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Track 2000
Problem 1 - Patterns of completion
The underlying concept in this approach to task/project tracking is the concept of linear completion. In other words, the idea is that Mary produces work at a regular rate over each day of the 5-day task and that all work is of "equal value" or "deliverableness". Given that these project scheduling and tracking concepts were developed in the logistics, engineering and construction sectors, this makes some sense. For example, if you have a wall to paint or a concrete pour to complete and it was estimated to take 5 days, then at the end of the 3rd. day, you would expect 60% of the wall to be painted or 60% of the concrete to be poured.
It is our experience and that of thousands of business and information technology professionals, that there are few tasks, if any, in business and information system projects such as developing a new organisation policy or an information system that exhibit the same completion patterns as painting walls or pouring concrete. Figure 2 shows some of the task completion patterns observed in tasks such as requirements analysis, design, programming, drafting legislation and so on.
Fig 2. Project tracking [reality]
Task A has a completion pattern where on Day 3 around 20% of the product is complete. Task B is 90% complete on Day 3, Task C is 70% complete on Day 3 and 25% complete on Day 4. All are on track and will deliver completed products on the deadline!
It is our experience that complex problem solving activities such as programming, design and writing documentation tend to exhibit completion curve A. Systems analysis, some problem solving processes and product or system testing tend to have a curve B completion pattern. Many complex problem solving techniques involving making assumptions [that may prove incorrect later] follow completion curve C.
As stated earlier, in our experience, few tasks follow the linear completion curve D which is the default tracking concept in most scheduling tools.