By default, the Master Rate Sheet in the Company Workspace will be used to do the costing. You can assign a custom rate sheet at the activity sheet level, or a project sheet level, and then do the re-costing. Accordingly, the price/unit from the respective sheet is used to do the re-costing.
The following logic is used to do the re-costing:
- If no rate (Price/Unit) is defined in the Activity Sheet, and no rate is defined for the resource/role, then user will see a warning included in the history and a default value of 0.
- If a rate is defined for the individual resource on an activity, Unifier selects the project currency and multiply that number by the number of units to get the cost.
Only the following fields will be re-costed for baseline schedule:
Activity Attributes
- Planned Total Cost (uuu_P6PlannedTotalCost)
- Actual Total Cost (uuu_P6ActualTotalCost)
- At Completion Total Cost (uuu_P6AtCompletionTotalCost)
- Remaining Total Cost (uuu_P6RemainingTotalCost)
Assignment Attributes
- Planned Cost (uuu_P6PlannedCost)*
- Actual Cost (uuu_P6ActualCost)*
- Remaining Cost (uuu_P6RemainingCost)*
- At Completion Cost (uuu_P6AtCompletionCost)*
As part of baseline re-costing, the new planned total cost in current schedule has been updated and recalculated for all the fields that are impacted by change in baseline planned cost.
- Spread Costing: Applying the correct cost-applicable on that day.
- CBS: Unifier uses the Estimate to Completion (ETC) calculation from Project ETC Formula.
- PV Cost: Planned Value (PV) cost of activity in Current Schedule is Planned Cost of the same activity in baseline.
For cumulative calculation Unifier applies the formula on cumulative data, and similarly, does the same for incremental data.
If a project does not have a baseline schedule, then Unifier uses the corresponding baseline values from the current schedule.
Activity Attribute | Date Element | Calculation |
|---|---|---|
Planned Total Cost |
| Planned Total Cost is calculated by consolidating the planned cost across all assignments under an activity. |
Actual Total Cost |
| The actual total cost incurred for the activity as of the project data date. Calculated by consolidating Actual Total Cost across all assignments under an activity. |
At Completion Total Cost |
| At Completion Total Cost is calculated by consolidating the at completion costs across all assignments under an activity. |
Remaining Total Cost |
| Remaining Total Cost is calculated by consolidating the remaining costs across all assignments under an activity. |
Planned Value |
| The portion of the baseline total cost of the activity or project that is scheduled to be completed as of the project data date. Calculated as Planned Total Cost multiplied by Planned Completion of the activity at the data date. Planned Total Cost and Planned completion of the activity are calculated from project baseline. |
Earned Value |
| The portion of the project baseline total cost of an activity actually completed as of the project data date. Calculated as Planned Total Cost multiplied by Performance Percent Complete. The method for computing performance percent complete depends on the Earned Value technique selected for the activity's WBS. Planned Total Cost of the activity is calculated from the project baseline. |
Estimate to Complete |
| The estimated cost to complete the activity is calculated as Remaining Total Cost for the activity or the Performance Factor multiplied by (Planned Total Cost minus Earned Value), depending on the Earned Value technique selected for the activity's WBS (calculated from the primary baseline). Planned Total cost is calculated from the project baseline. For CBS, project level earned value technique is used for data roll up. |
Schedule Performance Index |
| 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. Schedule Performance Index = Earned Value/Planned Value. A value less than 1 indicates that the project is behind schedule. For not started activities, SPI is 1. |
Cost Performance Index |
| A measure of the work accomplished as a percentage of the actual costs. Cost Performance Index (CPI) indicates whether you have spent money over the budget to date. Cost Performance Index = Earned Value/Actual Cost. A value less than 1 indicates that the actual cost has exceeded the planned value. For not started activities, CPI is 1. |
Cost Schedule Index |
| A measure to check the overall status by combining cost & schedule. Cost Schedule Index = Schedule Performance Index * Cost Performance Index. For not started activities, CSI is 1. |
Schedule Variance |
| The measure of schedule performance on a project. A negative value indicates that less work was actually performed than was scheduled and vice versa. Schedule Variance = Earned Value – Planned Value. For not started activities, SV is 0. |
Cost Variance |
| A measure of cost performance on an activity, WBS, or project. A negative value indicates that the actual cost has exceeded the planned value. Cost Variance = Earned Value - Actual Cost. For not started activities, CV is 0. |
To Complete Performance Index |
| A measure of the value of the project work that is remaining. To Complete Performance Index (TCPI) is essentially a ratio of the remaining work to the remaining funds. It helps determine the level of performance that must be achieved on the remaining work to meet recognized business goals, such as the Budget at Completion (BAC) or the Estimate at Completion (EAC). You can set performance thresholds for calculated TCPI values to display visual indicators that help you determine whether you need to take corrective action. To Complete Performance Index = (Remaining Work) / (Remaining Funds) where the Remaining Work = Budget at Completion - Earned Value. If under budget, then: Remaining Funds = Budget at Completion - Actual Cost If over budget, then: Remaining Funds = Estimate at Completion - Actual Cost |
Estimate at Completion |
| The expected total cost of a schedule activity when the defined scope of work will be completed. Calculated as Actual Cost (14) + Estimate to Complete Cost (24). The method for calculating estimate to complete depends on the earned value technique selected for the activity's WBS. The estimate at completion (EAC) will help you find a new, realistic, budget to complete the project. It tells you how much you may have to spend to complete the project. The EAC can be calculated in three cases depending on the situation. |
Budget at Completion |
| The planned total cost through activity completion calculated by consolidating costs across all assignments. |
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. Budget At Completion is calculated from the current baseline. Variance at Completion = Budget At Completion - Estimate At Completion. |