Top Project Metrics and Process Metrics in Project Management for 2022-23 | Simplilearn

Schedule Variance: Any difference between the scheduled completion of an activity and the actual completion is known as Schedule Variance.

Schedule variance = ((Actual calendar days – Planned calendar days) + Start variance)/ Planned calendar days x 100.

Effort Variance: Difference between the planned outlined effort and the effort required to actually undertake the task is called Effort variance.

Effort variance = (Actual Effort – Planned Effort)/ Planned Effort x 100.

Size Variance: Difference between the estimated size of the project and the actual size of the project (normally in KLOC or FP).

Size variance = (Actual size – Estimated size)/ Estimated size x 100.

Requirement Stability Index: Provides visibility to the magnitude and impact of requirements changes.

RSI = 1- ((Number of changed + Number of deleted + Number of added) / Total number of initial requirements) x100.

Productivity (Project): Is a measure of output from a related process for a unit of input.

Project Productivity = Actual Project Size / Actual effort expended in the project.

Productivity (for test case preparation) = Actual number of test cases/ Actual effort expended in test case preparation.

Productivity (defect detection) = Actual number of defects (review + testing) / actual effort spent on (review + testing).

Productivity (defect fixation) = actual no of defects fixed/ actual effort spent on defect fixation.

Schedule variance for a phase: The deviation between planned and actual schedules for the phases within a project.

Schedule variance for a phase = (Actual Calendar days for a phase – Planned calendar days for a phase + Start variance for a phase)/ (Planned calendar days for a phase) x 100

Effort variance for a phase: The deviation between a planned and actual effort for various phases within the project. 

Effort variance for a phase = (Actual effort for a phase – a planned effort for a phase)/ (planned effort for a phase) x 100.

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