PPC: measure the reliability of promises

Unlike classic indicators focused only on progress, PPC seeks to answer one essential question:

Were the tasks we committed to completing actually finished as planned?

PPC is not used to control or sanction teams.
It is used to understand:

• why some promises are not kept,
• where the system becomes unstable,
• and how to progressively improve project reliability.

Simple definition

PPC measures the percentage of planned tasks that were completed as expected over a given period, usually one week.

The formula is simple:

PPC = \frac{Number\ of\ completed\ tasks}{Number\ of\ planned\ tasks} \times 100

Example:

• 20 planned tasks,
• 16 tasks completed as planned.

The PPC is therefore:

PPC = \frac{16}{20} \times 100 = 80%

PPC therefore measures:

• the quality of preparation,
• system stability,
• and the reliability of operational commitments.

Why it matters

In many projects:

• schedules are updated regularly,
• tasks are moved,
• priorities change,
• and delays gradually become "normal".

The problem is that:

• the schedule eventually loses credibility,
• teams no longer truly believe in commitments,
• and the project mainly operates reactively.

PPC changes this logic.

Instead of asking:

"Are we ahead or behind?"

Lean asks instead:

"Are we able to keep our commitments?"

This nuance is fundamental.

Because a high-performing project is not only a project that "moves forward".
It is a project capable of:

• producing reliably,
• predictably,
• and stably.

PPC then becomes a health indicator for the project system.

How it works

PPC is generally used within the Last Planner System.

Teams make realistic commitments

Weekly tasks must be:

• prepared,
• feasible,
• and consistent with the real capacities of the system.

Completions are checked

At the end of the period:

each task is analyzed,

and considered:

• completed,
• or not completed.

A partially completed task is not considered done.

The causes of gaps are analyzed

Lean mainly seeks to understand:

• why certain tasks were not completed,
• and which constraints are disrupting the system.

Examples:

• missing information,
• area not ready,
• equipment absent,
• late approval,
• overload,
• insufficient coordination.

The system learns

Recurring causes make it possible to:

• improve preparation,
• stabilize flows,
• and progressively increase the reliability of commitments.

PPC therefore becomes:

• a learning tool,
• not a sanctioning tool.

Concrete example

On a complex construction site:

• several companies make weekly commitments,
• coordinated around production areas.

At the end of the week:

some planned tasks have not been completed.

Instead of simply "rescheduling", the team collectively analyzes the causes:

• access unavailable,
• missing technical information,
• coactivity conflict,
• delayed delivery,
• late arbitration.

Gradually:

• constraints are better anticipated,
• commitments become more realistic,
• and site stability improves.

PPC then increases not because teams "work more", but because:

the system becomes more reliable.

Common mistakes

Indicators to track

PPC generally works with other Lean indicators:

• Weekly PPC
• Reasons for non-completion
• Number of constraints removed
• Commitment reliability
• Waiting time
• Schedule variability
• Number of interruptions
• Milestone adherence
• Rework rate
• Team workload
• Flow stability

The objective is to measure the real capacity of the system to produce reliably and predictably.

Frequently asked questions

Leanfinity offer link

Project reliability / acceleration

Leanfinity supports complex projects in:

• implementing the Last Planner System,
• collaborative steering,
• improving the reliability of commitments,
• and stabilizing operational flows.

Our approach aims to build projects capable of:

• keeping their promises,
• learning quickly,
• and producing sustainable performance.