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Project Fields
Field Type
string
restricted to 'Task
Dependent', 'Resource
Dependent', 'Level of Effort',
'Start Milestone', 'Finish
Milestone', 'WBS Summary'
ActivityDefaultCalendarObjectId int
ActivityDefaultCostAccountObjectId int
string
restricted to 'Fixed
Units/Time', 'Fixed Duration
and Units/Time', 'Fixed Units',
'Fixed Duration and Units'
string
restricte to ysica ,
'Duration', 'Units'
double
ActivityDefaultActivityType
ActivityDefaultDurationType
ActivityDefaultPercentCompleteType
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restricted to minInclusive(0.0)
ActivityIdBasedOnSelectedActivity boolean
int
restricted to maxLength(20)
ActivityIdPrefix string
ActivityIdSuffix int
ActivityPercentCompleteBasedOnActivitySteps boolean
AddActualToRemaining boolean
string
restricted to maxLength(32)
AllowNegativeActualUnitsFlag boolean
double
restricted to minInclusive(0.0)
maxInclusive(100.0)
ActivityDefaultPricePerUnit
ActivityIdIncrement
AddedBy
AnnualDiscountRate
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AnticipatedFinishDate dateTime
AnticipatedStartDate dateTime
AssignmentDefaultDrivingFlag boolean
string
restricted to 'Price / Unit',
'Price / Unit 2', 'Price / Unit 3',
'Price / Unit 4', 'Price / Unit 5'
CheckOutDate dateTime
CheckOutStatus boolean
CheckOutUserObjectId int
ContainsSummaryData boolean
ContainsSummaryDataOnly boolean
CostQuantityRecalculateFlag boolean
CreateDate dateTime
CreateUser string
CriticalActivityFloatLimit double
string
restricted to 'Critical Float',
'Longest Path'
AssignmentDefaultRateType
CriticalActivityPathType
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CurrentBaselineProjectObjectId int
CurrentBudget double
CurrentVariance double
DataDate dateTime
DateAdded dateTime
string
string restricted to '', 'Hour','Day', 'Week', 'Month', 'Year'
string
restricted to 'Month',
'Quarter', 'Year'
DistributedCurrentBudget double
string
restricted to '', 'Activity
Percent Complete', '0 / 100',
'50 / 50', 'Custom Percent
Complete', 'WBS Milestones
Percent Complete', 'Activity
Percent Complete Using
Resource Curves'
string
DefaultPriceTimeUnits
DiscountApplicationPeriod
EarnedValueComputeType
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restricted to '', 'ETC =
Remaining Cost for Activity',
'PF = 1', 'PF = Custom Value',
'PF = 1 / CPI', 'PF = 1 / (CPI *
SPI)'
double
restricted to minInclusive(0.0)
EarnedValueUserPercent double
EnableSummarization boolean
double
restricted to minInclusive(0.0)
FinishDate dateTime
FiscalYearStartMonth int
ForecastFinishDate dateTime
ForecastStartDate dateTime
string
restricted to pattern(|\{[0-9a-
fA-F]{8}-[0-9a-fA-F]{4}-[0-9a-
fA-F]{4}-[0-9a-fA-F]{4}-[0-9a-
fA-F]{12}\})
arne a ue ompu e ype
EarnedValueETCUserValue
EstimatedWeight
GUID
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HasFutureBucketData boolean
string
restricted to maxLength(40)
IndependentETCLaborUnits double
IndependentETCTotalCost double
LastFinancialPeriodObjectId int
LastSummarizedDate dateTime
LastUpdateDate dateTime
LastUpdateUser string
int
restricted to minInclusive(1)
maxInclusive(100)
LinkActualToActualThisPeriod boolean
LinkPercentCompleteWithActual boolean
LinkPlannedAndAtCompletionFlag boolean
MSProjectManagedFlag boolean
MustFinishByDate dateTime
string
restricted to maxLength(100)
string
restricted to maxLength(100)
OBSObjectId int
Id
LevelingPriority
Name
OBSName
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ObjectId int
OriginalBudget double
OverallProjectScore int
OwnerResourceObjectId int
ParentEPSObjectId int
PlannedStartDate dateTime
PrimaryResourcesCanMarkActivitiesAsCompleted boolean
ProjectForecastStartDate dateTime
ProposedBudget double
ResetPlannedToRemainingFlag boolean
ResourceCanBeAssignedToSameActivityMoreThanOnce boolean
ResourcesCanAssignThemselvesToActivities boolean
ResourcesCanEditAssignmentPercentComplete boolean
ResourcesCanMarkAssignmentAsCompleted boolean
ResourcesCanViewInactiveActivities boolean
RiskLevel string
ScheduledFinishDate dateTime
StartDate dateTime
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Status string
StrategicPriority int
SummarizeToWBSLevel int
SummarizedDataDate dateTime
SummaryAccountingVarianceByCost double
SummaryAccountingVarianceByLaborUnits double
SummaryActivityCount int
SummaryActualDuration double
SummaryActualExpenseCost Cost
SummaryActualFinishDate dateTime
SummaryActualLaborCost double
SummaryActualLaborUnits double
SummaryActualMaterialCost double
SummaryActualNonLaborCost double
SummaryActualNonLaborUnits double
SummaryActualStartDate dateTime
SummaryActualThisPeriodCost doubleSummaryActualThisPeriodLaborCost double
SummaryActualThisPeriodLaborUnits double
SummaryActualThisPeriodMaterialCost double
SummaryActualThisPeriodNonLaborCost double
SummaryActualThisPeriodNonLaborUnits double
SummaryActualTotalCost double
SummaryActualValueByCost double
SummaryActualValueByLaborUnits double
SummaryAtCompletionDuration double
SummaryAtCompletionExpenseCost double
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SummaryAtCompletionLaborCost double
SummaryAtCompletionLaborUnits double
SummaryAtCompletionMaterialCost double
SummaryAtCompletionNonLaborCost double
SummaryAtCompletionNonLaborUnits double
SummaryAtCompletionTotalCost double
SummaryAtCompletionTotalCostVariance double
SummaryBaselineCompletedActivityCount int
SummaryBaselineDuration double
SummaryBaselineExpenseCost double
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SummaryBaselineFinishDate dateTime
SummaryBaselineInProgressActivityCount int
SummaryBaselineLaborCost double
SummaryBaselineLaborUnits double
SummaryBaselineMaterialCost double
SummaryBaselineNonLaborCost double
SummaryBaselineNonLaborUnits double
SummaryBaselineNotStartedActivityCount int
SummaryBaselineStartDate dateTime
SummaryBaselineTotalCost double
SummaryBudgetAtCompletionByCost Cost
SummaryBudgetAtCompletionByLaborUnits double
SummaryCompletedActivityCount int
SummaryCostPercentComplete double
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SummaryCostPercentOfPlanned double
SummaryCostPerformanceIndexByCost double
SummaryCostPerformanceIndexByLaborUnits double
SummaryCostVarianceByCost double
SummaryCostVarianceByLaborUnits double
SummaryCostVarianceIndex double
SummaryCostVarianceIndexByCost double
SummaryCostVarianceIndexByLaborUnits double
SummaryDurationPercentComplete double
SummaryDurationPercentOfPlanned double
SummaryDurationVariance double
SummaryEarnedValueByCost double
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SummaryEarnedValueByLaborUnits double
SummaryEstimateAtCompletionByCost double
SummaryEstimateAtCompletionByLaborUnits double
SummaryEstimateAtCompletionHighPercentByLaborUnits double
SummaryEstimateAtCompletionLowPercentByLaborUnits double
SummaryEstimateToCompleteByCost double
SummaryEstimateToCompleteByLaborUnits double
SummaryExpenseCostPercentComplete double
SummaryExpenseCostVariance double
SummaryFinishDateVariance double
SummaryInProgressActivityCount int
SummaryLaborCostPercentComplete double
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SummaryLaborCostVariance double
SummaryLaborUnitsPercentComplete double
SummaryLaborUnitsVariance double
string
restricted to '', 'WBS Level',
'Assignment Level'
SummaryMaterialCostPercentComplete double
SummaryMaterialCostVariance double
SummaryNonLaborCostPercentComplete double
SummaryNonLaborCostVariance double
SummaryNonLaborUnitsPercentComplete double
SummaryNonLaborUnitsVariance double
SummaryNotStartedActivityCount double
SummaryPerformancePercentCompleteByLaborUnits double
SummaryPlannedValueByCost double
SummaryPlannedValueByLaborUnits double
SummaryLevel
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SummaryProgressFinishDate dateTime
SummaryRemainingDuration double
SummaryRemainingExpenseCost double
SummaryRemainingFinishDate dateTime
SummaryRemainingLaborCost double
SummaryRemainingLaborUnits double
SummaryRemainingMaterialCost double
SummaryRemainingNonLaborCost double
SummaryRemainingNonLaborUnits double
SummaryRemainingStartDate dateTime
SummaryRemainingTotalCost double
SummarySchedulePercentComplete double
SummaryPerformancePercentCompleteByCost double
SummarySchedulePercentCompleteByLaborUnits double
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SummarySchedulePerformanceIndexByCost double
SummarySchedulePerformanceIndexByLaborUnits double
SummaryScheduleVarianceByCost double
SummaryScheduleVarianceByLaborUnits double
SummaryScheduleVarianceIndex double
SummaryScheduleVarianceIndexByCost double
SummaryScheduleVarianceIndexByLaborUnits double
SummaryStartDateVariance double
SummaryToCompletePerformanceIndexByCost double
SummaryTotalCostVariance double
SummaryTotalFloat double
SummaryUnitsPercentComplete double
SummaryVarianceAtCompletionByLaborUnits double
TotalBenefitPlan double
TotalBenefitPlanTally double
TotalFunding double
TotalSpendingPlan double
TotalSpendingPlanTally double
UnallocatedBudget double
UndistributedCurrentVariance double
UseProjectBaselineForEarnedValue boolean
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string
restricted to maxLength(2)
WBSObjectId int
string
restricted to maxLength(120)
string
restricted to maxLength(200)
WebSiteURL
WBSCodeSeparator
WebSiteRootDirectory
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Read Only
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Description
The default type for activities. Possible values are
Task Dependent
Resource Dependent
Level of Effort
Start Milestone
Finish MilestoneWBS Summary
The unique identifier of the calendar assigned to new activities
by default. Can be null for baselines.
The unique identifier of the cost account assigned to new
activities and project expenses by default.
The duration type assigned to new activities by default. Valid
values are
Fixed Units/Time
Fixed Duration and Units/Time
Fixed Units
Fixed Duration and Units
The percent complete type assigned to new activities by default.
Valid values are
Physical
Duration
Units
The price used to estimate resource costs for activities that have
planned, actual, or remaining units, but no resource assignments.
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Flag that indicates how to auto-number activity IDs for new
activities. Specify 1 to use the selected activity's activity ID as a
prefix. Specify 0 to use the standard auto-numbering based on
the prefix and suffix. The default value is 0, indicating false.
The prefix used for auto-numbering of activity IDs. When a new
activity is created, the activity ID is automatically generated using
auto-numbering. Activity ID auto-numbering concatenates the
prefix and the suffix, with the suffix incremented to make the
code unique. Example: 'A', '1000', '10' yields activity IDs of
'A1010', 'A1020', 'A1030', etc.
The suffix used for auto-numbering of activity IDs. When a new
activity is created, the activity ID is automatically generated using
auto-numbering. Activity ID auto-numbering concatenates the
prefix and the suffix, with the suffix incremented to make the
code unique. Example: 'A', '1000', '10' yields activity IDs of'A1010', 'A1020', 'A1030', etc.
The flag that indicates whether activity physical percent
complete is automatically computed from the activity steps
completed.
The flag that indicates whether to add actual to remaining or to
subtract actual from at complete when actual units and costs are
updated. Default = 'true'
The flag that indicates whether the project can allow the
negative valus for the actual units.
This price is also used to compute costs for activities in cases
where resources are assigned but the resources have no prices.
Resource cost is computed as the resource units multiplied by
the price per time.
The increment used for auto-numbering of activity IDs. When a
new activity is created, the activity ID is automatically generated
using auto-numbering. Activity ID auto-numbering concatenates
the prefix and the suffix, with the suffix incremented to make the
code unique. Example: 'A', '1000', '10' yields activity IDs of
'A1010', 'A1020', 'A1030', etc.
The name of the user who added the project to the database.
The user-defined number field that identifies the discount rate
for the project.
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The anticipated finish date of WBS, project and EPS elements.
User-entered - not dependent upon any other fields. If there are
no children, the anticipated finish date will be the finish date
displayed in the columns.
The anticipated start date of WBS, project and EPS elements.
User-entered - not dependent upon any other fields. If there are
no children, the anticipated start date will be the start datedisplayed in the columns.
The default flag assigned to new assignments, to indicate
whether assignments will drive activity dates.
The date on which the project was checked out of the Project
Management database.
The flag that indicates that the project is currently checked out to
an external file or database and is being managed remotely.
The unique identifier of the User that checked out this project.
The flag that indicates that the WBS has been summarized.
The flag that indicates that the project does not contain detaildata and cannot be opened. Projects that have been
consolidated from another location have this set to Y.
The flag that, when costs and quantities are linked, indicates
whether the quantities should be updated when costs are
updated,
The date this project was created.
The name of the user that created this project.
The duration used to determine if an activity is critical. When an
activity has total float that is less than or equal to this duration,
the activity is marked as critical.
The default rate type when adding resource assignments to a
project. Valid values are 'Price / Unit', 'Price / Unit2', 'Price /
Unit3', 'Price / Unit4', and 'Price / Unit5'.
The critical path type, which indicates how critical path activities
are identified for the project, based on either 'Critical Float' or
'Longest Path'.
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The user-defined percent complete for computing earned value for
activities within the WBS. A value of, say, 25 means that 25% of
the planned amount is earned when the activity is started and the
remainder is earned when the activity is completed.
The option which, when true, directs the Summarizer Service to
automatically summarize the project. If this is false, the project willbe skipped during the summary run.
The finish date of the project.
The month that marks the beginning of the fiscal year for the
project.
The alternate end date to be optionally used by the scheduler. The
user sets the alternate end date by dragging the project bar in the
Gantt Chart while manually leveling the resource profile in a
resource analysis layout.
The alternate start date to be optionally used by the scheduler.
The user sets the alternate start date by dragging the project bar in
the Gantt Chart around while manually leveling the resource
profile in a resource analysis layout.
,
Schedule Performance Index)'.
The user-defined performance factor, PF, for computing earned-
value estimate-to-complete. ETC is computed as PF * (BAC -earned value).
The estimation weight for the WBS element, used for top-down
estimation. Top-down estimation weights are used to calculate the
proportion of units that each WBS element or activity receives in
relation to its siblings in the WBS hierarchy. top-down estimation
distributes estimated units in a top-down manner to activities
using the WBS hierarchy.
The globally unique identifier generated by the system.
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The flag that indicates whether a resource assignment in the
project has future bucket data.
The user-entered ETC total labor.
The user-entered ETC total cost.
The unique identifier of the last closed financial period for the
project.
The date the project was last summarized.
The date this project was last updated.
The name of the user that last updated this project.
The flag that indicates whether actual units and costs are linked to
actual-this-period units and costs. Setting this field to true
asynchronously causes all actual-this-period values to be
recalculated for the project via a job service. Default = 'true'.
The flag that indicates whether actual units and cost should be
recalculated when percent complete changes. Default = 'false'
The flag that indicates whether the At Completion Cost/Unitsshould be linked to Planned Cost/Units for not-started activities.
Default = 'true'
The flag indicating whether this is a Microsoft Project-managed
project.
The date by which all project activities must finish. If entered, it is
used as the project late finish date by the project scheduler.
The unique identifier of the project manager from the project's
OBS tree who is responsible for the WBS.
The short code assigned to each WBS element for identification.
Each WBS element is uniquely identified by concatenating its own
code together with its parents' codes.
The priority for scheduling.
The name of the WBS element.
The name of the person/role in the organization, sometimes
referred to as the "responsible manager".
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The unique identifier generated by the system.
The original budget for the project.
The project score calculated based on all project code types
assigned to this project.
The unique identifier of the Owner Resource of this project.
The unique identifier of the parent EPS of this project.The planned start date of the project. Used by the project
scheduler.
The flag that indicates whether primary resources can mark the
project activities as completed. If not selected, a primary resource
can only mark an activity as For Review. In this case the project
manager reviews the activity and marks it as either Rejected or
completed.
The alternate start date to be optionally used by the scheduler.
The user sets the alternate start date by dragging the project bar in
the Gantt Chart around while manually leveling the resource
profile in a resource analysis layout.
The Proposed Budget, which is the sum of the original budget plus
the approved and pending budgets from the budget change log.
The flag that indicates whether to reset Planned Duration and
Units to Remaining Duration and Units, or to reset Remaining
Duration and Units to Planned Duration and Units when the
Activity Status is or becomes not started. Default = 'true'
The flag that indicates whether a resource can be assigned morethan once to the same activity. This is useful when the resource is
expected to perform more than one role on an activity, for
example, documentation plus QA.
The flag that indicates whether timesheet application users are
allowed to assign themselves to activities in this project.
The flag that indicates whether the project's resource update the
remaining units or the percent complete for their activities in the
timesheet application.
The flag that indicates whether timesheet resources can mark the
assignment as complete.
The flag that indicates whether timesheet resources can view
inactive project activities.
The risk level assigned to the project: 'Very High', 'High', 'Medium',
'Low', and 'Very Low'.
The early finish date of the latest activity in the project, as
computed by the project scheduler.
The start date of the project.
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The project status: 'Planned', 'Active', 'Inactive', 'What-If', or
'Requested'.
The project's priority. The range is from 1 to 10,000.
The maximum level within the project's WBS to perform
summarization - default to 2.
The data date of the project when it was last summarized-only
updated by summarizer.The Planned Value minus the Actual Cost. A negative value
indicates that the Actual Cost has exceeded the Planned Value.
The Planned Value Labor Units minus the Actual Units. Negative
value indicates that Actual Units have exceeded the Planned Value
Labor Units.
The number of activities that are currently in progress.
The actual duration.
The actual costs for all project expenses associated with the
project.
The latest actual finish date of all activities in the project.
The actual cost for all labor resources assigned to the activity.
The actual labor units.
The actual units for all material resources assigned to the activity.
The actual units for all nonlabor resources assigned to the activity.
The actual nonlabor units.
The earliest actual start date of all activities in the project.
The actual this period cost (will be labor or nonlabor).The actual this period labor cost
The actual this period labor units.
The actual this period material cost.
The actual this period nonlabor cost.
The actual this period nonlabor units.
The actual labor cost + actual nonlabor cost + actual expense cost
as of the project data date.
The actual total cost incurred on the activity as of the project data
date, computed as Actual Labor Cost + Actual Nonlabor Cost +
Actual Material Cost + Actual Expense Cost.
The actual total labor units for the activity as of the project data
date (i.e., actual total cost by labor units).
The duration at completion.
The sum of the actual plus remaining cost for all project expenses
associated with the cost account. Computed as Actual Expense
Cost + Remaining Expense Cost.
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The sum of the actual plus remaining costs for all labor resources
assigned to the activity. Computed as actual labor cost + remaining
labor cost. Same as the planned labor costs if the activity is not
started and the actual labor costs once the activity is completed.
The sum of the actual plus remaining units for all labor resources
assigned to the activity. Computed as actual labor units +remaining labor units. Same as the planned labor units if the
activity is not started and the actual labor units once the activity is
completed.
The material cost at completion. It is the sum of the actual plus
remaining costs for all material resources assigned to the activity.
Computed as actual material cost + remaining material cost. Same
as the planned material costs if the activity is not started and the
actual material costs once the activity is completed.
The nonlabor cost at completion. It is the sum of the actual plus
remaining costs for all nonlabor resources assigned to the activity.
Computed as actual nonlabor cost + remaining nonlabor cost.
Same as the planned nonlabor costs if the activity is not started
and the actual nonlabor costs once the activity is completed.
The nonlabor units at completion. It is the sum of the actual plus
remaining units for all nonlabor resources assigned to the activity.
Computed as actual nonlabor units + remaining nonlabor units.
Same as the planned nonlabor units if the activity is not started
and the actual nonlabor units once the activity is completed.
The estimated cost at completion for the activity. Computed as the
actual total cost plus the estimate-to-complete cost; EAC = ACWP
+ ETC. Note that the method for computing ETC depends on the
earned-value technique selected for the activity's WBS.
The Baseline Planned Total Cost - At Completion Total Cost.
The number of completed activities in the baseline.
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. Same as the actual
duration plus the remaining duration. The total working time is
computed using the activity's calendar.
The planned cost for all project expenses associated with the
activity in the primary baseline. Computed as the baseline actual
expense cost plus the baseline remaining expense cost.
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The current latest finish date of all activities in the project for the
current baseline.
The number of in-progress activities in the baseline.
The planned cost for all labor resources assigned to the activity in
the primary baseline. Computed from the baseline At Completion
labor units. If no resources are assigned, computed as the activity
Baseline Planned Labor Units * Project Default Price / Time.
The planned units for all labor resources assigned to the activity in
the primary baseline. Computed as the baseline actual labor units
plus the baseline remaining labor units.
The planned cost for all material resources assigned to the activity
in the primary baseline. Computed from the baseline At
Completion nonlabor units. If no resources are assigned.
The planned cost for all nonlabor resources assigned to the activity
in the primary baseline. Computed from the baseline At
Completion nonlabor units. If no resources are assigned, computed
as the activity Baseline Planned Nonlabor Units * Project Default
Price / Time.
The planned units for all nonlabor resources assigned to the
activity in the primary baseline. Computed as the baseline actual
nonlabor units plus the baseline remaining nonlabor units.
The number of activities not started in the baseline.
The current earliest start date of all activities in the WBS for the
current baseline.
The Planned Total Cost for the activity in the primary baseline,including labor resources, nonlabor resources, and project
expenses. Baseline Planned Total Cost = Baseline Planned Labor
Cost + Baseline Planned Nonlabor Cost + Baseline Planned Expense
Cost.
The Planned Total Cost through activity completion. Computed as
Planned Labor Cost + Planned Nonlabor Cost + Planned Expense
Cost, same as the Planned Total Cost.
The Baseline Planned Labor Cost + Baseline Planned Nonlabor Cost
+ Baseline Planned Expense Cost. Same as the Baseline Planned
Total Cost.
The number of activities that have an Actual Finish in the WBS.
The percent complete of cost for all nonlabor resources assigned.
Computed as Actual Nonlabor Cost / At Completion Nonlabor Cost
* 100. Always in the range 0 to 100.
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The activity actual cost percent of planned. Computed as actual
total cost / baseline total cost * 100, or equivalently as ACWP /
BAC * 100. The value can exceed 100. The baseline total cost is the
activity's at completion cost from the current baseline. This field is
named SummaryCostPercentOfBudget in Primavera's Engineering
& Construction and Maintenance & Turnaround solutions.
The Earned Value divided by the Actual Cost. A value less than 1
indicates that the Actual Cost has exceeded the Planned Value.
The Earned Value Labor Units / Actual Labor Units.
The Earned Value minus the Actual Cost. A negative value indicates
that the Actual Cost has exceeded the Planned Value.
The Earned Value Labor Cost minus Actual Value Labor Cost.
The value that is calculated as the Cost Variance divided by Earned
Value.
The Cost Variance divided by Earned Value.
The Cost Variance Labor Units divided by Earned Value Labor Units.
The activity actual duration percent of planned. Computed as
actual duration / baseline planned duration * 100. The value can
exceed 100. The baseline planned duration is the activity's at
complete duration from the primary baseline.
The summary actual duration percent of planned of all activities
under this project. Computed as actual duration / baselineduration * 100. The value can exceed 100. The Baseline duration is
the activity's at complete duration from the current baseline.
The duration between the activity's baseline duration and the at
complete duration. Computed as baseline planned duration - at
completion duration.
The Budget at Completion * Performance % Complete. The
method for computing the Performance Percent Complete
depends on the Earned Value technique selected for the activity's
WBS. Budget at Completion is computed from the primary
baseline.
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The portion of the baseline labor units that is actually completed
as of the project data date. Computed as Baseline Labor Units *
Performance % Complete. The planned labor units performed is
essentially the labor units Earned Value for the activity. The
method for computing the Performance % Complete depends on
the Earned Value technique selected for the activity's WBS. The
Baseline Labor Units is taken from the current baseline.
The Actual Cost plus the Estimate to Complete Cost. The method
for computing Estimate to Complete depends on the Earned Value
technique selected for the activity's WBS.
The Actual Labor Units + Estimate To Complete Labor Units.
(Estimate To Complete Labor Units is calculated based off of the
Earned Value setting on the WBS.)
The high forecast of Estimate At Completion (EAC) by labor units.
The low forecast of Estimate At Completion (EAC) by labor units.
The Remaining Total Cost for the activity or the Performance
Factor * (Budget at Completion - Earned Value), depending on the
Earned Value technique selected for the activity's WBS (calculated
from the primary baseline).
The estimated quantity to complete the activity. Computed as
either the remaining total units for the activity, or as Performance
Factor * (Baseline Planned Labor Units - Planned Quantity of WorkPerformed), depending on the Earned Value Technique selected
for the activity's WBS.
The percent complete of cost for all expenses associated with the
project. It is computed as Actual Expense Cost / At Complete
Expense Cost * 100, and it is always in the range of 0 to 100.
The Baseline Planned Expense Cost - At Completion Expense Cost
(At Completion Expense Cost = Actual Expense Cost + Remaining
Expense Cost).
The duration between the finish date in the current project and
the baseline finish date. Calculated as finish date - baseline finish
date.
The number of activities that are currently in progress.
The percent complete of cost for all labor resources assigned to
the project. It is computed as Actual Labor Cost / At Complete
Labor Cost * 100, and it is always in the range of 0 to 100.
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The Baseline Planned Labor Cost - At Completion Labor Cost.
The percent complete of units for all labor resources for the WBS.
Computed as actual labor units / at complete labor units * 100.
Always in the range 0 to 100.
The difference between baseline labor units and at completion
labor units. Calculated as baseline labor units - at completion laborunits.
The percent complete of cost for all material resources assigned to
the project. It is computed as Actual Material Cost / At Complete
Material Cost * 100, and it is always in the range of 0 to 100.
The variance that is calculated as Baseline Material Cost - At
Completion Material Cost.
The percent complete of cost for all non-labor resources assigned
to the project. It is computed as Actual Nonlabor Cost / At
Complete Nonlabor Cost * 100, and it is always in the range of 0 to
100.
The Baseline Planned Nonlabor Cost - At Completion Nonlabor
Cost.
The percent complete of units for all nonlabor resources for the
Project. Computed as Actual Nonlabor Cost / At Completion
Nonlabor Cost * 100. Always in the range 0 to 100.
The difference between baseline nonlabor units and at completion
non labor units. Calculated as baseline nonlabor units - at
completion nonlabor units.
The number of activities that are currently not started.
The percent complete of units for the resource assignments in the
WBS Computed as Actual Units / At Complete Units * 100. Always
in the range 0 to 100.
The Budget at Completion * Schedule % Complete. The Schedule %
Complete specifies how much of the activity's baseline duration
has been completed so far. Budget at Completion is computed
from the primary baseline
The portion of the baseline labor units that is scheduled to be
completed as of the project data date. Computed as Baseline
Labor Units * Schedule % Complete. The Schedule % Complete
specifies how much of the activity's baseline duration has been
completed so far. The Baseline Labor Units is taken from the
current baseline.
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The date the activity is expected to be finished according to the
progress made on the activity's work products. The expected finish
date is entered manually by people familiar with progress of the
activity's work products.
The total working time from the WBS remaining start date to the
remaining finish date.
The remaining costs for all project expenses associated with theactivities in the WBS.
The date the resource is scheduled to finish the remaining work for
the activity. This date is computed by the project scheduler but can
be updated manually by the project manager. Before the activity is
started, the remaining finish date is the same as the planned finish
date.
The remaining costs for all labor resources assigned to the
activities. The remaining cost reflects the cost remaining for the
WBS.
The remaining units for all labor resources assigned to the
activities. The remaining units reflects the work remaining to be
done for the WBS.
The remaining material costs for all project expenses associated
with the activities in the WBS.
The remaining nonlabor costs for all project expenses associated
with the activities in the WBS.
The remaining units for all nonlabor resources assigned to the
activities. The remaining units reflects the work remaining to be
done for the WBS.
The earliest remaining start of all activities assigned to the WBS.
The sum of all remaining total costs in the WBS.
The measure that indicates how much of the WBS baseline
duration has been completed so far. Computed 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 % complete is 0. If the data date is later than the baseline
finish, the schedule % complete is 100. The schedule % complete
indicates how much of the WBS duration should be currently
completed, relative to the selected baseline.
The percent complete of cost for all labor resources, nonlabor
resources, and expenses. Computed as Actual Total Cost / At
Completion Total Cost * 100. Always in the range 0 to 100.
The percent complete of units for all labor resources. Computed as
Actual Labor Units / At Completion Labor Units * 100. Always in
the range 0 to 100.
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The Earned Value divided by the Planned Value. A value less than 1
indicates that less work was actually performed than was
scheduled.
The Earned Value Labor Units divided by Planned Value Labor
Units.
The Earned Value divided by the Planned Value. A negative value
indicates that less work was actually performed than wasscheduled.
The Earned Value Labor Units minus the Planned Value Labor
Units.
The value that is calculated as the Schedule Variance Labor Units
divided by Planned Value Labor Units.
The Schedule Variance divided by the Planned Value.
The Schedule Variance Labor Units divided by the Planned Value
Labor Units.
The duration between the start date in the current project and the
baseline start date. Calculated as start date - baseline start date.
The (Budget at Completion - Earned Value) divided by (Estimate at
Completion - Actual Cost).
The value that is calculated as baseline total cost - total cost.
The amount of time the WBS can be delayed before delaying the
project finish date. Total float can be computed as late start - early
start or as late finish - early finish; this option can be set when
running the project scheduler.
The percent complete of units for the resource assignments in theWBS. Computed as Actual Units / At Complete Units * 100. Always
in the range 0 to 100.
The Baseline Planned Total Labor Units minus Estimate at
Completion Labor Units.
The sum of the monthly benefit plan.
The sum of the monthly benefit plan tally.
The total amount of funding contributed to the project by your
funding sources.
The sum of the monthly spending plan.
The sum of the monthly spending plan tally.
The total current budget minus the distributed current budget.
The total spending plan minus the total spending plan tally.
The flag that indicates whether earned value should be calculated
based on the project baseline or the user's primary baseline. This
setting only affects Project Management, not the Integration API
or Primavera's Web application.
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The internal WBS ID of the project. This ID cannot be used to load
a WBS object directly.
The project Web site URL, which is the Web address of the
project's website.
The character used to separate the concatenated code fields for
the project's WBS tree.
The root directory for storing project Web site files before they are
published to the Web server.
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