PROJECT PERFORMANCE MEASUR

Sr # Indicator Abbrevation

1 Budget at Completion BAC

2 Planned Value PV

3 Earned Value EV

4 Actual Cost AC

5 Cost Variance CV

6 Cost Performance Index CPI

7 Schedule Variance SV

8 Schedule Performance Index SPI

9 Estimate to Completion ETC

10 Estimate at Completion EAC

11 Variance at Completion VAC

12 Schedule Variance in time SV(t)

13 Earned Schedule ES

14 Critical Ratio CR

15 Status

16 To Complete Performance Index TCPI

17 % of funds Utilization

18 Rework Factor RF

19 Accident Cost

20 Safety Performance Index SFI

21 Fatal Accidents Frequency Rate FAFR

22 Type of Injury

23 No of claims

24 No of disputes

25 % Cost spent due to claims

26 % Cost spent due to disputes

FORMANCE MEASURING INDICATORS

Description Formula/Value

Baseline cost for 100% of project.

The budget for the physical work scheduled to

be completed by the end of the time period.

Amount of budget earned so far based on

physical work accomplished, without reference
to actual costs.

Total costs actually incurred so far.

Measure of cost overrun. The difference

Earned Value–Actual Cost
between the budget for the work actually done
EV–AC
so far and the actual costs so far.

Cost efficiency ratio. A CPI of 1.0 means that

Earned Value/Actual Cost
the costs so far are exactly the same as the
EV/AC
budget for work actually done so far.

Measure of schedule slippage. The difference

Earned Value–Planned Value
between the budget for the work actually done
EV–PV
so far and the budgeted cost of work scheduled.

The schedule efficiency ratio. An SPI of 1.0 Earned Value/Planned Value

means that the project is exactly on schedule. EV/PV

The expected additional cost to complete the Estimate at Completion–Actual Cost

project. EAC–AC
 Expected total cost based on the current cost Budget at Completion/Cost Performance Index
efficiency ratio. BAC/CPI

How much over budget will we be at the end of Budget at Completion-Estimate at Completion
the project? BAC-EAC

Schedule Variance x Project duration / Budget at

Variance in Schedule at a moment.
Completion, SV. T/ BAC

The measure of work performed in terms of Status date-Schedule Variance in time

schedule as on status date t - SV(t)

This indicator combines both the cost

Schedule Performance Index x Cost Performance
performance index (CPI) and schedule
Index
performance index (SPI) to represent the
SPI*CPI
project status.

(Cost Performance Index+Schedule Performance

Average of CPI & SPI Index)/2
(CPI+SPI)/2

Average of CPI & SPI (BAC– EV) / (BAC– AC)

Actual amount of cost spent AC/BAC

Total direct cost of field rework/Actual Construction

Expenses on field rework
Phase Cost

Usually considered those costs covered by

Direct and Indirect cost to accidents x 200,000/Total
workers compensation insurance and other
site working hours
minor medical costs for the accident.

Number of Lost Time Incidents to date x

It is a measure of how safe the site activities are
200,000/Total man-hours expended to date
carried out without lost time incidents.
LTI*C/M
It is a number of fatalities per 100 million man-
Incidents/1000 employees/year
hours worked

0 = No Loss, 1 = Minor injury, 2 = Permanent

Injury, 3 = Serious Injury, 4 = Death

Nummber of claims encountered in project No of Claim in project

Nummber of disputes encountered in project No of Disputes in project

Amount of budget spent so far on dealing with Cost Spent on Disputes (direct and indrect) / Total
claims. Cost of Project

Amount of budget spent so far on dealing with Cost Spent on Claims (direct and indrect) / Total
disputes. Cost of Project

GREEN = On track
>1.0

YELLOW = Slightly behind schedule or over

budget
>0.85

RED = Needs immediate attention

>0.65

BLACK = Killed or Restore

<0.65
Project Name PAFDA
Date of Report
Project Data
Type of Reporting (Monthly, Weekly)
Project start date (month/day/year)
Total length of project
(in reporting periods)
Current Reporting Period
Project Duration
Passed Duration
Remaining Duration

Reporting Period Data

Planned Value (BCWS)

Budget at Completion
REPORTING (BAC) Monthly Planned
Period End Date
PERIOD N0. Value(BCWS)

0 Dec/17 229,930,791.610 40,550

1 Jan/18 112,187
2 Feb/18 171,913
3 Mar/18 147,995
4 Apr/18 106,434
5 May/18 108,811
6 Jun/18 25,366
7 Jul/18 1,737
8 Aug/18 8,650
9 Sep/18 69,424
10 Oct/18 137,018
11 Nov/18 103,405
12 Dec/18 83,853
13 Jan/19 62,605
14 Feb/19 39,676
15 Mar/19 77,755
16 Apr/19 57,829
17 May/19 47,747
18 Jun/19 18,234
19 Jul/19 14065.7894736842
20 Aug/19 49681.5789473684
21 Sep/19 751855.263157895
22 Oct/19 326107.894736842
23 Nov/19 190694.736842105
24 Dec/19 180605.263157895
25 Jan/20 203494.736842105
26 Feb/20 200550
lanned Value (BCWS) Earned Value(BCWP) Actual Cost (ACWP)

Cumulative Planned Monthly Earned Cumulative Earned Monthly Actual Cost

Value (BCWS) Value (BCWP) Value (BCWP) (ACWP)

40,550 15,409 15,409 23,114

152,737 42,631 58,040 63,947
324,650 65,327 123,367 97,991
472,645 56,238 179,605 84,357
579,079 40,445 220,050 60,668
687,889 41,348 261,398 62,022
713,255 9,639 271,037 14,459
714,992 660 271,697 990
723,642 3,287 274,984 4,931
793,066 26,381 301,365 39,572
930,084 52,067 353,432 78,101
1,033,489 39,294 392,726 58,941
1,117,342 31,864 424,590 47,796
1,179,947 23,790 448,380 35,685
1,219,624 15,077 463,457 22,616
1,297,379 29,547 493,004 44,321
1,355,208 21,975 514,979 32,963
1,402,955 18,144 533,123 27,216
1,421,189 6,929 540,052 10,394
1,435,255 5345 545,397 8017.5
1,484,937 18879 564,276 28318.5
2,236,792 285705 849,981 428557.5
2,562,900 123921 973,902 185881.5
2,753,595 72464 1,046,366 108696
2,934,200 68630 1,114,996 102945
3,137,695 77328 1,192,324 115992
3,338,245 76209 1,268,533 114313.5
 TIME AND COST PERF

Actual Cost (ACWP) Cost Variance CPI

Cumulative Actual
Monthly Cumm. % Monthly % Cumm Monthly
Cost (ACWP)

23,114 -7,705 -7,705 (50.00) 0.00 0.667

87,060 -21,316 -29,020 (50.00) (50.00) 0.667
185,051 -32,664 -61,684 (50.00) (50.00) 0.667
269,408 -28,119 -89,803 (50.00) (50.00) 0.667
330,075 -20,223 -110,025 (50.00) (50.00) 0.667
392,097 -20,674 -130,699 (50.00) (50.00) 0.667
406,556 -4,820 -135,519 (50.00) (50.00) 0.667
407,546 -330 -135,849 (50.00) (50.00) 0.667
412,476 -1,644 -137,492 (50.00) (50.00) 0.667
452,048 -13,191 -150,683 (50.00) (50.00) 0.667
530,148 -26,034 -176,716 (50.00) (50.00) 0.667
589,089 -19,647 -196,363 (50.00) (50.00) 0.667
636,885 -15,932 -212,295 (50.00) (50.00) 0.667
672,570 -11,895 -224,190 (50.00) (50.00) 0.667
695,186 -7,539 -231,729 (50.00) (50.00) 0.667
739,506 -14,774 -246,502 (50.00) (50.00) 0.667
772,469 -10,988 -257,490 (50.00) (50.00) 0.667
799,685 -9,072 -266,562 (50.00) (50.00) 0.667
810,078 -3,465 -270,026 (50.00) (50.00) 0.667
818,096 -2,673 -272,699 (50.00) (50.00) 0.667
 846,414 -9,440 -282,138 (50.00) (50.00) 0.667
1,274,972 -142,853 -424,991 (50.00) (50.00) 0.667
1,460,853 -61,961 -486,951 (50.00) (50.00) 0.667
1,569,549 -36,232 -523,183 (50.00) (50.00) 0.667
1,672,494 -34,315 -557,498 (50.00) (50.00) 0.667
1,788,486 -38,664 -596,162 (50.00) (50.00) 0.667
1,902,800 -38,105 -634,267 (50.00) (50.00) 0.667
 PERFORMANCE MEA

E AND COST PERFORMANCE

CPI Schedule Variance SPI

Cumm. Monthly Cumm. % Monthly % Cumm Monthly

0.667 -25,141 -25,141 (62.00) (62.00) 0.380

0.667 -69,556 -94,697 (62.00) (62.00) 0.380
0.667 -106,586 -201,283 (62.00) (62.00) 0.380
0.667 -91,757 -293,040 (62.00) (62.00) 0.380
0.667 -65,989 -359,029 (62.00) (62.00) 0.380
0.667 -67,463 -426,491 (62.00) (62.00) 0.380
0.667 -15,727 -442,218 (62.00) (62.00) 0.380
0.667 -1,077 -443,295 (62.00) (62.00) 0.380
0.667 -5,363 -448,658 (62.00) (62.00) 0.380
0.667 -43,043 -491,701 (62.00) (62.00) 0.380
0.667 -84,951 -576,652 (62.00) (62.00) 0.380
0.667 -64,111 -640,763 (62.00) (62.00) 0.380
0.667 -51,989 -692,752 (62.00) (62.00) 0.380
0.667 -38,815 -731,567 (62.00) (62.00) 0.380
0.667 -24,599 -756,167 (62.00) (62.00) 0.380
0.667 -48,208 -804,375 (62.00) (62.00) 0.380
0.667 -35,854 -840,229 (62.00) (62.00) 0.380
0.667 -29,603 -869,832 (62.00) (62.00) 0.380
0.667 -11,305 -881,137 (62.00) (62.00) 0.380
0.667 -8,721 -889,858 (62.00) (62.00) 0.380
0.667 -30,803 -920,661 (62.00) (62.00) 0.380
0.667 -466,150 -1,386,811 (62.00) (62.00) 0.380
0.667 -202,187 -1,588,998 (62.00) (62.00) 0.380
0.667 -118,231 -1,707,229 (62.00) (62.00) 0.380
0.667 -111,975 -1,819,204 (62.00) (62.00) 0.380
0.667 -126,167 -1,945,371 (62.00) (62.00) 0.380
0.667 -124,341 -2,069,712 (62.00) (62.00) 0.380
FORMANCE MEASURING INDICATORS

SPI
Estimate at Variance at Estimate to
Completion Completion Complete SV(t) ES
Cumm (EAC) (VAC) (ETC)

0.380 344,896,187 -114,965,396 342,993,388 0 0

0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
0.380
 QUALITY PERFORMANC

% of funds Total Cost of % Cost Spent

Critical Ratio Status TCPI
Utilization field Rework on Rework

0.2533 0.5233 0.6667 46 875,288 46

0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
0.2533 0.5233
ITY PERFORMANCE CLAIMS AND DISPUTES

%
Conformance % Cost spent % Cost spent
Rework Factor No. of Disputes No. of Claims
to contract due to disputes due to claims
specification

1.080 50 0 2 0 2
 SAFETY

Fatal
No. of Lost Accidents
No. of Accidents Accident
time incidents Impact on
Incidents Frequency Impact on Life
to date (LTI) Cost in %
Rate (FAFR)

0 1 0.0000000010 1 3

`
t(momemnt of analysis
Man hours expended to date
Cost spent on accidents
 SPI 0.38
Perormance Level
Start 0.00
Poor 0.40 SPI
Average 0.60
Good 0.60
Great 0.40
Max 2.00
Amount Label 1 1.2
Series Amounts 0.8 1.4
0.20 0.00 0.6
0.20 0.20 Average Good
0.20 0.40 0.4
0.20 0.60
0.2 Poor Gr
0.20 0.80
0.20 1.00 0.38
0.20 1.20
0.20 1.40
0.20 1.60
0.20 1.80
2.00
Pointer
Pointer 0.38
Thickness 0.05
Total 3.57
 SPI

1 1.2
0.8 1.4
1.6
Average Good
1.8

oor Great 2
0.38
 (62) Behind Schedule
SV% 62
Perormance Level
Start 0.00
Average 20.00
Poor 30.00
Extremely Poor 50.00
Max 100.00
Amount Label 30
Series Amounts 20%
10.00 0%
10.00 10% 10%
10.00 20%
10.00 30%
10.00 40%
10.00 50%
10.00 60%
10.00 70%
10.00 80%
10.00 90%
100.00
Pointer
Pointer 62
Thickness 2.50
Total 135.50
 SV%

50%60%
40% 70%
30% 80%
20% 90%
10% 100%
62
Behind Schedule
 CPI 0.67
Perormance Level
Start 0.00
Poor 0.40 CPI
Average 0.60
Good 0.60
Great 0.40
Max 2.00
Amount Label 1 1.2
Series Amounts 0.8 1.4
0.20 0.00 0.6
0.20 0.20 Average Good
0.20 0.40 0.4
0.20 0.60
0.2 Poor Gr
0.20 0.80
0.20 1.00 0.67
0.20 1.20
0.20 1.40
0.20 1.60
0.20 1.80
2.00
Pointer
Pointer 0.67
Thickness 0.05
Total 3.28
 CPI

1 1.2
0.8 1.4
1.6
Average Good
1.8

oor Great 2
0.67
 (50) Over budgeted
CV% 50
Perormance Level
Start 0.00
Average 20.00
Poor 30.00
Extremely Poor 50.00
Max 100.00
Amount Label
Series Amounts
10.00 0%
10.00 10%
10.00 20%
10.00 30%
10.00 40%
10.00 50%
10.00 60%
10.00 70%
10.00 80%
10.00 90%
100.00
Pointer
Pointer 50
Thickness 2.50
Total 147.50
 CV%

50% 60%
40% 70%
30% 80%
20% 90%

10% 100%
50
Over budgeted
 Cost Schedule Index / Critical Ratio 0.25
Perormance Level
Start 0.00
Poor 0.40 Cost Sch
Average 0.60
Good 0.60
Great 0.40
Max 2.00
Amount Label
Series Amounts
0.20 0.00 0
0.20 0.20
0.20 0.40 0.4
0.20 0.60
0.2
0.20 0.80
0.20 1.00
0.20 1.20
0.20 1.40
0.20 1.60
0.20 1.80
2.00
Pointer
Pointer 0.25
Thickness 0.05
Total 3.70
Cost Schedule Index / Critical Ratio

1 1.2
0.8 1.4
0.6 1.6
Average Good
0.4 1.8

0.2 Poor Great 2

0.25
 Status 0.52
Perormance Level
Start 0.00
Poor 0.40 Status
Average 0.60
Good 0.60
Great 0.40
Max 2.00
Amount Label 1 1.2
Series Amounts 0.8 1.4
0.20 0.00 0.6
0.20 0.20 Average Good
0.20 0.40 0.4
0.20 0.60
0.2 Poor Gr
0.20 0.80
0.20 1.00 0.52
0.20 1.20
0.20 1.40
0.20 1.60
0.20 1.80
2.00
Pointer
Pointer 0.52
Thickness 0.05
Total 3.43
 Status

1 1.2
0.8 1.4
1.6
Average Good
1.8

oor Great 2
0.52
 TCPI 0.67
Perormance Level
Start 0.00
Performance c 1.00 TCPI
Performance ne 1.00
Max 2.00
Amount Label
Series Amounts
1 1.2
0.20 0.00 0.8 1.4
0.20 0.20 0.6Perfor- Perfor
0.20 0.40 mance
0.20 0.60 0.4 mance can needed
be de-
0.20 0.80 be in-
0.2 creased
0.20 1.00 creased
0.20 1.20 0.67
0.20 1.40
0.20 1.60
0.20 1.80
2.00
Pointer
Pointer 0.67
Thickness 0.05
Total 3.28
 TCPI

1 1.2
0.8 1.4
6Perfor- Perfor-1.6
mance
mance can
needed to 1.8
be de-
be in-
creased 2
creased
0.67
 % Funds Utilization
46
Perormance Level
Start 0.00
Poor 20.00 % Fund
Average 30.00
Good 30.00
Great 20.00
Max 100.00
Amount Label 40%
Series Amounts 30%
10.00 0% 20%
10.00 10%
10%
10.00 20%
10.00 30%
10.00 40%
10.00 50%
10.00 60%
10.00 70%
10.00 80%
10.00 90%
100.00
Pointer
Pointer 46
Thickness 2.50
Total 151.50
% Funds Utilization

50%60%
40% 70%
30% 80%
20% 90%
10% 100%
46
 Comparis
Planned Schedule till date 100.00 %
Actual Schedule till date 38.79 %

Comparison of Planned
Schedule% vs Actual Schedule
%
61
Perormance Level
Start 0.00
A cceptable 20.00
Poor 30.00
Extremely Poor 50.00
Max 100.00
Amount Label
Series Amounts
10.00 0%
10.00 10%
10.00 20%
10.00 30%
10.00 40%
10.00 50%
10.00 60%
10.00 70%
10.00 80%
10.00 90%
100.00
Pointer
Pointer 61
Thickness 2.50
Total 136.29
Comparison of Planned Schedule% vs Actual Schedule%

50% 60%
40% 70%
30% 80%
20%
Poor Not ac- 90%
Ac- cpetable
10% cept- 100%
able 61
edule%
 Rework Factor 1.08
Perormance Level
Start 0.00
Good Performance 1.00 Rework Fa
Poor Performance 1.00
Max 2.00
Amount Label
Series Amounts
1 1
0.20 0.00 0.8
0.20 0.20 0.6 Good
0.20 0.40
0.4 Per-
0.20 0.60
for-
0.20 0.80
0.2 mance
0.20
0.20
1.00
1.20 1.0
0.20 1.40
0.20 1.60
0.20 1.80
2.00
Pointer
Pointer 1.08
Thickness 0.05
Total 2.87
 Rework Factor

1 1.2
0.8 1.4
0.6 Good 1.6

0.4 Per- Poor Per- 1.8

for- formance
0.2 mance 2
1.08
% Cost spent on Rework 46.00 %

<1% Negligible
1-2% Low
3-5% Medium
6-10% High
>10% Very High
 % Conformance to Contract Specifications
50
Perormance Level % Confo
Start 0.00
Not Acceptable 20.00
Poor 30.00
Good 30.00
Great 20.00
Max 100.00
Amount Label
Series Amounts
10.00 0%
10.00 10%
10.00 20%
10.00 30%
10.00 40%
10.00 50%
10.00 60%
10.00 70%
10.00 80%
10.00 90%
100.00
Pointer
Pointer 50
Thickness 2.50
Total 147.50
% Conformance to Contract Specifications

50% 60%
40% 70%
30% 80%
20%
Poor Good
90%

10% Not OK Great 100%

50
Accident Rate 1.00 OK
Perormance Level
Start 0.00
Ok 2.00
Not Accpetabl 8.00
Critical 10.00
Max 20.00
Accident
Amount Label
Series Amounts
1.00 0.00
1.00 1.00
1.00 2.00
1.00 3.00 10 11
1.00 4.00 8 9
7
1.00 5.00 6
1.00 6.00 5
1.00 7.00 4
1.00 8.00 3 Not Ac-
1.00 9.00 2 cpetable
1.00 10.00 1 OK
1.00
1.00 11.00
1.00 12.00
OK
1.00 13.00
1.00 14.00
1.00 15.00
1.00 16.00
1.00 17.00
1.00 18.00
1.00 19.00
20.00
Pointer
Pointer 1.00
Thickness 0.30
Total 38.70
 Accident Rate

10 11 12
8 9 13
7 14
6 15
5 16
4 17
3 Not Ac- Critical 18
2 cpetable 19
1 OK
1.00 20

OK
Impact on Life 1 Minor Injury
0 No Loss
1 Minor Injury
2 Permanent Injury
3 Serious Injury
4 Death
Impact on Cost 3 Medium
<1% Negligible
1-2% Low
3-5% Medium
6-10% High
>10% Very High
 No of lost time incidents 0.00
Performance Level
Good Performance 2.00
Poor Performance 8.00 No of lost
Crticial Performance 10.00
Max 20.00
Amount Label
Series Amounts
10
2.00 0.00 8
2.00 2.00 6
2.00 4.00 Poor Per
2.00 6.00 4 formanc
2.00 8.00
2
2.00 10.00 OK
2.00 12.00 0
0
2.00 16.00
2.00 18.00
2.00 20.00
20.00
Pointer
Pointer 0.00
Thickness 0.50
Total 39.50
 No of lost time incidents

10 12
8 14
6 Crticial16
Poor Per- Per-
4 formance 18
for-
2 mance 20
OK
0
0.00
No of disputes 0.00 Good
Perormance Level
Start 0.00
Ok 2.00
Not Accpetable 8.00
Critical 10.00 No of d
Max 20.00
Amount Label
Series Amounts
1.00 0.00
1.00 1.00
1.00 2.00 10 11
8 9
1.00 3.00 7
1.00 4.00 6
5
1.00 5.00 4
1.00 6.00 3 Not Ac-
1.00 7.00
2 cpetable
1.00 8.00
1.00 9.00
1 OK
0.00
1.00 10.00 Good
1.00 11.00
1.00 12.00
1.00 13.00
1.00 14.00
1.00 15.00
1.00 16.00
1.00 17.00
1.00 18.00
1.00 19.00
20.00
Pointer
Pointer 0.00
Thickness 0.30
Total 39.70
 No of disputes

10 11 12
8 9 13
7 14
6 15
5 16
4 17
3 Not Ac- Critical 18
2 cpetable 19
1 OK
0.00 20

Good
No of claims 2.00 OK
Perormance Level
Start 0.00
Ok 2.00
Not Accpetabl 8.00
Critical 10.00
Max 20.00
Amount Label
No of cla
Series Amounts
1.00 0.00
1.00 1.00
1.00 2.00
1.00 3.00 10 11
1.00 4.00 8 9
7
1.00 5.00 6
1.00 6.00 5
1.00 7.00 4
1.00 8.00 3 Not Ac-
1.00 9.00 2 cpetable
1.00 10.00 1 OK
2.00
1.00 11.00
1.00 12.00
OK
1.00 13.00
1.00 14.00
1.00 15.00
1.00 16.00
1.00 17.00
1.00 18.00
1.00 19.00
20.00
Pointer
Pointer 2.00
Thickness 0.30
Total 37.70
 No of claims

10 11 12
8 9 13
7 14
6 15
5 16
4 17
3 Not Ac- Critical 18
2 cpetable 19
1 OK
2.00 20

OK
Project Milestones % Complete To Complete
Started 100% 0%
Planning & Scheduling 75% 25%
Designing 100% 0%
Documentation 100% 0%
Execution 70% 30%
Closing 0% 100%
Docu

Planning & S

Project Milestones % Achievement

Started
Planning & Scheduling
Designing
Documentation
Execution
Closing

Project Milestones % Complete

Started 100% 105.00% 110%
Planning & Scheduling 100% 105.00% 110%
Designing 100% 105.00% 110%
Documentation 70% 75.00% 110%
Execution 39% 43.79% 110%
Closing 0% 5.00% 110%
 Milestones Achievement

Closing 0%

Execution 70%

Documentation 100%

Designing 100%

Planning & Scheduling 75%

Started 100%

Milestones Achievement
110% 110% 110% 110% 110% 110%
Project Milestones % Complete
% Work done 39% 43.79% 110%
% Cost spent 46% 51.00% 110%
 % Work Done Vs % Cost Spent
110% 110%

% Work done % Cost spent

Schedule Perormance Index

1 1.2
0.8 1.4
0.6 1.6
0.4
Average Good 1.8
Poor Great
0.2
0.38 2

SV%

50%60%
40% 70%
30% 80%
20% 90%
10% 100%
62
Behind Schedule
 Behind Schedule

Cost Schedule Index / Critical Ratio

1 1.2
0.8 1.4
0.6 1.6
0.4
Average Good 1.8

0.2 Poor Great 2

0.25

TCPI

1 1.2
0.8 1.4
0.6Perfor- Perfor-1.6
mance
0.4 mance can needed to 1.8
be de-
be in-
0.2 creased 2
creased
0.67
 0.4 needed to 1.8
be de-
be in-
0.2 creased 2
creased
0.67

Comparison o

TIME AND COST P

ance Index Cost Performance Index

1 1.2
1.4 0.8 1.4
1.6 0.6 1.6
ood 0.4
Average Good 1.8
1.8
Great Poor Great
2 0.2
0.67 2

CV%

% 50% 60%
70% 40% 70%
80% 30% 80%
90% 20% 90%

100% 10% 100%

50
edule Over budgeted
edule Over budgeted

/ Critical Ratio Status

1.4 1 1.2
0.8 1.4
1.6 0.6 1.6
ood 1.8 Average Good
0.4 1.8
Great 2 0.2 Poor Great 2
0.52

% Funds Utilization

2
1.4
Perfor-1.6
mance
eeded to 1.8
be in-
2 50%60%
creased 40% 70%
30% 80%
20% 90%
46
10% 100%
eeded to 1.8
be in- 50%60%
creased 2 40% 70%
30% 80%
20% 90%
46
10% 100%

Comparison of Planned Schedule% vs Actual Schedule%

50% 60%
40% 70%
30% 80%
20% Poor Not ac- 90%
Ac- cpetable
10% cept- 61 100%
able

D COST PERFORMANCE INDICATORS

 rmance Index
Rework Facto

1 1.2
0.8 1
1.2 0.6
1.4
1.6 0.4
e Good Good Po
0.2
1.8 Per-1.08Pe
fo
Great for-
.67 2
mance man

V%

% 60%
70%
80%
90%

100%
50
budgeted
budgeted

QUALITY

atus

Accident Rate

1.2
1.4
1.6 9 10111213
e Good 78 14
1.8 6 1
5 Not
Great 4
2 3 Ac- Critic
.52 2 cpetabl
1 OK e

1.00
OK
s Utilization

No of lost time inc

%60%
70%
80% 10 12
8 1
6 Poor
90%
46 Per-
Crt
100% Pe
4 for-
%60%
70%
80% 10 12
8 1
6 Poor
90%
46 Per-
Crt
100% Pe
4 for- fo
2 OKmance ma
0
0.00

SAFETY

ATORS
 Rework Factor % Cost Spent o

% Cost spent on
Rework

1 1.2
0.8 1.4
0.6 1.6
0.4 1.8
Good Poor
0.2 2
Per-1.08Per-
for-
for-
mance mance

% Conformance to Contract Specifications

50% 60%
40% 70%
30% 80%
20% Poor Good
90%
10%Not OK Great 100%
50
 QUALITY PERFORMANCE INDICATORS

Accident Rate Impact of Accident on

Impact on Life

9 10111213
78 14
6 15
5 Not 16
17
Ac- Critical 18
cpetabl 19
OK 20 Impact on Cost
e
1.00
OK

No of lost time incidents

Construction Safety

10 12
8 14
6 Poor Crticial
16
Per- Per- 18
4 for-
 10 12
8 14
6 Poor Crticial
16
Per- Per- 18
4 for- for-
2 OKmance mance 20
0.00 1.00

SAFETY PERFORMANCE INDICATORS

 % Cost Spent on Rework N

46.00 %

<1% Negligible 6
7
1-2% Low 5
4
3
3-5% Medium 2 c
6-10% High 1 OK

>10% Very High

N
ons

7
6
5
4
3 N
2 cp
1 OK
%
ICATORS DISP

M
ct of Accident on Life & Cost 110% 110%

1 Minor Injury
0 No Loss
1 Minor Injury
2 Permanent Injury
3 Serious Injury
4 Death
3 Medium
<1% Negligible Started Planning &
1-2% Low Scheduling

3-5% Medium
6-10% High
>10% Very High

nstruction Safety Index

 1.00

CATORS
 No of disputes

9 10111213
78 14
6 15
5 16
4 17
3 Not Ac- Critical 18
2 cpetable 19
1 OK 0.00 20
Good

No of claims

8 9 10111213
7 14
6 15
5 16
4 17
3 Not Ac- Critical 18
2 cpetable 19
1 OK 20
2.00
OK
 DISPUTES AND CLAIMS INDICATORS

Milestones Achievement
110% 110% 110% 110% 110%

Planning & Designing Documentation Execution Closing

Scheduling
 % Cost spent on disputes & Claims

% Cost spent due to

Disputes 0 Negligible
<1% Negligible
1-2% Low
3-5% Medium
6-10% High
>10% Very High
% Cost spent due to
Claims 2 Low
<1% Negligible
1-2% Low
3-5% Medium
6-10% High
>10% Very High
AIMS INDICATORS

% Work Done Vs % Cost Spent

110% 110% 110%

n Closing % Work done % Cost spent

 Sr. No.
S
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
 Value of Total
Criteria Score
Indicator Weightage
SPI 0.38 10 4
SV% 62.00 10 6
CPI 0.67 10 7
CV% 50.00 10 5
Comparison of Planned Schedule % vs
61.21 5 3
Actual Schedule %
Critical Ratio 0.25 5 1
Rework Factor 1.08 5 3
% of total Cost spent on rework 46.00 5 23
% Confromance to contract specification 50.00 5 3
Accident Rate 1.00 5 1
Impact of accident on life 1.00 5 1
Impact of accident on cost 3.00 5 1
No of lost time incidents 0.00 5 0
No of disputes 0.00 5 0
% of total cost spent on disputes 0.00 5 0
No of claims 2.00 5 1
% of total cost spent on claims 2.00 5 1
Results 100 57
Remarks
Bad
Bad
Good
Good
Bad
Bad
Good
Bad
Bad
Good
Good
Good
Good
Good
Good
Good
Good
% Cost spent due to Disputes 0 FALSE
1-2% Negligible
3-5% Low
6-10% Medium
11-15% High
>15% Very High
% Cost spent due to Claims 2 Negligible
1-2% Negligible
3-5% Low
6-10% Medium
11-15% High
>15% Very High
% Cost spent due to Disputes 0 Negligible
<1% Negligible
1-2% Low
3-5% Medium
6-10% High
>10% Very High
% Cost spent due to Claims 2 Low s
<1% Negligible
1-2% Low
3-5% Medium
6-10% High
>10% Very High