Just wondering how others handle the reporting of completed backlogged PM's? An example follows:

Week 1: 10 Scheduled, 9 Completed = 90%
Week 2: 10 Scheduled, 11 Completed (10+1 backlog) = 100% OR 110%?

Would week 2 completion rate be considered 110% to reflect that an additional PM was completed, or would the scheduled number be changed to 11 which would reflect a completion rate of 100%? I know at year-end the completion would reflect a true percentage (PM's comleted/Total PM's), but I'm having trouble finding a correct way to report weekly performance.

How does everyone else handle this calculation?

Thanks.

Bob

Hullo Bob,

I envy your position in week 2!

Seriously though, I would work with 3 or 6 month rolling averages. After all, what you are looking for is a dynamic picture, not a snapshot.

V.Narayan.

Vee,

Thanks for the reply. I agree that a long-term trend is much more valuable than a snapshot, but the weekly PM completion is one of several PM metrics (in addition to year to date completion) that I'm required to publish weekly.

Having said that, how should backlog completion be reported? As stated in my original post, should I allow the completion % to go above 100% to indicate backlog work was done, or adjust the number of scheduled PM's to maintain a completion "cap" of 100%.

Thanks again!

Bob

Bob,

I have a problem with the metric in use, and I would try to change it, not tinker with it. Also a rolling average is not the same as a year-to-date.

If you cannot change your metric (my sympathies), then a 110% compliance should be acceptable, because that is exactly what happened.

This sort of thing happens when the job was 95 or 99% complete the previous week, and just gets done next week. If you do report 110%, your boss will want to cut your resources!

V.Narayan.

We have experienced the same scenario as you & I think others as well because no planning & scheduling will be perfect when come to execution so changes are deemed necessary.

We reschedule the PM workload to avoid that PM completion above 100% ie incorporate the backlog PMs into the coming week's PM schedule. From the new schedule, can know whether the manpower can cope with the higher workload added with the backlog PMs. With this rescheduling, the PM completion % will never exceed 100%. But be careful because if the existing manpower can do it, maybe there exist some unplanned manhours or PM was done hastily for completion. Thus, it may be desirable to stagger/disctribute the scheduling of the backlog PMs into several weeks.

It may be good to doublecheck that the amount of PMs scheduled is not more than the available manhours. If always have backlog PMs every week, either the amount of PM is too much and not effective or existing manpower cannot cope with the workload (understaffed). So some reviews may be necessary to get long-term solutions. PM optimization has been discussed extensively in other posts. Rgds

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