Schedule Updating and Project Control - Construction Project Scheduling and Control - page 194

2. Cost/Budget: Percent complete = Actual Cost ∕ Total budget = $560 ∕
$3 9 % complete

3. Man-hours: Percent complete = Actual man-hours ∕ Total man-hours =
4 ∕ 13 = 30

, 120 = 17 .

8 % complete
4. Duration: Percent complete = Actual duration ∕ Total duration =
2 hours ∕ 5 hours = 40 % complete
5. Workday Unit (becomes here work-hour unit): Percent complete =
Actual Units ∕ Total Units = 4 ∕ 7 = 57 % complete
Methods 2 through 5 are calculated based on baseline (budget,
man-hours, duration). They are correct based on actual work only if
everything went as planned (on budget and on schedule).
Now, to make things a little more complicated, let's assume that
the hollow-core doors actually cost the contractor $230 and that each
one took an extra hour for installation (each). Also assume that the
expectation for the third activity did not change.

.

Actual cost for first two activities = 230 + 3 ∗ 40 = $350 each

At Completion-cost for project = 2 ∗ 350 + 2 , 560 = $3 , 260

At Completion man − hours for project = 3 + 3 + 3 ∗ 3

= 15 man − hours

At Completion duration for project = 3 + 3 = 6 hours

New percent complete estimates will emerge based on methods
2 through 5:
6. Actual Cost/Budget: Percent complete = $700 ∕ $3 , 260 = 21 . 5 %

complete
7. Actual Man-Hours: Percent complete = 6 ∕ 15 = 40 % complete
8. Actual Duration: Percent Complete = 3 ∕ 6 = 50 % complete
9. Actual Work-hour Unit: Percent complete = Actual units ∕ Total units =
6 ∕ 9 = 66

. 7 % complete

If this is not confusing enough, let's say that the foreman “believes” the
project is about 35% complete! These percentages can be rearranged as:

1. Units % Completed = 2 ∕ 3 = 66 . 7 %

2. Cost % Complete:

Baseline % Complete = $560 ∕ $3 , 120 = 17 . 9 %

Actual % Complete = $700 ∕ $3 , 260 = 21 . 5 %