Available Columns of the EPS PageOverview The following is a comprehensive list of all the columns/fields available to add to the table on the EPS page. Screen Elements Baseline category Baseline Data Date field The last date of recorded progress for the project baseline. Status is up-to-date as of the data date. Project Baseline field The project baseline for the selected project. Budget category Annual Discount Rate field The interest rate associated with the cost of an investment from your commercial bank or another funding source. Valid values are 0 to 100. This rate is used to calculate Total Spending Plan Present Value and Total Benefit Plan Present Value. For example, an annual growth rate of an investment such as 4.75% can be used as an annual discount rate. This rate is used when a future value is assumed and you are trying to find the required net present value. Current Budget field The current budget for the project. Calculated as Original Budget plus the sum of the approved budget changes from the budget log. Current Variance field The difference between the current budget and the total spending plan. This value is not rolled up. Calculated as Current Budget minus Total Spending Plan. Distributed Current Budget field The current budget values from one level lower. Independent ETC Labor Units field The user-entered ETC total labor. Independent ETC Total Cost field The user-entered ETC total cost. Net Present Value field The difference between the present value (PV) of the future cash flows from an investment and its investment cost. Present value of the expected cash flows is computed by discounting them at the required rate of return or discount rate. Positive net present value (NPV) is an indicator of projects that should be pursued. Calculated as Total Benefit Plan (PV) minus Total Spending Plan (PV). Original Budget field The estimate of the total amount you require for the selected project, including all contributed funds. Payback Period field The length of time required to elapse before net profits have recovered the initial and periodic costs of an investment. Proposed Budget field The proposed budget for the project. Calculated as Original Budget plus the sum of the Approved and Pending Budgets from the budget log. Return on Investment field A calculation of the expected return or benefit over and above the investment costs of a project or portfolio, expressed as a percentage. Calculated as the Net Present Value divided by the Total Spending Plan Present Value. For example, a project is expected to cost 1.0 million dollars with a total benefit of 1.2 million dollars. It's NPV is $200,000. The return on investment is 20%. Total Funding field The total amount of funding contributed to the project by your funding sources. Unallocated Budget field The difference between the total current and distributed current budget. Calculated as Total Current Budget minus Distributed Current Budget. Cost category Actual Expense Cost field The actual costs for all project expenses associated with the project. Actual Labor Cost field The actual cost for all labor resources assigned to the project. Actual Material Cost field The actual units for all material resources assigned to the project. Actual Nonlabor Cost field The actual cost for all nonlabor resources assigned to the project. Actual This Period Labor Cost field The labor costs incurred during this financial period. If period performance is stored, the calculation is Actual Labor Cost minus the sum of the stored Actual This Period Labor Cost fields for all previous periods. If the period performance is not stored, Actual This Period Labor Cost is the same as Actual Labor Cost. Actual This Period Material Cost field The material costs incurred during this financial period. If period performance is stored, the calculation is Actual Material Cost minus the sum of the stored Actual This Period Material Cost fields for all previous periods. If the period performance is not stored, Actual This Period Material Cost is the same as Actual Material Cost. Actual This Period Nonlabor Cost field The nonlabor costs incurred during this financial period. If period performance is stored, the calculation is Actual Nonlabor Cost minus the sum of the stored Actual This Period Nonlabor Cost fields for all previous periods. If the period performance is not stored, Actual This Period Nonlabor Cost is the same as Actual Nonlabor Cost. Actual Total Cost field The actual total cost incurred on the project as of the project data date. Calculated as Actual Labor Cost plus Actual Nonlabor Cost plus Actual Material Cost plus Actual Expense Cost. At Completion Expense Cost field The sum of the actual plus remaining cost for all project expenses associated with the cost account. Calculated as Actual Expense Cost plus Remaining Expense Cost. At Completion Labor Cost field The sum of the actual plus remaining costs for all labor resources assigned to the activities in the project. If the activities are not started, this equals the planned labor costs. Once the activities are complete, this equals the actual labor costs. Calculated as Actual Labor Cost plus Remaining Labor Cost. At Completion Material Cost field The material cost at completion. It is the sum of the actual plus remaining costs for all material resources assigned to all activities in the project. It is the same as the planned material costs if the activities are not started, and the actual material costs once the activities are completed. Calculated as Actual Material Cost plus Remaining Material Cost. At Completion Nonlabor Cost field The nonlabor cost at completion. It is the sum of the actual plus remaining costs for all nonlabor resources assigned to the activities in the project. It is the same as the planned nonlabor costs if the activities are not started, and the actual nonlabor costs once the activities are completed. Calculated as Actual Nonlabor Cost plus Remaining Nonlabor Cost. At Completion Total Cost field The estimated cost at completion for the activities in the project. Calculated as the Actual Total Cost plus the ETC (estimate-to-complete) cost. The method for computing ETC depends on the Earned Value technique selected for the activity's WBS. BL Project Expense Cost field The project expenses associated with the project in the project baseline. BL Project Labor Cost field The cost for all labor resources assigned to the project in the project baseline. BL Project Material Cost field The budgeted (at completion) cost for all material resources assigned to the project in the project baseline. BL Project Nonlabor Cost field The cost for all nonlabor resources assigned to the project in the project baseline. BL Project Total Cost field The total cost for the project in the project baseline. Planned Expense Cost field The planned costs for all expenses associated with the project or EPS. Planned Labor Cost field The planned costs for all labor expenses associated with the project or EPS. Planned Material Cost field The planned cost for all expenses associated with the project or EPS. Planned Non Labor Cost field The planned costs for all nonlabor expenses associated with the project or EPS. Planned Total Cost field The planned cost for all expenses associated with the project or EPS. Remaining Expense Cost field The remaining costs for all project expenses associated with the activities in the EPS. Remaining Labor Cost field The remaining costs for all labor resources assigned to the activities. The remaining cost reflects the cost remaining for the EPS. Remaining Material Cost field The remaining material costs for all project expenses associated with the activities in the EPS. Remaining Nonlabor Cost field The remaining nonlabor costs for all project expenses associated with the activities in the EPS. Remaining Total Cost field The remaining total cost for the project, including labor resources, nonlabor resources, and project expenses. Calculated as Remaining Labor Costs plus Remaining Nonlabor Costs plus Remaining Expense Costs. Variance - Expense Cost field The difference between project baseline expense cost and the at completion expense cost. Calculated as Project Baseline Expense Cost minus At Completion Expense Cost. Variance - Labor Cost field The difference between the project baseline labor cost and the at completion labor cost. Calculated as BL Labor Cost minus At Completion Labor Cost. Variance - Material Cost field The difference between the project baseline planned material cost and the at completion material cost. Calculated as Project Baseline Planned Material Cost minus At Completion Material Cost. Variance - Nonlabor Cost field The difference between the project baseline nonlabor cost and at completion nonlabor cost. Calculated as BL Nonlabor Cost minus At Completion Nonlabor Cost. Variance - Total Cost field The difference between the project baseline total cost and at completion total cost. Calculated as BL Total Cost minus At Completion Total Cost. Dates category Actual Finish field The date on which the project is complete. When the project is finished, all activities in the project have an actual finish date. Actual Start field The date on which work on the project, template, or EPS began, if the work has started. Anticipated Finish field The expected finish date of the item used during the planning phase. This date is manually entered and is not affected by scheduling. If there are no children elements, the anticipated finish is the finish date that is listed for the item. Anticipated Start field The expected start date of the item used during the planning phase. This date is manually entered and is not affected by scheduling. If there are no children elements, the anticipated start is the start date that is listed for the item. BL Finish field The current latest finish date of all activities in the project baseline. BL Start field The current earliest start date of all activities in the project baseline. Data Date field The latest date with recorded progress used as the starting point to calculate the schedule. The project status is up-to-date as of the data date. The data date is modified when project actuals are applied. Finish field The current finish date of the project. For completed projects, this is the latest actual finish date derived from all activities. For not started projects, this is the latest finish date derived from all activities in the current baseline. For in-progress activities, this is the date remaining work is scheduled to end. Forecast Finish Date field The planned finish date of the project based in a what-if scenario designed to simulate project performance and outcomes. Forecast Start Date field The planned start date of the project based on a what-if scenario designed to simulate project performance and outcomes. Last Apply Actuals Date field The last date actuals were applied to this project. Must Finish By field The optional date constraint you can specify for the project end date. Planned Finish Date field The date the project is scheduled to finish. Planned Start Date field The date the project is scheduled to start. Project Forecast Start field The planned start date of the project based on a what-if scenario designed to simulate project performance and outcomes. Project Planned Start field The date the project is scheduled to start. This date is used when scheduling the project. Scheduled Finish field The calculated latest early finish date, which is based on the schedule most recently generated for the project. Start field The current start date of the project. For a not started project, this is the project's planned start date. For a project that has started or is complete, this is the project's actual start date. Durations category Actual Duration field The current total working time for the project, template, or EPS. For completed items, this field displays the total working time from the actual start date to the actual finish date. For items that are in-progress, this field displays the total working time from the actual start date to the current data date. At Completion Duration field The total working time from the project current start date to the current finish date. The current start date is the planned start date until the project is started, then it is the actual start date. The current finish date is the planned finish date while the project is not started, the remaining finish date while the project is in progress, and the actual finish date once the project is completed. BL Duration field The planned duration for the activity in the primary baseline. Planned duration is the total working time from the activity current start date to the current finish date. Calculated as Actual Duration plus Remaining Duration. The total working time is calculated using the activity's calendar. Planned Duration field The total working time from the project planned start date to the planned finish date. Remaining Duration field The total working time from the EPS remaining start date to the remaining finish date. Total Float field The amount of time the activity can be delayed before delaying the project finish date. Calculated as Late Start minus Early Start or as Late Finish minus Early Finish. Variance - Duration field The duration between the activity's baseline duration and the at complete duration. Calculated as Baseline Duration minus At Completion Duration. Variance - Finish Date field The duration between the finish date in the current project and the baseline finish date. Calculated as Finish Date minus Baseline Finish Date. Variance - Start Date field The duration between the start date in the current project and the baseline start date. Calculated as Start Date minus Baseline Start Date. Earned Value category Accounting Variance field The difference between the planned value of work scheduled and the actual cost of work performed. A negative value indicates that actual costs have exceeded the scheduled costs. Calculated as Planned Value minus Actual Cost. Accounting Variance - Labor Units field The difference between the planned value of work scheduled and the actual work performed. A negative value indicates that actual costs have exceeded the scheduled costs. Calculated as Planned Value Labor Units minus Actual Units. Actual Cost field The actual total cost for the activity, including labor resources, nonlabor resources, and project expenses as of the project data date. Calculated as Actual Labor Costs plus Actual Nonlabor Costs plus Actual Expense Costs. Budget At Completion field The planned total cost through project completion. Calculated as Planned Labor Cost plus Planned Nonlabor Cost plus Planned Expense Cost. Budget At Completion - Labor Units field The planned total cost for labor units through project completion. Cost Performance Index (CPI) field A measure of the value of work accomplished as a percentage of the actual costs of a project. CPI indicates whether you have spent money over the budget to date. You can set performance thresholds for CPI calculated values to determine whether you need to take corrective action. Calculated as: Earned Value divided by Actual Cost Where: Actual Cost equals actual equipment cost plus actual expense cost plus actual work cost plus actual material cost The variance percentage is calculated as: Earned Value divided by Actual Cost. Cost Performance Index - Labor Units field A measure of work efficiency on a project. Calculated as Earned Value Labor Units divided by Actual Labor Units. A value less than 1 indicates that the actual units have exceeded the planned units. Cost Variance field A measure of cost performance on a project. A negative value indicates that the actual cost has exceeded the planned value. Calculated as Earned Value minus Actual Cost. Cost Variance - Labor Units field The difference between the earned value labor units and the actual value labor units. Calculated as Earned Value Labor Units minus Actual Labor Units. Cost Variance Index field The ratio of the cost variance and the earned value of work performed on the project. Calculated as Cost Variance divided by Earned Value. Cost Variance Index - Labor Units field The ratio of the cost variance labor units and the earned value labor units for the project. Calculated as Cost Variance Labor Units divided by Earned Value Labor Units. Earned Value Cost field The portion of the project baseline total cost of the project that is actually completed as of the project data date. Earned Value Labor Units field The ratio of the schedule variance labor units and the planned value labor units. Calculated as Schedule Variance Labor Units divided by Planned Value Labor Units. Estimate At Completion - Labor Units field The estimated labor units at completion of the activity. Calculated as Actual Labor Units plus Estimate to Complete Labor Units. Estimate to complete labor units is calculated based off of the Earned Value setting on the EPS. Estimate At Completion Cost field The expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. Calculated as Actual Cost plus Estimate to Complete Cost. The method for calculating estimate to complete depends on the earned value technique selected for the activity's WBS. Estimate To Complete field The estimated cost to complete the project. Calculated as Remaining Total Cost for the activity or the Performance Factor multiplied by (Budget At Completion minus Earned Value), depending on the Earned Value technique selected for the activity's WBS (calculated from the primary baseline). Estimate To Complete Labor Units field The estimated quantity to complete the project. Calculated as either the Remaining Total Units for the activity, or as Performance Factor multiplied by (Baseline Planned Labor Units minus Planned Quantity of Work Performed), depending on the Earned Value Technique selected for the activity's WBS. Planned Value Cost field The portion of the project baseline total cost of the project that is scheduled to be completed as of the project data date. Planned Value Labor Units field The portion of the baseline labor units that is scheduled to be completed as of the project data date. The schedule percent complete specifies how much of the activity's baseline duration has been completed so far. The baseline labor units is taken from the current baseline. Calculated as Baseline Labor Units multiplied by Schedule Percent Complete. Schedule Performance Index field The earned value divided by the planned value. A value less than 1 indicates that less work was actually performed than was scheduled. Schedule Performance Index - Labor Units field The ratio of the earned value of labor units and the planned value of labor units. Calculated as Earned Value Labor Units divided by Planned Value Labor Units. Schedule Variance field The measure of schedule performance on a project. A negative value indicates that less work was actually performed than was scheduled. Calculated as Earned Value minus Planned Value. Schedule Variance - Labor Units field The difference between the earned value of work performed and the work scheduled to be performed. Calculated as Earned Value Labor Units minus Planned Value Labor Units. Schedule Variance Index field The ratio of schedule variance labor units and the planned value labor units. Calculated as the Schedule Variance Labor Units divided by Planned Value Labor Units. Schedule Variance Index - Labor Units field The ratio of schedule variance labor units and the planned value labor units. Calculated as the Schedule Variance Labor Units divided by Planned Value Labor Units. To Complete Performance Index field The ratio of remaining work to the funds remaining. Calculated as (Budget at Completion minus Earned Value) divided by (Estimate at Completion minus Actual Cost). Variance At Completion field The difference between the project baseline total cost and the current estimate of total cost. A negative value indicates an estimated cost overrun. Budget At Completion is calculated from the current project baseline. Calculated as Budget At Completion minus Estimate At Completion. Variance At Completion - Labor Units field The difference between the project baseline planned total labor units and the estimate at completion labor units. Calculated as Project Baseline Planned Total Labor Units minus Estimate At Completion Labor Units. General category Added By field The name of the user who added the project to the EPS. Checked Out By field The name of the user who checked out the project. If the project is not checked out, this field is blank. Date Added field The date the project was added to the EPS. Date Checked Out field The date and time the user checked out the project. If the project is not checked out, this field is blank. EPS ID field The unique identifying code of the EPS. EPS Name field The name of the EPS to which the project belongs. Integrated Project field The type of system integration, if any, in place at your organization. Data within this project will be shared with the integrated solution you choose. For example, ERP. The default value is <none>. Portfolios field The portfolios associated with the project. Project ID field The unique identifier of the project. Project Leveling Priority field The priority of each project during leveling. You can enter a value from 1 to 100, with 1 being the highest priority. Project Name field The name of the project. Project Owner field The resource designated as responsible for the project. The project owner designation provides a user with viewing access for the project. Project Score field The project score, based on all project code types assigned to this project. Project Status list The current state of the project or WBS element. For activities, this field reflects the current state of its parent WBS or project. The status type determines how project, WBS, activity, and resource assignment data are handled by applications within P6 EPPM. The status you assign to a project automatically applies to all its WBS elements and their activities. By default, when you create and save a new WBS, it automatically inherits the Project Status value of its parent WBS or project; however, subject to certain logical contraints, you can change the individual status of a WBS. For example, within an Active project you can designate WBS elements that are Active, Inactive, and Planned. The following status values can appear in this field: Active: This is the default setting for new projects. Use this status to reflect actual authorized WBS or project work at your organization. When you designate a project as Active, P6 Progress Reporter users can view all activities included in its active WBS elements. Depending on their timesheet privileges, users may also be able to assign themselves to and perform work on activities that are included in an active WBS element. Inactive: Use this status to designate a WBS or project that is on hold, terminated, or no longer active. Select the Resources Can View Inactive Projects option on the Progress Reporter page of the Project Preferences dialog box to allow P6 Progress Reporter users to view, but not edit, activities that are included in an inactive WBS element or project. Planned: Use this status to designate a project or WBS that is in its planning phase. If a WBS element’s status is Planned, P6 Progress Reporter users cannot view any of its activities. This prevents P6 Progress Reporter users from assigning themselves to and performing work on unauthorized activities not yet officially designated Active. What If: This status can only be designated at the project level. Use this status to designate a project is only being considered or is undergoing analysis before establishing a more defined project schedule. When a WBS element’s status is What If, P6 Progress Reporter users cannot view any of its activities. This prevents P6 Progress Reporter users from assigning themselves to and performing work on unauthorized activities not yet officially designated Active. Template: This status appears in this field only for template projects or for a WBS element that belongs to a template project. This status is set by P6; you cannot directly set this value. Project Website URL field The project Web site URL, which is the Web address of the project's website. Responsible Manager field The project’s assigned organizational breakdown structure (OBS) element. A responsible manager is required for each project and each level of the EPS. Risk Level field The risk level for each project. Double-click to display the list and choose from Very High, High, Medium, Low, or Very Low. Risk Scoring Matrix field The name of the risk scoring matrix assigned to the project. Strategic Priority field The project’s priority in the strategic plan. This number ranges from 1 to 10,000 with a default of 500. Use of the priority value, such as whether to place higher priority at the lower end of the scale, toward the endpoint 1, or at the higher end, toward 10,000, is at the discretion of the user. Type field The type of element, whether project or EPS. Website Root Directory field The root directory for storing project Web site files before they are published to the Web server. Number of Activities category Actual Completed Activities field The number of activities that have an actual finish date in the project. Actual In-Progress Activities field The number of activities that are currently in progress. Actual Not-Started Activities field The number of activities that are currently not started. BL Completed Activities field The number of completed activities in the project baseline. BL In-Progress Activities field The number of in-progress activities in the project baseline. BL Not-Started Activities field The number of activities not started in the project baseline. Total Activities field The number of activities in the project. Percent Complete category Cost % Complete field The percent complete of costs for all labor resources, nonlabor resources, and expenses for the project. Calculated as Actual Total Cost divided by At Completion Total Cost multiplied by 100. Cost % of Planned field The percent complete of planned costs for all labor resources, nonlabor resources, and expenses for the project. Calculated as Actual Total Cost divided by Baseline Total Cost multiplied by 100. The value can exceed 100. The baseline total cost is the activity's at completion cost from the current baseline. Duration % Complete field The activity actual duration percent of planned. Calculated as Actual Duration divided by At Completion Duration multiplied by 100. Duration % Of Planned field The summary actual duration percent of planned of all activities under this EPS. The baseline duration is the activity's at complete duration from the current baseline. Calculated as Actual Duration divided by Baseline Duration multiplied by 100. The value can exceed 100. Expense Cost % Complete field The percent complete of cost for all expenses associated with the EPS. Calculated as Actual Expense Cost divided by At Complete Expense Cost multiplied by 100, and it is always in the range of 0 to 100. Labor Cost % Complete field The percent complete of cost for all labor resources assigned to the EPS. Calculated as Actual Labor Cost divided by At Complete Labor Cost multiplied by 100, and it is always in the range of 0 to 100. Labor Units % Complete field The percent complete of units for all labor resources for the EPS. Calculated as Actual Labor Units divided by At Completion Labor Units multiplied 100. Always in the range 0 to 100. Material Cost % Complete field The percent complete of cost for all material resources assigned to the EPS. Calculated as Actual Material Cost divided by At Complete Material Cost multiplied by 100, and it is always in the range of 0 to 100. Nonlabor Cost % Complete field The percent complete of cost for all non-labor resources assigned to the EPS. Calculated as Actual Nonlabor Cost divided by At Complete Nonlabor Cost multiplied by 100. It is always in the range of 0 to 100. Nonlabor Units % Complete field The percent complete of units for all nonlabor resources for the EPS. Calculated as Actual Nonlabor Cost divided by At Completion Nonlabor Cost multiplied by 100. Always in the range 0 to 100. Performance % Complete field The percent complete of performance for all labor resources, nonlabor resources, and expenses. Calculated as Earned Value divided by Budget At Completion multiplied by 100. Always in the range 0 to 100. Schedule % Complete field The measure that indicates how much of the EPS baseline duration has been completed so far. If the data date is earlier than the baseline start, the schedule percent complete is 0. If the data date is later than the Baseline finish, the schedule percent complete is 100. The schedule percent complete indicates how much of the EPS duration should be currently completed, relative to the selected baseline. Calculated based on where the current data date falls between the activity's baseline start and finish dates. Units % Complete field The percent complete of units for the resource assignments in the EPS. Always in the range 0 to 100. Calculated as Actual Units divided by At Complete Units multiplied by 100. Preferences category Activity % Complete from Steps option Determines if the activity percent complete is calculated from activity steps or from manual input. If the option is selected, the activity percent complete will be calculated based on activity steps. This option is clear by default. Activity ID Prefix field The single or combination of letters and/or numbers to act as the Activity ID Prefix. This field can contain 1 to 20 characters. Activity ID Suffix field The single or combination of letters and/or numbers to set as the Activity ID Suffix. The value must be a number between 1 and 999,999. Activity Type list Determines how duration and schedule dates are calculated for an activity. Task Dependent: Activities are scheduled using the activity's calendar rather than the calendars of the assigned resources. Choose task dependent when you want to control the duration of the activity yourself (that is, no resources are assigned), or when one or more resources assigned to the same activity can work according to the same calendar. The activity is scheduled according to the activity’s calendar, not the resource calendars. For example, you might have an activity to cure concrete; you know how long the task takes and the addition of resources won’t complete the task any earlier. You would designate this activity as task dependent. Resource Dependent: Activities are scheduled using the calendars of the assigned resources. This type is used when several resources are assigned to the activity, but they might work separately. Choose resource dependent when you want to schedule each resource according to his/her own time schedule, or resource calendar, not the activity calendar. The assigned resource availability determines the start and finish dates of the activity. Typically, you use this type when multiple resources assigned to the same activity can work independently, or when availability can affect the activity’s duration. For example, an activity that requires an Inspector might be delayed if that resource is assigned to multiple projects or is on vacation. Start or Finish Milestone: Milestone activities are zero-duration without resources, marking a significant project event. Choose start milestone or finish milestone to indicate that the activity marks the beginning or end of a major stage in the project. Milestones have zero duration. They can have expenses assigned to them, but not resources. In an office building addition project, examples of milestones might include Project Definition Complete, Structure Complete, or End Bidding Process. Level of Effort: Activities have a duration that is determined by its dependent activities and are typically administration type. Choose level of effort to indicate that the activity’s duration depends on its predecessor and/or successor activities. A level of effort activity is usually one that is ongoing, such as clerical work, change management, or project management tasks. For example, site cleanup could be considered a level of effort activity; it occurs repeatedly and is dependent on the completion of a phase. WBS Summary: Activities that are used to roll up date, duration, and percent complete values for a group of activities that share a common WBS code level. Choose WBS Summary to indicate that the activity is a summary-level WBS activity. A WBS Summary activity represents a group of activities that share a common WBS level. The summary-level WBS activity enables roll-ups of dates for the activity group. The duration of a WBS Summary activity extends from the start of the earliest activity in a group to the finish of the latest activity. WBS codes control which activities are part of a WBS Summary activity; P6 incorporates any activities that share a component of the WBS Summary activity's WBS code into the WBS Summary activity. For example, all activities whose WBS codes begin with A (A.1, A.1.1, A.1.2, etc.) can be part of one WBS Summary activity whose WBS code is A. At a lower level, all activities whose WBS codes start with A.1 (A.1.1, A.1.2, etc.) can be part of a WBS Summary activity whose WBS code is A.1. Allow Duplicate Resource Assignments option Determines whether resources can be assigned to an activity more than once. Allow Negative Actual Units option Determines if negative actual units can be entered on activities via timesheets in the project. Baseline Option list The baseline the project uses. This field is disabled if the project is checked out. Calendar field The calendar assigned to the project. Cost Account field The cost account associated with the project. Drive Activity Dates by Default option Determines whether assignments will drive activity dates. Duration Type list Determines whether the schedule, resource availability, or costs are most important when updating activities. The duration type applies only when you have resources assigned to the activity. Choose a duration type based on which factor is most important (least flexible) in planning your project. Fiscal year list Determines on which month the fiscal year begins. Increment field The number to act as the increment. The number must be a value between 1 and 99,999. Activity ID based on selected activity option Determines if the activity numbering is based on the selected activity or on the project's default settings. When selected (the default setting), activity numbering is automatically incremented based on the currently selected activity. When this option is clear, activity numbering is automatically incremented based on the project's default settings. This option is disabled if the project is checked out, opened exclusively, or if you do not have the Edit Project Details Except Costs/Financials permission. Link Actual and Period Actual Units and Cost option Determines whether to recalculate all actual and period actual unit and cost values using the actual values to date based on the financial period values. Link Percent Complete with Actuals option Determines whether the actual units and cost values are recalculated when duration percent complete is updated. Link Planned and At Completion option Determines whether to recalculate all of the planned unit and cost values using the remaining costs and units for activities that have not started. Percent Complete Type list Determines the way in which the application calculates the percent complete for the activity. This default activity percent complete type will be applied to all new activities added to a project. If you change this setting for an existing project that has activities, the percent complete type of those existing activities will not be changed. Price/Unit field The non-overtime price per unit of time for the project. Primary Can Complete Activity option Determines whether primary resources can mark activities as completed. Rate Type field The price/unit used to calculate costs for the project. There can be up to five rate types, with each rate type reflecting a different price/unit. Rate types are defined in P6. Recalculate Units from Cost option Determines whether units are updated with costs. When selected, a change in resource assignment costs will also result in a calculated update to the resource assignment units. When this option is clear (the default setting), a change in resource assignment costs will not result in a calculated update to the units. This option is disabled if the project is checked out, opened exclusively, or if you do not have the Edit Project Details Except Costs/Financials permission. Resources Can Assign Themselves option Determines whether resources can assign themselves to activities. Resources Can Complete Assignments option Determines whether resources can mark assignments as completed. Resources Can View Inactive Projects option Determines whether resources can view projects that are not currently active. Resources Status Activities Using field Determines how P6 Progress Reporter users enter their status for assignments. WBS Code Separator field The character used for separating code fields for the cost account tree. This is also the WBS code separator for new projects by default. When Activity Progress Removed field Determines whether the application will reset planned duration and units or reset remaining duration and units if activity progress is removed. When Updating Units or Costs field Determines whether the application will add actual to remaining or subtract actual from at completion if activity progress is removed. Summary category Contains Summary Data option Determines whether the project has been summarized. If the option is selected, the project has been summarized. Enable Summarization option Determines whether a project will be summarized. If you select this option, the fields on the Summarization page are enabled. If this option is cleared, the project will not be summarized. Last Summarized Date field The date the project was last summarized. This is useful for assessing whether summary data for the project is current. This field is blank for projects that have not been summarized. Summarize to WBS Level list Determines the number of summary WBS levels stored in the database. Summary Type field The type of summary that will be used for the project. Disabled if you are working with a template project. Units category Actual Labor Units field The labor units expended on the project. Actual Nonlabor Units field The number of nonlabor units that have been expended on the project. Actual This Period Labor Units field The number of labor units used during this financial period. If period performance is stored, the calculation is Actual Labor Units minus the sum of the stored Actual This Period Labor Units fields for all previous periods. If the period performance is not stored, Actual This Period Labor Units is the same as Actual Labor Units. Actual This Period Nonlabor Units field The nonlabor units used during this financial period. If period performance is stored, the calculation is Actual Nonlabor Units minus the sum of the stored Actual This Period Nonlabor Units fields for all previous periods. If the period performance is not stored, Actual This Period Nonlabor Units is the same as Actual Nonlabor Units. At Completion Labor Units field The sum of the actual plus remaining units for all labor resources assigned to the project. It is the same as the planned labor units if the activities in the project are not started, and the actual labor units once the activities are completed. Calculated as Actual Labor Units plus Remaining Labor Units. At Completion Nonlabor Units field The nonlabor units at completion. It is the sum of the actual plus remaining units for all nonlabor resources assigned to the activities in the project. It is the same as the planned nonlabor units if the activities are not started, and the actual nonlabor units once the activities are completed. Calculated as Actual Nonlabor Units plus Remaining Nonlabor Units. BL Project Labor Units field The planned units for all labor resources assigned to the activity in the project baseline. Calculated as Baseline Actual Labor Units plus Baseline Remaining Labor Units. BL Project Nonlabor Units field The units for all nonlabor resources assigned to the project in the project baseline. Planned Labor Units field The planned units for all labor resources assigned to the activities in the project. Planned Non Labor Units field The planned units for all nonlabor resources assigned to the activities in the project. Remaining Labor Units field The remaining units for all labor resources assigned to the activities in the project. The remaining units reflects the work remaining to be done for the EPS. Remaining Nonlabor Units field The remaining units for all nonlabor resources assigned to the activities. The remaining units reflects the work remaining to be done for the EPS. Variance - Labor Units field The difference between baseline labor units and at completion labor units. Calculated as Baseline Labor Units minus At Completion Labor Units. Variance - Nonlabor Units field The difference the between baseline nonlabor units and the at completion non labor units. Calculated as Baseline Nonlabor Units minus At Completion Nonlabor Units. Project Codes category This category contains project codes listed in alphabetical order. User-Defined category This category contains user-defined columns listed in alphabetical order. |
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