Overview
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 or EPS.
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 does not aggregate.
Calculated as Current Budget minus Total Spending Plan.
Distributed Current Budget field
The sum of all budgets that were assigned to control accounts during baseline planning. These budgets are allocated for work and planning packages.
Calculated as the sum of the Current Budget values from one level lower. This value does not aggregate.
Independent ETC Labor Units field
The user-entered estimate to complete total labor.
Independent ETC Total Cost field
The user-entered estimate to complete 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 (Present Value) minus Total Spending Plan (Present Value).
Original Budget field
The estimate of the total amount you require for the selected project or EPS, including all contributed funds.
Payback Period field
An estimate of the length of time that will transpire before net profits recover the initial and periodic costs of an investment to carry out the selected project.
It is calculated using projections depending on the timescale you select and the number of work days in a standard work week in the project calendar since the first time period in which a spending amount was entered for this project or the Project Start Date, whichever occurred earliest. Payback Period is calculated as the length of time that transpires before the cumulative value of income minus costs, usually negative when a project is just beginning, first exceeds zero.
Because it is based on cumulative values, it can be computed using the difference between present values (adjusted using the discount rate) or non-adjusted values for (Total Spending Plan) + Total Benefit Plan; the results will be the same. It is the point in time where the Spending Plan (PV) curve crosses the Benefit (PV) curve.
Proposed Budget field
The proposed budget for the project or EPS.
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. Its Net Present Value is $200,000. The Return on Investment is 20%.
Total Funding field
The total amount contributed to the project from 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 cost for all project expenses associated with the project within the EPS.
Actual Labor Cost field
The actual cost for all labor resources assigned to the projects within the EPS.
Actual Material Cost field
The actual units for all material resources assigned to the project within the EPS.
Actual Nonlabor Cost field
The actual cost for all nonlabor resources assigned to the project within the EPS.
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 Costs plus Actual Nonlabor Costs plus Actual Material Costs plus Actual Expense Costs.
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 planned cost for all 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 planned 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.
Calculated as BL Project Labor Cost plus BL Project Nonlabor Cost plus BL Project Material Cost plus BL Project Expense Cost.
Planned Expense Cost field
The planned total cost of all expenses associated with the project or EPS.
Planned Labor Cost field
The planned costs for all labor resources assigned to activities in the project.
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 non labor 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 in the EPS.
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.
This field is empty until all activities in the project have an actual finish date.
Actual Start field
If the work has started, the date work on the project began. For an EPS, the actual start is the earliest actual start among all projects within it.
Anticipated Finish field
The expected finish date of the project, EPS node, or WBS level 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 listed for the item in the table.
The Anticipated Finish date is used as the Finish date if there are no activities assigned to the project or WBS.
Anticipated Start field
The expected start date of the project, EPS node, or WBS level 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 listed for the item in the table.
The Anticipated Start date is used as the Start date if there are no activities assigned to the project or WBS.
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 progress point, or "as-of date", for activities in the project. Project status is up-to-date as of the data date. You can set the data date when you schedule the project or apply actuals, or you can set it manually. Set it manually if resources manually update activity progress and you do not plan to reschedule the project or apply actuals.
Finish field
The current finish date of the project. For not started and in-progress projects, this is the latest early finish date from all activities in the project. For completed projects, this is the latest actual finish date derived from all activities. For projects with no activities, the Finish Date is equal to the Anticipated Finish date if one is defined. For projects with no activities and no Anticipated Finish date, the Finish Date field is blank.
Forecast Finish Date field
The end date optionally used by the project scheduler. This date can only be set in P6 Professional.
Forecast Start Date field
The start date optionally used by the project scheduler.
This date can only be set in P6 Professional.
Last Apply Actuals Date field
The last date actuals were applied to this project.
Last Leveled Date field
The most recent date when the project was leveled.
Last Scheduled Date field
The most recent date when the project was scheduled.
Must Finish By field
The optional date constraint you can specify for the project end date.
Planned Finish Date field
The latest planned finish date of all projects or templates within the EPS.
Planned Start Date field
The date the project is scheduled to start.
Post-Response Pessimistic Finish Date field
The Post-Response Pessimistic Finish Date calculated in Oracle Primavera Cloud during quantitative risk analysis.
Post-Response Pessimistic Start Date field
The Post-Response Pessimistic Start Date calculated in Oracle Primavera Cloud during quantitative risk analysis.
Pre-Response Pessimistic Finish Date field
The Pre-Response Pessimistic Finish Date calculated in Oracle Primavera Cloud during quantitative risk analysis.
Pre-Response Pessimistic Start Date field
The Pre-Response Pessimistic Start Date calculated in Oracle Primavera Cloud during quantitative risk analysis.
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 expected start date for 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. For projects with no activities, the start date is equal to the anticipated start date if one is defined; if no anticipated start is defined, then the start date is equal to the project's planned 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 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, and 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 project remaining start date to the remaining finish date.
Total Float field
The amount of time the activity can be delayed before risking a delay to the project finish date.
A float of zero hours indicates that the activity cannot be delayed at all and a negative float indicates that the project is already behind schedule. In a complex schedule, negative total float on some activities might not cause a delay to 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 incurred on the project as of the project data date.
Calculated as Actual Labor Costs plus Actual Nonlabor Costs plus Actual Material 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 plus Planned Material 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.
Cost Performance Index (CPI) indicates whether you have spent money over the budget to date.
On the My Preferences page, you can set performance thresholds for CPI calculated values to determine whether you need to take corrective action.
Calculated as Earned Value Cost divided by Actual Cost. A value less than 1 indicates that the actual cost has exceeded the planned value.
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.
A negative value indicates that actual costs have exceeded the value of work performed.
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 baseline total cost of the project that is actually completed as of the project data date.
Budget at completion is calculated from the baseline.
Calculated as Budget At Completion multiplied by Performance Percent Complete. The method for computing performance percent complete depends on the Earned Value technique selected for the activity's WBS.
Earned Value Labor Units field
The portion of baseline labor units that are complete as of the project data date.
Calculated as BL Project Labor Units multiplied by Performance % Complete.
Estimate At Completion - Labor Units field
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 on 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 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 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 baseline labor units that are scheduled to be complete 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 are taken from the current baseline.
Calculated as Baseline Labor Units multiplied by Schedule Percent Complete.
Schedule Performance Index field
A measure of the work accomplished as a percentage of the work scheduled.
Schedule Performance Index indicates whether you are meeting earned and planned values within your schedule. A value less than 1 indicates that less work was performed than was scheduled.
Calculated as Earned Value divided by Planned Value.
Schedule Performance Index - Labor Units field
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 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 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 Schedule Variance Labor Units divided by Planned Value Labor Units.
To Complete Performance Index field
The ratio of the remaining work to the remaining funds.
Calculated as (Budget at Completion minus Earned Value) divided by (Estimate at Completion minus Actual Units or Cost).
Variance At Completion field
The difference between the 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 baseline.
Calculated as Budget At Completion minus Estimate At Completion.
Variance At Completion - Labor Units field
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.
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 and time 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
An identifier that is unique to the EPS node.
EPS Name field
The name of the EPS.
Financial Period Calendar field
The name of the financial period calendar assigned to the project.
History Interval - Project or WBS list
Choose to store historical spread data by month, week, quarter, year, or financial period for project and WBS data.
History Level list
Determines the type of historical project data stored for use in Analytics.
None: Data is not stored for this project.
Project: Project-level data is stored.
WBS: Project-level and WBS data is stored.
Activity (Daily): Project-level, WBS, activity and resource assignment data is stored. Activity and resource assignment data is stored at a daily interval, regardless of the option selected in the History Interval field.
Activity (Weekly): Project-level, WBS, activity and resource assignment data is stored. Activity and resource assignment data is stored at a weekly interval, regardless of the option selected in the History Interval field.
Activity (Monthly): Project-level, WBS, activity and resource assignment data is stored. Activity and resource assignment data is stored at a monthly interval, regardless of the option selected in the History Interval field.
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.
The default value is <none>.
Portfolios field
The portfolios associated with the project.
Project ID field
The unique identifying code for 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 Risk Exposure field
The sum of the Pre-Response Risk Exposure values for all risks in the project that are in a Proposed, Open, or Active state, and are identified as a threat to the project.
Project Risk Score field
The sum of the Pre-Response Scores for all risks in the project that are in a Proposed, Open, or Active state, and are identified as a threat to 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 constraints, 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 Team Member Web timesheet 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 activities from an inactive project option on the Team Member page of the Project Preferences dialog box to allow P6 Team Member Web timesheet 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 Team Member Web timesheet users cannot view any of its activities. This prevents P6 Team Member Web timesheet 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 project’s status is What If, P6 Team Member Web timesheet users cannot view any of its activities. This prevents P6 Team Member Web timesheet users from assigning themselves to and performing work on unauthorized activities not yet officially designated Active.
Reflection projects created in P6 Professional appear in P6 as What If projects.
Requested: This status is set automatically for projects associated with certain types of project initiation and project request workflows.
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 address of the project's website.
Responsible Manager field
The organization breakdown structure (OBS) assigned to the project or EPS.
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 priority value 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. This field is not used for calculating data.
Type field
The type of element, whether project or EPS.
Website Root Directory field
The root directory for storing project Website 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.
Actual In-Progress Activities field
The number of activities that have an actual start date, but no actual finish date.
Actual Not-Started Activities field
The number of activities that have no actual start date.
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 duration percent complete for the project.
Calculated as Planned Duration minus Remaining Duration divided by Planned Duration multiplied by 100. The value is always between 0 and 100.
Duration % of Planned field
The summary actual duration percent of planned duration of all activities for the project.
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 project.
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 a project or EPS.
Calculated as Actual Labor Cost divided by At Completion Labor Cost multiplied by 100. Always in the range 0 to 100.
Labor Units % Complete field
The percent complete of units for all labor resources for the project or EPS.
Calculated as Actual Labor Units divided by At Completion Labor Units multiplied by 100. Always in the range 0 to 100.
Material Cost % Complete field
The percent complete of cost for all material resources assigned to the project or EPS.
Calculated as Actual Material Cost divided by At Complete Material Cost multiplied by 100. Always in the range 0 to 100.
Nonlabor Cost % Complete field
The percent complete of cost for all nonlabor resources assigned to the project and EPS.
Calculated as Actual Nonlabor Cost divided by At Completion 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 project or 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 percentage of the project planned work that is currently complete.
Performance % Complete is used to calculated earned value and may be based on the Activity % Complete, the 0/100 rule, the 50/50 rule, etc., depending on the technique selected for computing earned value percent complete the WBS elements in the project.
Calculated as Earned Value Cost divided by Budget At Completion multiplied by 100. Always in the range 0 to 100.
Schedule % Complete field
The measure of how much of the project baseline duration is complete so far.
Calculated based on where the current data date falls between the activity's baseline start and finish dates.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 project duration should currently be complete, relative to the selected baseline.
Units % Complete field
The percent complete of units for the resource assignments in the EPS.
The percent complete is 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 Activity % Complete is calculated from activity steps or from manual input.
This option is cleared by default. If the option is selected, you must also set Percent Complete Type to Physical on the Activities page to view the calculation in the Activity % Complete field. This option also sets the Physical % Complete field calculation to calculate from activity steps instead of manual input.
For example, if 3 of 4 steps are marked complete, and the steps are weighted equally, the Activity % Complete and the Physical % Complete is 75%.
Activity ID Prefix field
The series of initial letters, numeric digits, or special characters you want P6 to use to auto-number all the activities in a given project. By default, this field can contain 1 to 20 characters.
In order to identify and track activities, P6 assigns each activity a unique Activity ID that is the result of joining the Activity ID Prefix with the Activity ID Suffix and then adding an Increment value.
For example, a prefix of PROJ-A# combined with a suffix of 2500 and an Increment of 5 will yield the following activity IDs: PROJ-A#2500, PROJ-A#2505, etc.
Activity ID Suffix field
The numeric digits you want P6 to use to auto-number all the activities in a given project. The value must be a number between 1 and 999,999.
In order to identify and track activities, P6 assigns each activity a unique Activity ID that is the result of joining the Activity ID Prefix with the Activity ID Suffix and then adding an Increment value.
For example, a prefix of PROJ-A# combined with a suffix of 2500 and an Increment of 5 will yield the following activity IDs: PROJ-A#2500, PROJ-A#2505, etc.
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. 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.
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.
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. A primary resource or an activity owner, and expenses can be assigned to a milestone. In an office building addition project, examples of milestones might include Project Definition Complete, Structure Complete, or End Bidding Process.
WBS Summary: Activities that are used to aggregate 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 work on the same activity multiple times.
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 field
Determines how remaining duration, units, and units/time are calculated when you update an activity that has resources assigned. The activity's duration type should correspond to the dominant factor, that is, the least flexible factor in the project: schedule, costs/work effort, or resource availability.
Fixed Units/Time: The resource units per time are constant when the activity duration or units are changed. Use this duration type when an activity has fixed resources with fixed productivity output per time period.
Fixed Duration & Units/Time: The activity duration is constant as the units or resource units per time are changed. Use this duration type when the activity must be completed within a fixed time period regardless of the resources assigned.
Fixed Units: The activity units are constant when the duration or resource units per time are changed. Use this duration type when the total amount of work is fixed, and increasing the resources can decrease the activity duration.
Fixed Duration & Units: The duration and units remain constant as the units/time is changed. Use this duration type when the activity must be completed within a fixed time period and the total amount of work is fixed.
Fiscal year list
Determines on which month the fiscal year begins.
Increment field
The number you want P6 to add to the previous Activity ID in order to auto-number all the new activities in a given project. This field value must be between 1 and 99,999.
In order to identify and track activities, P6 assigns each activity a unique Activity ID that is the result of joining the Activity ID Prefix with the Activity ID Suffix and then adding an Increment value.
For example, a prefix of PROJ-A# combined with a suffix of 2500 and an Increment of 5 will yield the following activity IDs: PROJ-A#2500, PROJ-A#2505, etc.
Link Actual and Period Actual Units and Costs option
Determines whether to recalculate actual or actual this period units and costs when one of these values is updated. This option must be marked if you plan to store period performance or edit past period actuals for a project.
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. When this option is selected, Planned, Remaining, and At Completion values are set to equal for not started activities.
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 default price/unit used to calculate the cost for activities that have labor/non-labor units but no assigned resources and for activities that have assigned resources or roles that do not have a specified price/unit.
Primary Can Complete Activity option
Determines whether primary resources can mark activities as completed.
Primary Resources Can Update Activity Dates option
Determines whether primary resources can see the Update Dates button in the Timesheets page of P6 Team Member Web.
Rate Type list
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.
Resources Can Assign Themselves option
Determines whether resources can assign themselves to activities.
Resources Can Assign Themselves Outside OBS option
Determines whether resources can assign themselves to activities even if the resource does not have access to the relevant OBS for the activity.
Resources Status Activities Using list
Determines how P6 Team Member Web timesheet users enter their status for assignments.
Status Reviewers field
The people designated to review and approve team member status updates for activities in the selected WBS.
WBS Code Separator field
The character(s), such as a period, used to separate code fields. You may use one or two characters.
The separator is also the WBS code separator for new projects by default.
When Activity Progress Removed list
Determines how units and duration are handled if activity progress is removed.
Reset planned duration and units to remaining: Determines whether the application will recalculate planned unit spreads to match the remaining units.
Reset remaining duration and units to planned: Determines whether the application will recalculate remaining unit spreads to match the planned units.
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.
Publication category
Enable Publication option
Determines whether the project is able to be published or if it is skipped.
Last Published On field
The most recent publication date for the project data. This field displays no value for projects that have never been published.
Publication Priority field
The relative importance one project has to others when multiple projects are submitted to the service queue at the same time. P6 will add priority 1 projects to the queue, followed by 2, then 3, and so on up to 100. The default priority is 50.
Summary category
Contains Summary Data option
Determines whether the project has been summarized. If the checkbox is marked, 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 Resources/Roles by WBS option
Determines whether resource and role summaries should be created at WBS level for the project. If this option is selected, then P6 will create summary data for resources and roles to the level determined by Summarize to WBS level.
Summarize to WBS Level list
Determines the number of summary WBS levels stored in the database.
Units category
Actual Labor Units field
The labor units expended on the project within the EPS.
Actual Nonlabor Units field
The number of nonlabor units that have been expended on the project within the EPS.
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 number of units for all labor resources assigned to activities in the project.
Planned Non Labor Units field
The planned units for all non labor 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 Labor Units reflect the work remaining to be done for the EPS. Before the project is started, the remaining units are the same as the planned units. After the project is completed, the remaining units are zero.
Remaining Nonlabor Units field
The remaining units for all nonlabor resources assigned to the activities.
The remaining units reflect 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 nonlabor units.
Calculated as Baseline Nonlabor Units minus At Completion Nonlabor Units.
Project Codes category
This category contains project codes listed in alphabetical order.
Project User Defined category
This category contains project user defined columns listed in alphabetical order.
If a Project UDF cannot be calculated, for example because the data used in the formula is unavailable, the column the EPS page displays Locked.