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Calculating Progress For Internal Activities In A Project

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30 Sep 2017

Calculating Progress For Internal Activities In A Project

16 February 2013 6:55
Hi, I am a lead planning engineer working for a company in uae. Im faced with a challenge and so far have not been able to come around it. the challenge is that i have an engineering schedule and we measure progress based on weights assigned to to only he deliverables (docs drawings etc). However we spend significant amount of time on meetings, vendor coordination , site visits and other internal activities which do not reflect in progress. As a result our productivity is always low cuz we end up spending too many manhours on a projec compared to very little progress (which only reflects deliverables). is there a way that i can add or track progress for such internal activities and add them to my deliverables progress so tha that my productivity and progress figures are more realistic. I know in oil and gas indusry in uae clients generally do not allow adding activities to the lis of deliverables. I was wondering if anyone knows of a method to counter this. Ill be grateful Thank You
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Re: Calculating Progress For Internal Activities In A Project

15 April 2013 1:33
Hi Malik, There needs to be a common understanding of the progress measurement system by all the people working on a project. For the case which you presented, following could be the possible methods of managing this : 1. If you can identify these activities clearly upfront, you can classify them separately under Engineering Management or Project Management. After doing so, you can decide a measurement system for the same. This will help you to track and monitor these activities. 2. In case you do not have a definite list of these activities, you may assign certain manhours for these activities. At the end of each monitoring period (Weekly or Monthly), assign them with the same progress as that of engineering for calculating the earned manhours. What I understood from your narration is that the root problem in your model is that the productivity is being calculated against total manhours spent while earned manhours are being calculated only for deliverables. That amounts to comparing apples with oranges and will always fetch you erroneous productivity numbers. Everyone involved in project has to understand that all the coordination activities also contribute to the progress and success of the project even though these are not measurable directly. I hope this will help you in resolving the matter and help you in controlling your projects in a more effective way… Cheers Pankaj
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