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Baseline percent complete with RAG indicator

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Tue, 2024-09-10 18:00
Nathan Siva
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Hi Experts, I like to understand that is it possible to do RAG indicator based on project progress. This is to RAG a work activity that is tracked against the predicated workload at time of observation (baseline estimate at that time), against the actual time delivered). For example, the baseline estimate is 20 days. At time 10 days the baseline estimate is (10/20) = 50% supposed to be completed. Then actual is e.g. 30% at time 10. Therefore the project has predicated to have slipped. The Red, Amber, Green should be able to be set for this measurement at a percentage level. If 0% variance or in front of delivery it is "GREEN", if it is 10% behind at time T, it is amber, and if it is more than 20% it is Red. Then also futher indicators that you would deem is the best way to determine the risk on delivery of the work activity
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Sun, 2024-11-24 18:07
#1
Jerome Odeh
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Here is a blog post on RAG in Microsoft Project.

Microsoft Project Progress Status Traffic Light (RAG Status)

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Mon, 2024-09-16 15:24
#2
Rafael Davila
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Use your software EVM functionality.

2024-09-15-10-05-49

Please be reminded of EVM limitations: Among others EVM does not consider if activities that were performed were critical or not. An S-curve is a result of schedule logic. On the level of activities, projects tend to have many paths, some of them critical, other not. A tiny (if compared to total project duration) schedule variance of an activity can become a cause for substantial rearrangements in the project network, it can change critical path or order of activities, enforce a total reorganization of works. This cannot be captured by either Earned Value or Earned Schedule calculations - potential problems might be masked by compensating positive and negative schedule deviations.
EVM as a tool for project control

However, if to be implemented, the method should be used accord ing to its purpose: it is not a tool for forecasting; instead, it facilitates progress monitoring, determination of project status (on time? to budget?), identification of potentially negative occurrences and a rough estimate of their combined effect on the project’s outcome. If the project is to be managed consciously, these occurrences should be then investigated into by means of more accurate methods.

Good Luck

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