Activity Sheet Columns

Control Accounts (Editable)

This is Unifier specific field and is editable in the tab. This can also be updated using import CSV. The accepted values are Yes/No.

Activity ID

This is a unique identifier of the activity. 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.

Type

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.

CBS 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.

CBS Code (Editable)

The CBS code in Unifier to which you want to link an activity, assignment, or expense. This is and editable field and can also be updated using import CSV.

Performance % Complete

The percentage of the activity, or project, planned work that is currently complete. The Performance % Complete is used to calculate earned value (EV). It can be based on the activity percent complete, on the 0/100 rule, on the 50/50 rule, depending on the technique for computing earned-value percent complete for the activity's CBS.

Actual Start

If work has started, the date work on the activity, CBS, project, or EPS began. If resources (labor, non-labor, or material) or roles are assigned to the activity, the actual start date is the earliest among all the resource or role assignments. For a CBS, project, or EPS, the actual start date is the earliest actual start date among all activities within the CBS, project, or EPS. When P6 is integrated with Primavera Unifier, the Actual Start date might have been imported from Primavera Unifier rather than calculated by P6.

Actual Finish

The date on which the item, such as an activity, assignment, or project, is complete. When P6 is integrated with Primavera Unifier, the Actual Finish date might have been imported from Primavera Unifier rather than calculated by P6.

Planned Duration

The expected amount of time required to complete an activity. The planned working time is calculated in P6 using the activity's calendar. The duration is measured from the activity's planned start date to its planned finish date.

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.

Remaining Duration

The total working time from the activity remaining start date to the remaining finish date.The remaining working time is calculated using the activity calendar. Before the activity is started, the remaining duration is the same as the planned duration. After the activity is completed the remaining duration is zero.

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.

Activity Attributes (Units)

Planned Total Units

The planned units of work for the activity.

Actual Total Units

The exact number of units that have been expended on the selected activity.

Remaining Total Units

The remaining units of work to be performed by the resource on the activity. Calculated as Planned Units minus Actual Units.

At Completion Total Units

The sum of the actual units and remaining units for the resource assignment on the activity. Calculated as Actual Units plus Remaining Units.

Activity Attributes (Cost)

Planned Total Cost

The expected total cost of the activity, consolidating costs of all assignments.

Actual Total Cost

The actual non-overtime plus overtime cost for all the resource assignments of the activity.

Remaining Total Cost

The remaining cost of all the resource assignments for the activity.

At Completion Total Cost

The sum of the actual costs plus remaining costs for the resource assignment on the activity. Calculated as Actual Costs plus Remaining Costs.

Activity Attributes (Earned Value)

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.

Earned Value

The portion of the project baseline total cost of an activity or all activities in the project that are actually completed as of the project data date. Budget at completion is calculated from the project 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 CS.

Estimate to Complete

The estimated cost to complete the activity, CBS, or 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 CBS (calculated from the primary baseline). Budget at completion is calculated from the project baseline.

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. Calculated as Earned Value divided by Planned Value.

Cost Performance Index

A measure of the value of work accomplished as a percentage of the actual costs. 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 Schedule Index

Product of Schedule Performance Index & Cost Schedule Index

Schedule Variance

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.

Cost Variance

A measure of cost performance on an activity, CBS, or project. A negative value indicates that the actual cost has exceeded the planned value. Calculated as Earned Value minus Actual Cost.

To Complete Performance Index

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).

Estimate at Completion

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 CBS.

Budget at Completion

The planned total cost through activity or project completion. Calculated as Planned Labor Cost plus Planned Nonlabor Cost plus Planned Expense Cost plus Planned Material Cost.

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. Calculated as Budget At Completion minus Estimate At Completion.