Program and Project Pages and Portlets › PMO-Program Status Page Layout › Schedule and Progress Portlet

Schedule and Progress Portlet

The Schedule and Progress portlet displays a bubble graph that shows how the score of each project balances between its scheduled variance and its current finish date. Each bubble on the graph represents a project associated to the program. Rolling your cursor over a bubble in the graph displays project details such as the name, finish date, schedule %, and planned cost. Changing a project planned cost changes its bubble size. Clicking a bubble takes you to the project dashboard.

The X-axis displays the project finish dates and the Y-axis displays their schedule %. Projects appear on the graph according to their schedule. Projects behind schedule appear below the 0 y-coordinate. Projects ahead of schedule appear above the 0 y-coordinate.

Projects are scored based on their schedule, cost, and progress. The graph legend indicates the color translations. Click a legend entry to exclude that group from the graph.

The following describes the metrics used in the graph:

Schedule %

Indicates days late as a percentage of the project timeframe, which is finish date minus start date. The calculation takes into account the project progress and baseline (if a baseline exists).

Progress

Indicates the project progress.

Values: Not Started, Started, or Completed

Planned Cost

Displays the planned cost of the project.

The following metrics are available for adding by configuration to this portlet.

See the Personalizing CA Clarity User Guide for more information.

ETC

Displays the system-calculated value of the estimated effort to complete the project.

Source: Schedule & Performance properties page of the project.

Planned ROI

Displays the ratio of money gained or lost on this project relative to the amount of money invested.

Planned IRR

Displays the Internal Rate of Return or the discount rate used to achieve zero NPV for a project.

Planned MIRR

Displays the Modified Internal Rate of Return or the rate used to measure the attractiveness of this project.

Planned NPV

Displays the net present value of the project by calculating the total cost of capital and a series of future payments and income.

Schedule

Displays a stoplight indicating the number of days a project is late, considering the project progress and whether or not a baseline exists for the project. The color of the stoplight indicates if the project is on schedule or late.

Stoplights:

• Green. The project is ahead of schedule or on schedule.
• Yellow. The project is between one and ten days late.
• Red. The project is more than ten days late.
• White. The schedule is undefined.

Days Late

Displays the number of days by which a project is late considering the following:

• Whether or not a baseline exists
• Project progress

If a baseline exists, then days late is calculated as project finish date minus baseline finish date. A positive number indicates that the project is late according to the baseline. A negative number indicates that it is early according to the baseline.

If a baseline exists and the project finish date is the same as the baseline finish date, then the project is considered late if it is not completed and it was due before today’s date. In this case, days late is calculated as today’s date minus project finish date.

If there is no baseline, then days late is calculated if the project is not completed and it was due before today’s date. In this case, days late is calculated as today’s date minus project finish date.

Days Late %

Displays days late as a percentage of the project timeframe, which is the finish date minus the start date. The calculation takes into account the project progress and baseline (if a baseline exists). The days late percentage shows the proportion by which a project is late. One day late in a six-month project does not have the same impact as one day late in a one-month project.