to expectations, if you take a customer-centric view the fact that 95% of a project has been completed is of no value if the actual realization of business benefits only occurs with the final 5%.
Kiron Saving Changes...
Christopher AnsteyManager, Operational & Service Excellence| Province of Nova ScotiaNova Scotia, Canada
Hi Aziz,
I've done this before with mixed results. Based on planned duration, each task can be calculated to represent x% of the total project. The tasks can be simplified to 0/25/50/75/100% complete, which will roll up to total project completion. That is a straight forward method.
As others have mentioned, there are several risks involved. Both you and the sponsor need to agree on the methodology used and understand its limitations. Example: If new tasks are identified (through change request for example), overall project % completion may go down. The same is true as duration estimates change over time; this might be more frequent and extreme based on other project conditions, but can be explained to the sponsor and shown mathematically. The sponsor may not like it, but should understand it. Saving Changes...
"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man."
