• List out all the task and activities for each stage of SDLC as documented in the project plan
• Each activity documented in the project plan constitutes a client target or Hard target
• Let us represent each of these activities or project task as HT(i)
• Define the score (0 to 10 or 0 to 5 or any range as recommended by the project team and the management). The range and the conditions can be decided by the Project Manager or by the team members
• If the activity or task is completed on time and with the desired quality, then the score for the activity is the highest; however based on the performance and other quality attributes, this can be rated any score as decided by the project management.
• The weight-age of each activity can be multiplied based on the criticality and impact of the activity. In case the design team come with an innovative design or review team find critical bugs in design review, then these can be given more weight-age than the regular "met expectation" activity
• If the score if between 0 to 10, and for the task to be completed to meet the client expectation or Hard target, is set to be 8 (HXP). Then the total points that the client would expect from the team on any given day is the HXP x Number of resources in the project. Let this be represented as CXP. The value of HXP (as 8) is just an expectation setting to meet the client requirement considering the quality and the productivity metrics. It can be customized to any value as decided by the project team
• In case of any leave or closure of offices, then for that particular day, in ideal condition, the CXP =0, if all the team members take a day-off
• The soft targets are those scores that are added to HXP. Let this be SXP
• The assumption is that the team is focused to meet the hard target and soft targets alone would not be considered. This is to ensure that the main activity is (client requirements) the primary focus. If a member is assigned to design a module and instead he spends 15 hours on developing a tool, then this cannot be considered as value-added as he fails to meet HXP
• If the Project Manager computes the HXP and SXP, then the total value-added activities can be used to monitor the performance of the team, track the quality of the project, track schedule, effort and manage risk

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