I'm curious about how others approach reporting on completed backlogged PMs. For example, in Week 1, there were 10 PMs scheduled and 9 completed, resulting in a 90% completion rate. In Week 2, 10 PMs were scheduled and 11 were completed (10 scheduled + 1 backlog), potentially resulting in a completion rate of 100% or even 110%. How should we interpret this? Should we consider the completion rate for Week 2 as 110% to account for the extra PM completed, or should we adjust the scheduled number to 11 for a 100% completion rate? While the year-end completion rate provides a true percentage of completed PMs out of the total, determining the correct way to report weekly performance is challenging. How do others calculate and handle this situation? Thank you. - Bob
Hello Bob, I must say I am impressed with your performance in week 2! To enhance your analysis, consider utilizing 3 or 6-month rolling averages. This will provide you with a more dynamic and comprehensive view, rather than just a snapshot in time. Regards, V.Narayan.
Thank you for your response, Vee. I understand the importance of focusing on long-term trends over snapshots. However, I am required to report weekly on various PM metrics, including weekly PM completion and year-to-date completion. In regard to backlog completion reporting, should completion percentages exceed 100% to show backlog work completed, or should the number of scheduled PMs be adjusted to stay within a 100% completion limit? Your feedback is appreciated. Thank you, Bob.
Dear Bob, I am facing an issue with the current metric being used and I believe it is important to make a change rather than just making small adjustments. It is crucial to differentiate between a rolling average and a year-to-date metric. If you are unable to alter the metric, I suggest considering a 110% compliance as a viable option, as that accurately reflects the situation. This scenario often occurs when a project is nearly complete, at 95 or 99%, and is finished the following week. Reporting 110% may lead to your boss wanting to reduce resources. V. Narayan.
If you are experiencing challenges with planning and scheduling, you are not alone. It is common for changes to be necessary during the execution phase, as perfect planning is often unattainable. To prevent PM completion from exceeding 100%, we have adjusted our scheduling by incorporating backlog PMs into the upcoming week's schedule. This allows us to assess if our manpower can handle the increased workload. It is important to be cautious, as rushing through PM tasks can lead to errors and inefficiencies. Consider spreading out the backlog PMs over several weeks to avoid overwhelming your team. Double-check that the number of PMs scheduled aligns with your available manhours to ensure efficiency. Constant backlog may indicate an issue with workload or staffing levels, requiring a long-term solution. For more insights on PM optimization, refer to our previous posts. Best regards.
Hi Bob, in my perspective, I'd consider separating scheduled PMs from the backlog. This way, you'll still have a tangible metric of your immediate efficiency rate (completed PMs out of scheduled PMs), and a separate value for handling the backlog. So for Week 2, the weekly report would look like: scheduled PM completion rate 100%, with an additional backlog PM completed. It provides a pretty clear snapshot of your team’s weekly performance as well as progress in tackling the backlog. It's more about clarity of information than just a direct percentage.
Hi Bob, interesting question here! When I report completion rates, I usually stick to the original number of scheduled PMs for that week. However, I note separately how many backlog PMs were finished to indicate our team's extra hustle. In your scenario for Week 2, I'd report it as 100% completion rate (10 out of 10 scheduled PMs done) with 1 additional PM completed from the backlog. This way, we don't exceed a 100% completion rate which could complicate weekly comparisons and may cause confusion. Yet, we still recognize the extra work done by the team. As you said, the yearly report will ultimately showcase the true completion percentage, but I believe this method provides a more transparent reflection on a weekly basis.
Hi Bob, your question is quite insightful and this is indeed a tricky situation. When considering weekly performance, I recommend calculating the 100% completion rate based on the workload expected for that specific week, without considering backlog. This is because backlog is essentially work left over from previous weeks & adding it to the tally can make it seem like you are over-performing, which can be misleading for overall productivity assumptions. However, when you complete the backlog, it should definitely be accounted for in the year-end completion rate. By doing so, you get an accurate view of both the weekly work pace and the entire project timeline. Hope this helps, and I'd be eager to hear how others tackle this situation as well.
Hey Bob, I've faced a similar challenge in my workplace. What we do is, we keep the metrics separate to avoid confusion. So, in your example for Week 2, we maintain 100% completion for the 10 scheduled PMs and treat the completed backlog as an additional metric. By doing this, we maintain integrity for our scheduling system because the scheduled 10 PMs were fulfilled. The completed backlog is a cherry on top, and can be reported separately as 'backlogged PMs cleared.' That way, we get a clearer picture of how we are dealing not only with present tasks but also with past backlogs. Hope that helps!
Hey Bob, this is a great question! I think it really depends on how you want to present your team's performance metrics—whether you're focusing on individual weeks or on overall progress. Personally, I prefer to report the completion rate relative to the scheduled PMs for that week, which keeps it straightforward and manageable. So for Week 2, I would go with 100% since you had 10 scheduled and completed them all, plus the backlog. It highlights efficiency without inflating the numbers. However, you could mention the backlog completion as a noteworthy achievement in your summary, situating it in the larger context of the team's overall productivity. This way, you're celebrating the wins without losing clarity in your reporting. Just my two cents!
Great question, Bob! I've found that clarity is key when reporting completion rates to avoid confusion. Personally, I prefer to report the Week 2 completion rate as 100%, since you scheduled 10 PMs and completed the expected amount while also tackling a backlog. This keeps it straightforward and understandable—especially for stakeholders who might not be familiar with backlog nuances. You can always highlight the backlog resolution separately to show the efficiency in handling ongoing tasks. Balancing transparency and clear metrics helps everyone on the team have a shared understanding of performance.
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Answer: Answer: When more PMs are completed than initially scheduled, the completion rate can exceed 100%. In such cases, it is common to cap the completion rate at 100% to maintain consistency in reporting.
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