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Track 2000
Problem 2 - Deliverables aren't always deliverables
One solution that is offered for overcoming the patterns of completion problem is the concept of tracking completed deliverables not tasks. While, this variation on the 0/100% complete tracking method avoids the % complete problem of completion curves A, B, and C, it is more suited to smaller deliverable cycles.
This approach often results in project teams having to produce deliverables on a regular basis [say, weekly] simply to reflect the tracking cycle rather than the specific nature of the task or project. However, for longer projects and activities the deliverable approach still poses problems.
For example, a systems analysis exercise in a project involving 10 interviews of a number of business experts may require a two months elapsed effort. The tracking of interim deliverables such as interviews completed, for example, may indicate that only 3 interviews were conducted in the first month [i.e. project appears behind schedule]. However, in the second month, the remaining 7 interviews go much quicker as the team has gained most of the critical information in the first 3 interviews [completion curve B] and the systems analysis is completed on time. What is key here is that until the other 7 interviews are complete and the information gained in the first 3 interviews is confirmed, the team does not know whether they are in schedule or not at the end of the first month!
In addition, as shown in Figure 3, the % completion of interviews has a completely different curve to the % completion rate of understanding the business requirements which is the key to the final deliverable being produced - Systems Requirements.
Fig. 3 - Completion versus activity
In effect, no matter which tracking technique is used, the assessment of progress remains mainly subjective, not objective.