To determine the percentage of a project that has been completed, the project manager must determine what to measure. Some percentages are misleading. For example, a project that has completed 25 percent of the scheduled activities does not mean that the project is 25 percent complete. In our John’s move example, four rooms were to be packed. After the bedroom was packed, packing was not 25 percent complete. The kitchen contained five times as many items and required more delicate, time-consuming packing. John estimated that 40 percent of the items to be packed were in the kitchen, 20 percent in the living room, 20 percent in the bedroom, and the remaining 20 percent in miscellaneous locations. If the unit of measure for these activities is items packed, the packing is only 20 percent complete instead of 25 percent if rooms are the unit of measure.
The unit of measure for tracking schedule progress is related to the estimate. If hours of labor are used as the unit of measure, the percentage of packing is even less because more time is estimated to pack each item in the kitchen. As the project management team estimates the duration for each activity, the amount of work to accomplish the tasks is captured in both resources expended and a unit of measure for tracking progress. The unit of measure is related to the type of project. On a software development project, the unit of measure may be lines of code written. The unit of measure that is chosen can affect the quality of the work.
Units of Measure on a Programming Project
Steve Ballmer of Microsoft recalls early clashes with IBM over the unit of measure used to determine how much Microsoft would get paid for its work.
In IBM there’s a religion in software that says you have to count K-LOCs, and a K-LOC is a thousand lines of code. How big a project is it? Oh, it’s sort of a 10 K-LOC project. This is a 20 K-LOCer. And this is 50 K-LOCs. And IBM wanted to sort of make it the religion about how we got paid. How much money we made off OS/2, how much they did. How many K- LOCs did you do? And we kept trying to convince them—hey, if we have—a developer’s got a good idea and he can get something done in 4 K-LOCs instead of 20 K-LOCs, should we make less money? Because he’s made something smaller and faster, less KLOC. K-LOCs, K-LOCs, that’s the methodology. Ugh anyway, that always makes my back just crinkle up at the thought of the whole thing. 1
In this case, IBM’s insistence on using thousands of lines of code as the unit of measure did not reward Microsoft for writing smaller code that would run faster. Microsoft and IBM cancelled their joint project for writing an operating system named OS/2. Microsoft wrote Windows, and IBM’s OS/2 operating system was not able to compete with it successfully.
On a construction project, a unit of measure may be yards of concrete poured, and on a training project, the unit of measure may be the class curriculums developed or the students taught.
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