Activities Fields
Depending on your settings, the following fields might appear on the page as table columns, spreadsheet rows, or in detail windows. Fields that are generic across the application, such as Name, may not be included here.
Date Fields
Actual Finish
The date when the activity was completed.
Actual Start
The date work on the activity began.
BL Actual Finish
The completion date of the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Actual Start
The start date of the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Early Finish
The earliest possible finish date of the activity in the baseline.
This date is calculated based on network logic, schedule constraints, and resource availability.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Early Start
The earliest possible start date of the remaining work for the activity in the baseline.
This date is calculated based on network logic, schedule constraints, and resource availability.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Finish
The current finish date for the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Late Finish
In the baseline, the latest possible date the activity can finish without delaying the project finish date.
This date is calculated based on activity relationships, schedule constraints, and resource availability.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Late Start
In the baseline, the latest possible date the remaining work for the activity can begin without delaying the project finish date.
This date is calculated based on activity relationships, schedule constraints, and resource availability.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Start
The current start date of the activity in the baseline.
For started activities, this is the actual start date. For not started activities, this is the planned start date until the project is scheduled. When scheduled, the start date field is set to the remaining early start date.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
Early Finish
The earliest possible date the activity can finish.
This date is calculated based on network logic, schedule constraints, and resource availability.
Early Start
The earliest possible date the remaining work for the activity can begin.
This date is calculated based on network logic, schedule constraints, and resource availability.
Expected Finish
The date you expect work on the activity to finish.
Finish
The current finish date for the activity.
Late Finish
The latest possible date the activity can finish without delaying the project finish date.
This date is calculated based on activity relationships, schedule constraints, and resource availability.
Late Start
The latest possible date the remaining work for the activity can begin without delaying the project finish date.
This date is calculated based on activity relationships, schedule constraints, and resource availability.
Planned Finish
The date the activity is scheduled to finish if the activity has not started.
This date is calculated by the project scheduler but can be updated manually by the project manager. This date is not changed by the project scheduler after the activity has started.
Planned Start
The date the activity is scheduled to start.
This date the activity is scheduled to begin is calculated by the project scheduler but can be updated manually by the project manager. This date cannot be changed by the project scheduler after the activity has started.
Pre-Response Optimistic Finish
The calculated activity finish date that corresponds to the defined optimistic percentile on the risk analysis histogram.
Pre-Response Optimistic Start
The calculated activity start date that corresponds to the defined optimistic percentile on the risk analysis histogram.
Pre-Response P50 Finish
The calculated activity finish date that corresponds to the median percentile on the risk analysis histogram.
Pre-Response P50 Start
The calculated activity start date that corresponds to the median percentile on the risk analysis histogram.
Pre-Response Pessimistic Finish
The calculated project finish date that corresponds to the defined pessimistic percentile.
Pre-Response Pessimistic Start
The calculated activity start date that corresponds to the defined pessimistic percentile on the risk analysis histogram.
Primary Constraint Date
The constraint date for the activity, if the activity has a constraint.
Remaining Early Finish
The date the remaining work for the activity is scheduled to finish.
If this activity is not started, this date is the planned finish. This date can be updated manually by the user, but it is overwritten when you schedule the project.
Remaining Early Start
The date the remaining work for the activity is scheduled to begin.
This date can be updated manually by the user. Before the activity is started, this date is the same as the planned start.
Remaining Late Finish
The latest possible date the activity must finish without delaying the project finish date.
This date is calculated by the project scheduler based on activity relationships, schedule constraints, and resource availability. When the activity is complete, this field is blank.
Remaining Late Start
The latest possible date the remaining work for the activity must begin without delaying the project finish date.
This date is calculated by the project scheduler based on activity relationship, schedule constraints, and resource availability.
Resume Date
The date when a suspended task or activity is resumed.
Secondary Constraint Date
The date for the activity's secondary constraint, if the activity has a secondary constraint.
Start
The current start date of the activity.
For started activities, this is the actual start date. For not started activities, this is the planned start date until the project is scheduled. When scheduled, the start date field is set to the remaining early start date.
Suspend Date
The date work has temporarily stopped on a given activity.
Duration Fields
Actual Duration
The total working time from the activity Actual Start date to the Actual Finish date for completed activities, or the total working time from the Actual Start date to the data date for in-progress activities.
The actual working time is computed using the activity's calendar.
At Completion Duration
The total working time from the activity's current start date to the current finish date.
The current start date is the planned start date until the activity is started, and then it is the actual start date. The current finish date is the activity planned finish date while the activity is not started, the remaining finish date while the activity is in progress, and the actual finish date once the activity is completed. The total working time is calculated using the activity's calendar.
BL Actual Duration
In the baseline, the total working time from the activity BL Actual Start date to the BL Actual Finish date for completed activities, or the total working time from the BL Actual Start date to the data date for in-progress activities.
The actual working time is computed using the activity's calendar.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Free Float
The amount of time the activity in the baseline can be delayed before delaying the start date of any successor activity.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Duration
The expected amount of time required to complete the activity in the baseline.
The planned working time is calculated using the activity's calendar. The duration is measured from the activity's planned start date to its planned finish date.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Remaining Duration
In the baseline, the total working time from the activity remaining start date to the remaining finish date.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Total Float
In the baseline, the amount of time the activity can be delayed before delaying the project finish date. Calculated as BL Late Start minus BL Early Start or as BL Late Finish minus BL Early Finish.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Duration
The duration difference between the activity At Completion Duration and BL Duration.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Finish
The duration difference between the activity Finish date and BL Finish date.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Start
The duration difference between the activity Start date and BL Start date.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
Free Float
The amount of time the activity can be delayed before delaying the start date of any successor activity.
Maximum Duration
The estimated maximum amount of time required to complete the activity. This field is used for three-point estimation to indicate activity uncertainty.
Minimum Duration
The estimated least amount of time required to complete the activity. This field is used for three-point estimation to indicate activity uncertainty.
Most Likely Duration
The estimated most likely amount of time required to complete the activity. This field is used for three-point estimation to indicate activity uncertainty.
Planned Duration
The expected amount of time required to complete an activity.
The planned working time is calculated using the activity's calendar. The duration is measured from the activity's planned start date to its planned finish date.
Remaining Duration
The total working time from the activity remaining start date to the remaining finish date.
Remaining Float
The amount of time remaining in which the activity can be delayed before delaying the project finish date. Calculated as Late Finish minus Remaining Finish.
Total Float
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.
Earned Value Fields
Budget At Completion
The budgeted or planned total cost through activity completion.
Calculated as Planned Labor Cost plus Planned Nonlabor Cost plus Planned Material Cost.
Budget At Completion Labor Units
The planned total labor units through activity completion.
Cost Performance Index (CPI)
The ratio of the approved budget for work performed to what you actually spent for the work accomplished. The CPI reflects the relative value of work done compared to the amount paid for it, and is also referred to as the projects cost efficiency. The CPI to date can be used to project the cost performance for the remainder of the work.
A value greater than 1 indicates you are under budget. A value equal to 1 indicates you are at budget. A value less than 1 indicates you are over budget.
Calculated as Earned Value divided by Actual Cost.
Cost Performance Index (CPI) Labor Units
Measures the work efficiency on an activity.
A value less than 1 indicates that the actual units have exceeded the planned units.
Calculated as Earned Value Labor Units divided by Actual Labor Units.
Cost Variance
A measure of activity cost performance. The difference between the budgeted cost of work performed minus the actual cost of work performed.
Indicates how much you are under or over your approved budget. A negative value indicates that the actual cost has exceeded the planned value.
Calculated as Earned Value minus Actual Total Cost.
Cost Variance Index
The ratio of the cost variance and the earned value of work performed on the activity.
Calculated as Cost Variance divided by Earned Value.
Cost Variance Index Labor Units
The ratio of the cost variance labor units and the earned value labor units for the activity.
Calculated as Cost Variance Labor Units divided by Earned Value Labor Units.
Cost Variance Labor Units
The difference between the earned value labor units and the actual labor units.
A negative value indicates that actual cost has exceeded the value of work performed.
Calculated as Earned Value Labor Units minus Actual Labor Units.
Earned Value Cost
The approved budget for work actually completed by the specified project data date.
Calculated as Budget At Completion multiplied by Performance Percent Complete. The method for computing performance percent complete depends on the Earned Value technique defined in the project settings.
Earned Value Labor Units
The portion of baseline labor units that are actually completed as of the project data date.
Calculated as Budget At Completion Labor Units multiplied by Performance Percent Complete. The performance percent complete will be calculated using the activity percent complete.
Estimate At Completion (EAC)
The forecasted cost of the project as the project progresses.
Estimate At Completion (EAC) Labor Units
The estimated labor units at completion.
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.
Estimate To Complete (ETC)
The estimated cost to complete the activity.
Estimate To Complete (ETC) Labor Units
The estimated quantity to complete the activity, WBS, or project.
Estimate To Complete Performance Index (TCPI)
The cost performance index value that must be achieved in order to complete the remaining work on budget.
This is a measure of the efficiency required on the future performance of the project. A value greater than 1 indicates that the work is over budget and more effort will be required to reduce costs or increase earned value. A value less than 1 indicates the work is under budget and that the current effort is sufficient enough to meet the budget at completion.
Calculated as (Budget At Completion - Earned Value) / (Estimate At Completion - Actual Cost).
Period Earned Value Labor Units
The incremental value of the portion of baseline labor units that are complete as of the project data date.
Period Planned Value Cost
The incremental value of the approved budget for the work scheduled to be completed by a specified date.
Period Planned Value Labor Units
The incremental value of the portion of baseline labor units that are scheduled to be complete as of the project data date.
Planned Value Cost
The approved budget for the work scheduled to be completed by a specified date.
Calculated as Budget At Completion multiplied by Schedule Percent Complete.
When an activity has assignments, the Planned Value Cost is calculated as Budget At Completion multiplied by (Data Date of Current Project - Baseline Assignment Start Date) divided by (Baseline Assignment Finish Date - Baseline Assignment Start Date). Each assignment is then summed to the activity-level planned value.
Planned Value Labor Units
The portion of baseline labor units that are scheduled to be completed as of the project data date.
Calculated as Budget At Completion Labor Units multiplied by Schedule Percent Complete.
Planned Value Period Cost
The incremental value of the approved budget for the work scheduled to be completed by a specified date.
Planned Value Period Units
The incremental value of the planned units for the work scheduled to be completed by a specified project data date.
Planned Value Units
The planned units for the work scheduled to be completed by a specified project data date.
Schedule Performance Index (SPI)
The ratio of the approved budget for the work performed to the approved budget of the work planned. The SPI reflects the relative amount the project is ahead or behind schedule, and is also referred to as the project's schedule efficiency.
A value greater than 1 indicates you are ahead of schedule. A value equal to 1 indicates you are on schedule. A value less than 1 indicates you are behind schedule.
Calculated as Earned Value divided by Planned Value.
Schedule Performance Index (SPI) Labor Units
The ratio of the earned value of labor units to the planned value of labor units.
Calculated as Earned Value Labor Units divided by Planned Value Labor Units.
Schedule Variance
A measure of activity schedule performance. The difference between the amount budgeted for the work you actually did and the work you planned to do.
Indicates how much you are ahead or behind schedule. A negative value indicates that less work was actually performed than was scheduled.
Calculated as Earned Value minus Planned Value.
Schedule Variance Index
The ratio of the schedule variance and the work scheduled to be performed.
Calculated as Schedule Variance divided by Planned Value.
Schedule Variance Index Labor Units
The ratio of schedule variance labor units and the planned value labor units.
Calculated as Schedule Variance Labor Units divided by Planned Value Labor Units.
Schedule Variance Labor Units
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.
Variance At Completion
The difference between the baseline total cost and the current estimate of total cost. A negative value indicates an estimated cost overrun.
Calculated as Budget At Completion minus Estimate At Completion.
Variance At Completion Labor Units
The difference between the 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.
Financial Fields
Actual Labor Cost
The actual costs for all labor resource assignments on the activity.
Actual Material Cost
The actual costs for all material resource assignments on the activity.
Actual Nonlabor Cost
The actual costs for all nonlabor resource assignments on the activity.
Actual This Period Cost
The labor, nonlabor, and material costs incurred during the current financial period.
Actual Total Cost
The actual total cost for all resource assignments and direct activity costs (expenses) on the activity.
At Completion Labor Cost
The sum of the actual costs plus remaining costs for all labor resource assignments on the activity.
At Completion Material Cost
The sum of the actual costs plus remaining costs for all material resource assignments on the activity.
At Completion Nonlabor Cost
The sum of the actual costs plus remaining costs for all nonlabor resource assignments on the activity.
At Completion Total Cost
The sum of the actual costs plus remaining costs for all resource assignments and direct activity costs (expenses) on the activity.
BL Actual Labor Cost
The actual cost for all labor resources assigned to the activity as stored in the associated project baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Actual Material Cost
The actual cost for all material resources assigned to the activity as stored in the associated project baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Actual Nonlabor Cost
The actual cost for all nonlabor resources assigned to the activity as stored in the associated project baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Actual Total Cost
The actual total cost for all labor, nonlabor and material resources assigned to the activity as stored in the associated project baseline.
Calculated as BL Actual Labor Cost plus BL Actual Nonlabor Cost plus BL Actual Material Cost.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Labor Cost
The planned cost for all labor resources assigned to the activity as stored in the associated project baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Material Cost
The planned cost for all material resources assigned to the activity as stored in the associated project baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Nonlabor Cost
The planned cost for all nonlabor resources assigned to the activity as stored in the associated project baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Total Cost
The planned total cost for all labor, nonlabor, and material resources assigned to the activity as stored in the associated project baseline.
Calculated as BL Planned Labor Cost plus BL Planned Nonlabor Cost plus BL Planned Material Cost.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Labor Cost
The difference between the associated project baseline planned labor cost and the current schedule at completion labor cost.
Calculated as BL Planned Labor Cost minus At Completion Labor Cost.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Nonlabor Cost
The difference between the associated project baseline planned nonlabor cost and the current schedule at completion nonlabor cost.
Calculated as BL Planned Nonlabor Cost minus At Completion Nonlabor Cost.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Material Cost
The difference between the associated project baseline planned material cost and the current schedule at completion material cost.
Calculated as BL Planned Material Cost minus At Completion Material Cost.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Total Cost
The difference between the associated project baseline planned labor cost and the current schedule at completion labor cost.
Calculated as BL Planned Total Cost minus At Completion Total Cost.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
Planned Labor Cost
The planned cost for all labor resources assigned to the activity.
Planned Material Cost
The planned cost for all material resources assigned to the activity.
Planned Nonlabor Cost
The planned cost for all nonlabor resources assigned to the activity.
Planned Total Cost
The expected total cost of the activity and includes all resources and direct activity costs (expenses).
Period Actual Labor Cost
The aggregation of all labor costs incurred during the current financial period.
Period Actual Material Cost
The aggregation of all material costs incurred during the current financial period.
Period Actual Nonlabor Cost
The aggregation of all nonlabor costs incurred during the current financial period.
Period Actual Total Cost
The aggregation of all labor, nonlabor, material and direct activity costs (expenses) incurred during this financial period.
Period Earned Value Cost
The incremental value of the approved budget for work actually completed by the specified project data date.
Period Planned Value Cost
The incremental value of the approved budget for the work scheduled to be completed by a specified date.
Prior Actual Labor Cost
The sum of the actual stored period labor costs on the activity.
Prior Actual Material Cost
The sum of the actual stored period material costs on the activity.
Prior Actual Nonlabor Cost
The sum of the actual stored period nonlabor costs on the activity.
Remaining Labor Cost
The remaining cost for all labor resource assignments on the activity.
Remaining Material Cost
The remaining cost for all material resource assignments on the activity.
Remaining Nonlabor Cost
The remaining cost for all nonlabor resource assignments on the activity.
Remaining Total Cost
The remaining cost for all resource assignments and direct activity costs (expenses) on the activity.
General Fields
Activity Status
Determines the status of the activity. Valid values are Not Started, In Progress, and Completed.
BL Activity Status
Determines the status of the activity in the baseline. Valid values are Not Started, In Progress, and Completed.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
Calendar
The calendar assigned to the activity.
Critical
Designates an activity as critical. An activity is defined as critical based upon the project settings configured for the project.
Duration Type
Determines how remaining duration, units, and units/time are calculated when you update an activity that has resources assigned. The valid values are Fixed Units/Time, Fixed Units, Fixed Duration & Units, and Fixed Duration & Units/Time.
Float Path
A number calculated by the scheduler which identifies the float path that each activity is on. The number starts from 1 (where 1 is most critical) to the max number of float paths identified by the scheduler.
Float Path Order
Order that the activities were processed within each float path.
Leveling Priority
Determines the priority of the activity when performing role leveling.
Longest Path
The sequence of project activities from start to finish where the Total Duration is longer than any other path.
Owner
The user responsible for the activity.
Primary Constraint
The main restriction impacting the activity start or finish date.
Relationship Free Float
For predecessors, the Relationship Free Float is the Free Float on the relationship calculated using the predecessor activity's calendar as Relationship Successor Early Start minus Relationship Early Finish. For successors, the Relationship Free Float is the Free Float of the potential successor activity if the relationship is determined to be the driving relationship using the successor activity's calendar. Calculated using the successor activity's calendar as Relationship Successor Early Start minus Relationship Early Finish.
Relationship Total Float
For predecessors, the Relationship Total Float is the Total Float on the relationship calculated using the predecessor activity's calendar as Relationship Late Start minus Relationship Early Start. For successors, the Relationship Total Float is the Total Float of the potential successor activity if the relationship is determined to be the driving relationship using the successor activity's calendar. Calculated using the successor activity's calendar as successor activity's Relationship Late Date minus Relationship Successor Early Date.
Resource IDs
The unique identifiers of the resources assigned to the activity.
Resource Names
The names of the resources assigned to the activity.
Role IDs
The unique identifiers of the roles assigned to the activity.
Role Names
The names of the roles assigned to the activity.
Scope Percent Complete Weight Method
The weight is calculated using cost, quantity, hours, or manually entered values. Cost, Quantity, and Hours are represented as n in the equations that follow.
The n weight is first calculated for each scope assignment in the work package as Revised n multiplied by the scope assignment Scope Percent Complete.
Scope Percent Complete is calculated as Installed Quantity divided by At Completion Quantity.
The sum of the scope assignments Revised n and the sum of the scope assignments n Weight for all scope assignments in the work package are then used to compute the work package Scope Percent Complete. This is calculated as the n Weight divided by Revised n.
Completed Weight for the Manual option is calculated as Manual Weight multiplied by Scope Percent Complete.
Scope Percent Complete at the work package level for the manual option is calculated as the sum of Manual Completed Weight divided by the sum of Manual Weight for all scope assignments in the work package.
Secondary Constraint
The secondary restriction impacting the activity start or finish date.
Task Count
The number of tasks assigned to an activity.
This is a read-only field.
Task Status - Completion
The current status of the task assigned to the activity. Valid values are New, Pending, Committed, and Completed.
This is a read-only field.
Task Status - Dates
Indicates the overall date status of the activity's assigned tasks.
Outside Activity: A task's dates are outside of the activity's Start and Finish dates.
Inside Activity: All of the tasks' dates are within the activity's Start and Finish dates.
No Tasks Assigned: No tasks are assigned to the activity.
This is a read-only field.
Task Status - Indicator
Indicates whether any of the activity's assigned tasks have dates or completion statuses that requires attention.
This is a read-only field.
Type
The type of activity. Valid values are Activity Dependent, Resource Dependent, Level of Effort, Start Milestone, and Finish Milestone.
Uncertainty Distribution
The probability distribution that best models the three-point estimate durations. The valid values are Triangular and Uniform.
Percentage Fields
Activity Percent Complete
The percentage of the activity that has been completed.
This value is based on the formula for the selected Percent Complete Type. The Percent Complete Type can be Physical, Duration, Units, or Scope.
Physical: The user records the percent complete manually.
Duration: Calculated as (Planned Duration minus Remaining Duration) divided by Planned Duration, multiplied by 100.
Units: Calculated as (Actual Labor Units plus Actual Nonlabor Units) divided by (Actual Labor Units plus Actual Nonlabor Units plus Remaining Labor Units plus Remaining Nonlabor Units), multiplied by 100.
Scope: Calculated as Installed Quantity divided by At Completion Quantity, multiplied by 100.
BL Activity Percent Complete
In the baseline, the activity percent complete, manually entered by a user.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Duration Percent Complete
The duration percent complete for the activity in the baseline. Calculated as Planned Duration minus Remaining Duration divided by Planned Duration multiplied by 100.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Percent Complete Type
Determines the way in which the application calculates the percent complete for the activity in the baseline. Valid values are Physical, Duration, and Units.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Units Percent Complete
The percent complete of units for all labor and nonlabor resources assigned to the activity in the baseline. Calculated as Actual Units divided by At Completion Units multiplied by 100.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
Duration Percent Complete
The duration percent complete for the activity. Calculated as Planned Duration minus Remaining Duration divided by Planned Duration multiplied by 100.
Duration Percent of Planned
The actual duration percent of planned duration for the activity. Calculated as Actual Duration divided by Original BL Duration multiplied by 100.
Labor Units Percent Complete
The percent complete of units for all labor resources for the activity. Calculated as Actual Labor Units divided by At Completion Labor Units multiplied by 100.
Nonlabor Units Percent Complete
The percent complete of units for all nonlabor resources for the activity. Calculated as Actual Nonlabor Units divided by At Completion Nonlabor Units multiplied by 100.
Percent Complete Type
Determines the way in which the application calculates the percent complete for the activity.
Physical: Percent complete is manually entered by a user based on the amount of physical work completed on the activity.
Duration: Percent complete is calculated from the actual and remaining duration.
Units: Percent complete is calculated from the actual and remaining units.
Scope: The percent complete for the activity is derived from the scope percent complete of the linked scope assignments.
Period Actual Labor Units
The number of labor units used during this financial period.
Period Actual Nonlabor Units
The nonlabor units used during this financial period.
Performance Percent Complete
The percentage of the planned work that is currently complete.
Performance Percent Complete is used to calculate earned value and is equal to the activity percent complete.
Physical Percent Complete
The activity percent complete, manually entered by a user.
Pre-Response Criticality Index
During risk analysis, tasks can join or leave the critical path. The criticality index expresses as a percentage, how often a particular task was on the critical path during the analysis.
Schedule Percent Complete
The activity schedule percent complete specifies how much of the activity's project baseline duration is complete so far.
With an earned value baseline selected, the schedule percent complete value is calculated based on where the current data date falls relative to the activity's project baseline start and finish dates.
Calculated as (Data Date - Baseline Start Date) / (Baseline Finish Date - Baseline Start Date).
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.
Without an earned value baseline selected, the schedule percent complete value will use the activity planned dates and will be calculated based on where the current data date falls relative each activity's planned start and finish dates.
Calculated as (Data Date - Planned Start Date) / (Planned Finish Date - Planned Start Date).
If the data date is earlier than the planned start, the schedule percent complete is 0. If the data date is later than the planned finish, the schedule percent complete is 100.
Scope Percent Complete
The percentage completion of the scope assignments linked to the activity.
Calculated as Installed Quantity divided by At Completion Quantity.
Units Percent Complete
The percent complete of units for all labor and nonlabor resources assigned to the activity. Calculated as Actual Units divided by At Completion Units multiplied by 100.
Unit Fields
Actual Labor Units
The number of units expended for all labor resources assigned to the activity.
Actual Nonlabor Units
The number of nonlabor units that have been expended on the activity.
Actual This Period Units
The labor, nonlabor, and material units used during the current financial period.
At Completion Labor Units
The sum of the actual plus remaining units for all labor resources assigned to the activity.
It is the same as the planned labor units if the activity is not started, and the actual labor units after the activity is completed.
Calculated as Actual Labor Units plus Remaining Labor Units.
At Completion Nonlabor Units
The sum of the actual plus remaining units for all nonlabor resources assigned to the activity.
It is the same as the planned nonlabor units if the activity is not started, and the actual nonlabor units after the activity is completed.
Calculated as Actual Nonlabor Units plus Remaining Nonlabor Units.
BL Actual Labor Units
The number of units expended for all labor resources assigned to the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Actual Nonlabor Units
The number of nonlabor units expended for all nonlabor resources assigned to the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Labor Units
The planned units for all labor resources assigned to the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Planned Nonlabor Units
The planned units for all nonlabor resources assigned to the activity in the baseline.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Labor Units
The difference between the activity At Completion Labor Units and the BL Planned Labor Units.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
BL Variance - Nonlabor Units
The difference between the activity At Completion Nonlabor Units and the BL Planned Nonlabor Units.
The following baselines have unique names and values for this field: Current, Original, Supplementary, User 1, User 2, User 3.
Budget At Completion Units
The budgeted or planned units through activity completion.
Planned Labor Units
The planned number of units for all labor resources assigned to the activity.
Planned Nonlabor Units
The planned units for all nonlabor resources assigned to the activities in the project.
Prior Actual Labor Units
The sum of the actual stored period units for all labor resource assignments on the activity.
Prior Actual Nonlabor Units
The sum of the actual stored period units for all nonlabor resource assignments on the activity.
Remaining Labor Units
The remaining units for all labor resources assigned to the activity.
The Remaining Labor Units reflect the work remaining to be done for the activity. Before the activity is started, the remaining units are the same as the planned units. After the activity is completed, the remaining units are zero.
Remaining Nonlabor Units
The remaining units for all nonlabor resources assigned to the activity.
The remaining units reflect the work remaining to be done for the activity. Before the activity is started, the remaining units are the same as the planned units. After the activity is completed, there are zero remaining units.
Last Published Tuesday, May 21, 2024