Nos.

001 002 003 004 005 006 007 008 009 010 011 012 013 014

Title
Activity Step Count Steps Completed Steps In Progress Steps Not Started Actual Expense Cost Actual Labor Cost Actual Material Cost Actual Nonlabor Cost

Definitions & Termilnologies

The total number of steps assigned to the activity. The number of steps that are currently completed. The number of steps that are currently in progress. The number of steps that are currently not started. The actual cost for all project expenses associated with the activity. The actual cost for all labor resources assigned to the activity. If no resources are assigned, computed as the activity Actual Labor Units * Project Default Price / Time. The actual cost for all material resources assigned to the activity. The actual cost for all nonlabor resources assigned to the activity. If no resources are assigned, computed as the activity Actual Nonlabor Units * Project Default Price / Time.

Category
Activity Steps Activity Steps Activity Steps Activity Steps Costs Costs Costs Costs Costs Costs Costs Costs Costs Costs

Module
Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

Actual This Period Labor The actual this period cost for all labor resources assigned to the activity. Cost Actual This Period The actual this period cost for all material resources assigned to the activity. Material Cost Actual This Period The actual this period cost for all nonlabor resources assigned to the activity. Nonlabor Cost The Actual Total Cost for the activity, including labor resources, nonlabor resources, material resources, and Actual Total Cost project expenses. Actual Total Cost = Actual Labor Cost + Actual Nonlabor Cost + Actual Material Cost + Actual Expense Cost. At Completion Expense The expense cost at completion is the sum of the actual plus remaining cost for all expenses associated with the Cost activity. Computed as Actual Expense Cost + Remaining Expense Cost. The labor cost at completion is the sum of the actual plus remaining cost for all labor resources assigned to the At Completion Labor activity. Computed as Actual Labor Cost + Remaining Labor Cost. Same as the budgeted labor cost if the Cost activity is not started and the actual labor cost once the activity is completed. The material cost at completion is the sum of the actual plus remaining cost for all material resources assigned to At Completion Material the activity. Computed as Actual Material Cost + Remaining Material Cost. Same as the budgeted material cost Cost if the activity is not started and the actual material cost once the activity is completed. At Completion Nonlabor Cost At Completion Total Cost BL Project Actual Expense Cost BL Project Actual Labor Cost BL Project Actual Material Cost BL Project Actual Nonlabor Cost BL Project Actual Total Cost BL Project Expense Cost BL Project Labor Cost The nonlabor cost at completion is the sum of the actual plus remaining cost for all nonlabor resources assigned to the activity. Computed as Actual Nonlabor Cost + Remaining Nonlabor Cost. Same as the budgeted nonlabor cost if the activity is not started and the actual nonlabor cost once the activity is completed. The total cost at completion for the activity, including labor resources, nonlabor resources, material resources, and project expenses. At Completion Total Cost = At Completion Labor Cost + At Completion Nonlabor Cost + At Completion Material Cost + At Completion Expense Cost. The actual cost for all project expenses associated with the activity in the primary baseline. The actual cost for all labor resources assigned to the activity in the project baseline. If no resources are assigned, computed as the activity BL Project Actual Labor Units * Project Default Price / Time. The actual cost for all material resources assigned to the activity in the project baseline. The actual cost for all nonlabor resources assigned to the activity in the project baseline. If no resources are assigned, computed as the activity BL Project Actual Nonlabor Units * Project Default Price / Time. The actual total cost for the activity in the project baseline, including labor resources, nonlabor resources, material resources and project expenses. BL Project Actual Total Cost = BL Project Actual Labor Cost + BL Project Actual Nonlabor Cost + BL Project Actual Material Cost + BL Project Actual Expense Cost. The cost for all project expenses associated with the activity in the project baseline. Computed as the sum of the baseline Budgeted (or At Completion) expense cost. The cost for all labor resources assigned to the activity in the project baseline. Computed from the baseline Budgeted (or At Completion) labor units. If no resources are assigned, computed as the activity BL Project Labor Units * Project Default Price/Time.

015

Costs

Activities

016

Costs

Activities

017 018 019 020 021

Costs Costs Costs Costs Costs

Activities Activities Activities Activities Activities

022

Costs

Activities

023 024 025 026

Costs Costs Costs Costs

Activities Activities Activities Activities

BL Project Material Cost The Budgeted (or At Completion) Cost for all material resources assigned to the activity in the project baseline. BL Project Nonlabor Cost BL Project Total Cost The cost for all nonlabor resources assigned to the activity in the project baseline. Computed from the baseline Budgeted (or At Completion) nonlabor units. If no resources are assigned, computed as the activity BL Project Nonlabor Costs * Project Default Price/Time. The total cost for the activity in the project baseline, including labor resources, nonlabor resources, material resources, and project expenses. BL Project Total Cost = BL Project Labor Cost + BL Project Nonlabor Cost + BL Project Material Cost + BL Project Expense Cost.

027 028 029 030 031 032 033 034 035 036

Costs Costs Costs Costs Costs Costs Costs Costs Costs Costs

Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

BL1 Actual Expense Cost The actual cost for all project expenses associated with the activity in the primary baseline. BL1 Actual Labor Cost The actual cost for all labor resources assigned to the activity in the primary baseline. If no resources are assigned, computed as the activity BL1 Actual Labor Units * Project Default Price / Time.

BL1 Actual Material Cost The actual cost for all material resources assigned to the activity in the primary baseline. BL1 Actual Nonlabor Cost BL1 Actual Total Cost BL1 Expense Cost BL1 Labor Cost BL1 Material Cost BL1 Nonlabor Cost The actual cost for all nonlabor resources assigned to the activity in the primary baseline. If no resources are assigned, computed as the activity BL1 Actual Nonlabor Units * Project Default Price / Time. The actual total cost for the activity in the primary baseline, including labor resources, nonlabor resources, material resources and project expenses. BL1 Actual Total Cost = BL1 Actual Labor Cost + BL1 Actual Nonlabor Cost + BL1 Actual Material Cost + BL1 Actual Expense Cost. The cost for all project expenses associated with the activity in the primary baseline. Computed as the sum of the baseline Budgeted (or At Completion) expense cost. The cost for all labor resources assigned to the activity in the primary baseline. Computed from the baseline Budgeted (or At Completion) labor units. If no resources are assigned, computed as the activity BL1 Labor Units * Project Default Price/Time. The Budgeted (or At Completion) Cost for all material resources assigned to the activity in the primary baseline. The cost for all nonlabor resources assigned to the activity in the primary baseline. Computed from the baseline Budgeted (or At Completion) nonlabor units. If no resources are assigned, computed as the activity BL1 Nonlabor Costs * Project Default Price/Time. The total cost for the activity in the primary baseline, including labor resources, nonlabor resources, material resources, and project expenses. BL1 Total Cost = BL1 Labor Cost + BL1 Nonlabor Cost + BL1 Material Cost + BL1 Expense Cost.

037 038 039 040 041 042 043 044 045 046

BL1 Total Cost

Costs Costs Costs Costs Costs Costs Costs Costs Costs Costs

Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

Budgeted Expense Cost The budgeted cost for all project expenses associated with the activity. Budgeted Labor Cost The budgeted costs for all labor resources assigned to the activity. If no resources are assigned, computed as the activity Budgeted Labor Units * Project Default Price / Time.

Budgeted Material Cost The budgeted cost for all material resources assigned to the activity. Budgeted Nonlabor Cost Budgeted Total Cost Remaining Expense Cost Remaining Labor Cost Remaining Material Cost Remaining Nonlabor Cost The budgeted cost for all nonlabor resources assigned to the activity. If no resources are assigned, computed as the activity Budgeted Nonlabor Units * Project Default Price / Time. The budgeted total cost for the activity, including labor resources, nonlabor resources, material resources, and project expenses. Budgeted Total Cost = Budgeted Labor Cost + Budgeted Nonlabor Cost + Budgeted Material Cost + Budgeted Expense Cost. The remaining cost for all project expenses associated with the activity. The remaining cost for all labor resources assigned to the activity. If no resources are assigned, computed as the activity Remaining Labor Units * Project Default Price / Time. The remaining cost for all material resources assigned to the activity. The remaining cost for all nonlabor resources assigned to the activity. If no resources are assigned, computed as the activity Remaining Nonlabor Units * Project Default Price / Time.

Page 1 of 5

Nos.
047 048 049 050 051 052 053 054 055 056 057 058 059 060

Title
Remaining Total Cost Variance - BL Project Expense Cost Variance - BL Project Labor Cost Variance - BL Project Material Cost Variance - BL Project Nonlabor Cost Variance - BL Project Total Cost Variance - BL1 Expense Cost Variance - BL1 Labor Cost Variance - BL1 Material Cost Variance - BL1 Nonlabor Cost Variance - BL1 Total Cost Actual Finish Actual Start Anticipated Finish

Definitions & Termilnologies

The remaining total cost for the activity, including labor resources, nonlabor resources, material resources, and project expenses. Remaining Total Cost = Remaining Labor Cost + Remaining Nonlabor Cost + Remaining Material Cost + Remaining Expense Cost. Variance Expense Cost is calculated as BL Project Expense Cost - At Completion Expense Cost (At Completion Expense Cost = Actual Expense Cost + Remaining Expense Cost). Variance Labor Cost is calculated as BL Project Labor Cost - At Completion Labor Cost. Variance Material Cost is calculated as BL Project Material Cost - At Completion Material Cost. Variance Nonlabor Cost is calculated as BL Project Nonlabor Cost - At Completion Nonlabor Cost. Variance Total Cost is calculated as BL Project Total Cost - At Completion Total Cost. Variance Expense Cost is calculated as BL1 Expense Cost - At Completion Expense Cost (At Completion Expense Cost = Actual Expense Cost + Remaining Expense Cost). Variance Labor Cost is calculated as BL1 Labor Cost - At Completion Labor Cost. Variance Material Cost is calculated as BL1 Material Cost - At Completion Material Cost. Variance Nonlabor Cost is calculated as BL1 Nonlabor Cost - At Completion Nonlabor Cost. Variance Total Cost is calculated as BL1 Total Cost - At Completion Total Cost. The date on which the activity is actually finished. The date on which the activity is actually started. 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. 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 date displayed in the columns. The current finish date of the activity in the project baseline. When earned value is using planned dates then the finish will be set to the activity's planned finish date. When earned value is using current dates then the finish will be set to the remaining early finish date when the activity is not started or in progress, then the actual finish date once the activity is completed. The current start date of the activity in the project baseline. When earned value is using planned dates then the start will be set to the activity's planned start date. When earned value is using current dates then the start will be set to the planned start date until the activity is started, then set to the actual start date. The current finish date of the activity in the primary baseline. When earned value is using planned dates then the finish will be set to the activity's planned finish date. When earned value is using current dates then the finish will be set to the remaining early finish date when the activity is not started or in progress, then the actual finish date once the activity is completed. The current start of the activity in the primary baseline. When earned value is using planned dates then the start will be set to the activity's planned start date. When earned value is using current dates then the start will be set to the planned start date until the activity is started, then set to the actual start date. The current finish date of the activity in the secondary baseline. When earned value is using planned dates then the finish will be set to the activity's planned finish date. When earned value is using current dates then the finish will be set to the remaining early finish date when the activity is not started or in progress, then the actual finish date once the activity is completed. The current start date of the activity in the secondary baseline. When earned value is using planned dates then the start will be set to the activity's planned start date. When earned value is using current dates then the start will be set to the planned start date until the activity is started, then set to the actual start date. The current finish date of the activity in the tertiary baseline. When earned value is using planned dates then the finish will be set to the activity's planned finish date. When earned value is using current dates then the finish will be set to the remaining early finish date when the activity is not started or in progress, then the actual finish date once the activity is completed. The current start date of the activity in the tertiary baseline. When earned value is using planned dates then the start will be set to the activity's planned start date. When earned value is using current dates then the start will be set to the planned start date until the activity is started, then set to the actual start date. The earliest possible date the activity can finish. This date is computed by the project scheduler based on network logic, schedule constraints, and resource availability. The earliest possible date the remaining work for the activity can begin. This date is computed by the project scheduler based on network logic, schedule constraints, and resource availability. 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 External Early Start date is the earliest finish date of all lost external relationships. This field is populated only during import when a relationship is lost because it does not exist in the current database. This date may be used to calculate the start date of the current activity in place of the true relationship when scheduling. The External Late Finish date is the latest start date of all lost external relationships. This field is populated only during import when a relationship is lost because it does not exist in the current database. This date may be used to calculate the finish date of the current activity in place of the true relationship when scheduling. The current finish date of the activity. Set to the activity remaining early finish date while the activity is not started or in progress, and the actual finish date once the activity is completed. The latest possible date the activity must finish without delaying the project finish date. This date is computed by the project scheduler based on network logic, schedule constraints, and resource availability. The latest possible date the remaining work for the activity must begin without delaying the project finish date. This date is computed by the project scheduler based on network logic, schedule constraints, and resource availability. The date the activity is scheduled to finish. This date is computed by the project scheduler but can be updated manually by the project manager. This date is not changed by the project scheduler after the activity has been started. The date the activity is scheduled to begin. This date is computed by the project scheduler but can be updated manually by the project manager. This date is not changed by the project scheduler after the activity has been started. The constraint date for the activity, if the activity has a constraint. The activity's constraint type determines whether this is a start date or finish date. Activity constraints are used by the project scheduler. The date the remaining work for the activity is scheduled to finish. 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. This is the finish date that Progress Reporter users follow. The date the remaining work for the activity is scheduled to begin. This date is computed by the project scheduler but can be updated manually by the project manager. Before the activity is started, the remaining start date is the same as the planned start date. This is the start date that Progress Reporter users follow. Remaining late end date is calculated by the scheduler. Remaining late start date is calculated by the scheduler. Page 2 of 5

Category
Costs Costs Costs Costs Costs Costs Costs Costs Costs Costs Costs Dates Dates Dates

Module
Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

061

Anticipated Start

Dates

Activities

062

BL Project Finish

Dates

Activities

063

BL Project Start

Dates

Activities

064

BL1 Finish

Dates

Activities

065

BL1 Start

Dates

Activities

066

BL2 Finish

Dates

Activities

067

BL2 Start

Dates

Activities

068

BL3 Finish

Dates

Activities

069

BL3 Start

Dates

Activities

070 071 072

Early Finish Early Start Expected Finish

Dates Dates Dates

Activities Activities Activities

073

External Early Start

Dates

Activities

074

External Late Finish

Dates

Activities

075 076

Finish Late Finish

Dates Dates

Activities Activities

077

Late Start

Dates

Activities

078

Planned Finish

Dates

Activities

079

Planned Start

Dates

Activities

080

Primary Constraint Date

Dates

Activities

081

Remaining Early Finish

Dates

Activities

082 083 084

Remaining Early Start Remaining Late Finish Remaining Late Start

Dates Dates Dates

Activities Activities Activities

Nos.
085 086 087 088 089

Title
Resume Date Secondary Constraint Date

Definitions & Termilnologies

The date progress is resumed on an activity. The second constraint date for the activity, if the activity has a constraint.

Category
Dates Dates Dates Dates Durations

Module
Activities Activities Activities Activities Activities

090

091 092 093 094

The current start date of the activity. Set to the activity remaining early start date while the activity is not started, Start and the actual start date once the activity is started. Suspend Date The date progress is suspended on an activity. Actual duration is the total working time from the activity actual start date to the actual finish date (for Actual Duration completed activities), or to the current data date (for in-progress activities). The actual working time is computed using the activity's calendar. The duration at completion is 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, then it is the actual start date. The At Completion Duration 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 computed using the activity's calendar. BL Project Duration The duration for the activity in the project baseline. BL1 Duration The duration for the activity in the primary baseline. Free Float The amount of time the activity can be delayed before delaying the start date of any successor activity. Original Duration is the total working time from the activity planned start date to the planned finish date. The Original Duration planned working time is computed using the activity's calendar. Remaining Duration Remaining duration is the total working time from the activity remaining start date to the remaining finish date. The remaining working time is computed using the activity's calendar. Before the activity is started, the remaining duration is the same as the Original Duration. After the activity is completed the remaining duration is zero.

Durations

Activities

Durations Durations Durations Durations

Activities Activities Activities Activities

095

Durations

Activities

096

097 098 099 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115

The amount of time remaining by which the activity can be delayed before delaying the project finish date. Computed as Late Finish - Remaining Finish. If the remaining finish is the same as the early finish ( in general, when the activity is not started), then the remaining float is the same as the total float. The amount of time the activity can be delayed before delaying the project finish date. Total float can be Total Float computed as Late Start - Early Start or as Late Finish - Early Finish; this option can be set when running the project scheduler. Variance - BL Project Variance Duration is the duration between the activity's BL Project Duration and the At Completion Duration. Duration Computed as BL Project Duration - At Completion Duration. Variance - BL Project Variance Finish Date is the duration between the BL Project Finish date and the Finish Date in the current project. Finish Date Calculated as BL Project Finish - Finish Date. Variance - BL Project Variance Start Date is the duration between the BL Project Start date and the Start Date in the current project. Start Date Calculated as BL Project Start - Start Date. Variance Duration is the duration between the activity's BL1 Duration and the At Completion Duration. Variance - BL1 Duration Computed as BL1 Duration - At Completion Duration. Variance - BL1 Finish Variance Finish Date is the duration between the BL1 Finish date and the Finish Date in the current project. Date Calculated as BL1 Finish - Finish Date. Variance - BL1 Start Variance Start Date is the duration between the BL1 Start date and the Start Date in the current project. Date Calculated as BL1 Start - Start Date. Accounting Variance is the Planned Value minus the Actual Cost. A negative value indicates that Actual Cost Accounting Variance have exceeded the Planned Value. Accounting Variance - Accounting Variance Labor Units is the Planned Value Labor Units minus the Actual Units. Negative value Labor Units indicates that Actual Units have exceeded the Planned Value Labor Units. Actual Cost is the Actual Labor Cost + Actual Nonlabor Cost + Actual Material Cost + Actual Expense Cost as of Actual Cost the project data date. Same as the Actual Total Cost. Budget at Completion is the baseline Labor Cost + baseline Nonlabor Cost + baseline Expense Cost + baseline Budget At Completion Material Cost. Same as the baseline Total Cost. Budget At Completion Budget at Completion - Labor Units is equal to the baseline Labor Units. (BAC) - Labor Units Cost Performance Index is the Earned Value divided by the Actual Cost. A value less than 1 indicates that Actual Cost Performance Index Cost have exceeded the Planned Value. Cost Performance Index Cost Performance Index Labor Units is the Earned Value Labor Units / Actual Labor Units. - Labor Units Cost Variance is the Earned Value minus the Actual Cost. A negative value indicates that Actual Cost have Cost Variance exceeded the Planned Value. Cost Variance - Labor Cost Variance Labor Units is calculated as Earned Value Labor Units - Actual Labor Units. Units Cost Variance Index Cost Variance Index is the Cost Variance divided by Earned Value. Cost Variance Index Cost Variance Index Labor Units is the Cost Variance Labor Units divided by Earned Value Labor Units. Labor Units Remaining Float Earned Value Cost Earned Value Cost is 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 baseline. Earned Value Labor Units Performed is 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 Earned Value Labor Units 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 in taken from the baseline.

Durations

Activities

Durations Durations Durations Durations Durations Durations Durations Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value Earned Value

Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

116

Earned Value Labor Units

Earned Value

Activities

117

Estimate At Completion - Estimate At Completion Labor Units is calculated as Actual Labor Units + Estimate To Complete Labor Units. Labor Units (Estimate To Complete Labor Units is calculated based off of the Earned Value setting on the WBS.) Estimate At Completion Estimate Cost at Completion is the Actual Cost plus the Estimate to Complete Cost. The method for computing Cost Estimate to Complete depends on the Earned Value technique selected for the activity's WBS. Estimate To Complete Estimate To Complete Labor Units Estimate Cost to Complete is calculated from the baseline as either the Remaining Total Cost for the activity, or as the Performance Factor * (Budget at Completion - Earned Value), depending on the Earned Value technique selected for the activity's WBS. The estimated quantity to complete the activity. Computed as either the remaining total units for the activity, or as Performance Factor * (Baseline Budgeted Labor Units - Budgeted Quantity of Work Performed), depending on the Earned Value Technique selected for the activity's WBS. Planned Value Cost is 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 baseline. When an activity has assignments, the Planned Value Cost is calculated as the Budget At Completion * (Data date of current project - baseline Assignment start date)/(baseline Assignment start date) for each of the assignments and then summed to the activity level. Planned Value Labor Units Scheduled is the portion of the baseline Labor Units that is scheduled to be completed as of the project data date. For activities without resource assignments, and for activity resource assignments that do not have resource curves, computed as baseline Labor Units * Schedule % Complete. For activity resource assignments that do have resource curves, the curve distribution is additionally factored into the calculation. 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 baseline. Schedule Performance Index is the Earned Value divided by Planned Value. A value less than 1 indicates that less work was actually performed than was scheduled. Schedule Performance Index Labor Units is the Earned Value Labor Units divided by Planned Value Labor Units. Schedule Variance is the Earned Value minus the Planned Value. A negative value indicates that less work was actually performed than was scheduled. Schedule Variance Labor Units is the Earned Value Labor Units minus Planned Value Labor Units. Schedule Variance Index is the Schedule Variance divided by Planned Value.

Earned Value

Activities

118

Earned Value

Activities

119

Earned Value

Activities

120

Earned Value

Activities

121

Planned Value Cost

Earned Value

Activities

122

Planned Value Labor Units

Earned Value

Activities

123 124 125 126 127

Schedule Performance Index Schedule Performance Index - Labor Units Schedule Variance Schedule Variance Labor Units Schedule Variance Index

Earned Value Earned Value Earned Value Earned Value Earned Value

Activities Activities Activities Activities Activities

Page 3 of 5

Nos.
128 129 130 131 132 133 134 135

Title
Schedule Variance Index - Labor Units To Complete Performance Index Variance At Completion Variance At Completion - Labor Units Activity ID Activity Leveling Priority Activity Name Activity Status

Definitions & Termilnologies

Schedule Variance Index is the Schedule Variance Labor Units divided by the Planned Value Labor Units. The To Complete Performance Index is (Budget at Completion - Earned Value) / (Estimate at Completion Actual Cost). Variance At Completion is the Budget at Completion (baseline Total Cost) minus Estimate at Completion Cost. Variance At Completion Labor Units is the baseline Budgeted Total Labor Units minus Estimate at Completion Labor Units. A short ID which uniquely identifies the activity within the project. The activity priority can be used to prioritize activities in a project when performing resource leveling. The name of the activity. The activity name does not have to be unique. The current status of the activity, either Not Started, In Progress, or Completed. The type of activity, either 'Task Dependent', 'Resource Dependent', 'Level of Effort', 'Start Milestone' or 'Finish Milestone'. A Task Dependent activity is scheduled using the activity's calendar rather than the calendars of the assigned resources. A Resource Dependent activity is scheduled using the calendars of the assigned resources. This type is used when several resources are assigned to the activity, but they may work separately. A Start/Finish Milestone is a zero-duration activity, marking a significant start/end of project event. A Level of Effort activity has a duration which is determined by its dependent activities. Administration-type activities are typically level of effort. The name of the user who added the activity to the project. The date this activity was inserted. Identifies whether the actual and remaining units, start date, finish date, and percent complete for the activity are computed automatically using the planned dates, budgeted units and the activity's schedule percent complete. If this option is selected, the actual/remaining units and actual dates are automatically updated when project actuals are applied. This assumes that all work for the activity proceeds according to plan. The calendar assigned to the activity. Activity calendars can be assigned from the global calendar pool or the project calendar pool. Indicates whether the activity is critical. An activity is critical when its Total Float is below the critical duration specified for the project. Delaying critical activities will delay the finish date of the project. The duration type of the activity. One of "Fixed Units per Time", "Fixed Duration", or "Fixed Units". For Fixed Units per Time activities, the resource units per time are constant when the activity duration or units are changed. This type is used when an activity has fixed resources with fixed productivity output per time period. For Fixed Duration activities, the activity duration is constant as the units or resource units per time are changed. This type is used when the activity is to be completed within a fixed time period regardless of the resources assigned. For Fixed Units activities, the activity units are constant when the duration or resource units per time are changed. This type is used when the total amount of work is fixed, and increasing the resources can decrease the activity duration. The estimation weight for the activity, used for top-down estimation. Top-down estimation weights are used to calculate the proportion of units that each activity receives in relation to the other activities within the same WBS. Top-down estimation distributes estimated units in a top-down manner to activities using the WBS hierarchy. The user who last modified this activity. The date this activity was last modified. Indicates that the budgeted labor and nonlabor units for the activity will not be modified by top-down estimation. Indicates whether an activity is on the longest path. The longest path is defined as activities that are on the critical path and determine the end date of the project. Defining critical activities based on the longest path in the project provides an alternative to viewing critical activities based on float. Owner The type of constraint applied to the activity start or finish date. Activity constraints are used by the project scheduler. Start date constraints are 'Start On', 'Start On or Before', 'Start On or After' and 'Mandatory Start'. Finish date constraints are 'Finish On', 'Finish On or Before', 'Finish On or After' and 'Mandatory Finish'. Another type of constraint, 'As Late as Possible', schedules the activity as late as possible based on the available free float. The primary resource for the activity. The primary resource is responsible for the overall work on the activity and updates the activity status using Progress Reporter. A short code which uniquely identifies the project. The name of the project. The Project Name does not need to be unique. The name of the project. The Project Name does not need to be unique. The WBS status can be either Open or Closed. A WBS which is closed means that Progress Reporter users cannot access any activities within the WBS. The second type of constraint applied to the activity start or finish date. The WBS for the activity. The name of the WBS element. The WBS Path is the same as the WBS Code without the project level displayed. Account IDs and Expenses IDs for the list of accounts assigned to this activity. The list of accounts and expenses assigned to this activity. The list of activities assigned as predecessors to this activity. Resource IDs for the list of resources assigned to this activity. The list of resources assigned to this activity. Role IDs for the list of roles assigned to this activity. The list of roles assigned to this activity. The list of activities assigned as successors to this activity. The list of work products and documents associated with the activity. The project scheduler determines the most critical and sub-critical paths. The float path field identifies the critical path that each activity is on. The number starts from 1 (where 1 is most critical) to the max number of float paths identified by the scheduler. This field is used when determining multiple float paths using the Free Float and Total Float method. This field is computed by the project scheduler and identifies the order in which the activities were processed within the float path. The number of resources assigned to the activity. The number of resources assigned to the activity. The number of activities that are currently completed. The number of activities that are currently in progress. The number of activities that are currently not started. The number of activities that should be currently completed, according to the project baseline. The number of activities that should be currently in progress, according to the project baseline. The number of activities that should be currently not started, according to the project baseline. The number of activities that should be currently completed, according to the primary baseline.

Category
Earned Value Earned Value Earned Value Earned Value General General General General

Module
Activities Activities Activities Activities Activities Activities Activities Activities

136

Activity Type

General

Activities

137 138

Added By Added Date

General General

Activities Activities

139

Auto Compute Actuals

General

Activities

140 141

Calendar Critical

General General

Activities Activities

142

Duration Type

General

Activities

143 144 145 146 147 148

Est Weight Last Modified By Last Modified Date Lock Remaining Longest Path Owner

General General General General General General

Activities Activities Activities Activities Activities Activities

149

Primary Constraint

General

Activities

150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167

Primary Resource Project ID Project Name Project Phase Project Status Secondary Constraint WBS WBS Name WBS Path Cost Account IDs Cost Accounts Predecessors Resource IDs Resources Role IDs Roles Successors Work Products and Documents Float Path

General General General General General General General General General Lists Lists Lists Lists Lists Lists Lists Lists Lists

Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

168

Multiple Float Paths

Activities

169 170 171 172 173 174 175 176 177 178 179 180

Float Path Order Activity Count Activity Resource Assignment Count Actual Completed Activities Actual In-Progress Activities Actual Not-Started Activities BL Project Completed Activities BL Project In-Progress Activities BL Project Not-Started Activities BL1 Completed Activities

Multiple Float Paths Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities Number of Activities

Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities

BL1 In-Progress Activities The number of activities that should be currently in progress, according to the primary baseline. BL1 Not-Started Activities The number of activities that should be currently not started, according to the primary baseline.

Page 4 of 5

Nos.
181

Title
Activity % Complete

Definitions & Termilnologies

The activity percent complete. This value is tied to the activity Duration % Complete, Units % Complete, or Physical % Complete, depending on the setting for the activity's Percent Complete Type, which is one of "Duration", "Units", or "Physical". Always in the range 0 to 100. The percent complete of cost for all labor resources, nonlabor resources, material resources, and expenses for the activity. Computed as Actual Total Cost / At Completion Total Cost * 100. Always in the range 0 to 100.

Category
% Complete

Module
Activities

182

Cost % Complete

% Complete

Activities

183

184 185 187 188 189 190 191 192

The activity actual cost percent of budget is the (Actual Total Cost / baseline Total Cost) * 100, or equivalently as Cost % of Budget (Actual Cost / Budget at Completion) * 100. The value can exceed 100. The baseline Total Cost is the activitys Budget at Completion from the baseline. The percent complete of the activity duration. Computed as (Original Duration - Remaining Duration)/Original Duration % Complete Duration * 100. Always in the range 0 to 100. The Original Duration is taken from the current plan, not from the baseline. The actual Duration Percent of Original of the activity. Computed as Actual Duration / Baseline Duration * 100. Duration % of Original The value can exceed 100. Expense Cost % The percent complete of cost for all expenses associated with the activity. Computed as Actual Expense Cost / Complete At Completion Expense Cost * 100. Always in the range 0 to 100. The percent complete of cost for all labor resources assigned to the activity. Computed as Actual Labor Cost / Labor Cost % Complete At Completion Labor Cost * 100. Always in the range 0 to 100. The percent complete of units for all labor resources for the activity. Computed as Actual Labor Units / At Labor Units % Complete Completion Labor Units * 100. Always in the range 0 to 100. Material Cost % The percent complete of cost for all material resources assigned to the activity. Computed as Actual Material Complete Cost / At Completion Material Cost * 100. Always in the range 0 to 100. Nonlabor Cost % The percent complete of cost for all nonlabor resources assigned to the activity. Computed as Actual Nonlabor Complete Cost / At Completion Nonlabor Cost * 100. Always in the range 0 to 100. Nonlabor Units % The percent complete of units for all nonlabor resources for the activity. Computed as Actual Nonlabor Units / At Complete Completion Nonlabor Units * 100. Always in the range 0 to 100. The activity percent complete type is one of "Duration", "Units", or "Physical". The percent complete type controls whether the Activity % Complete is tied to the Duration % Complete, the Units % Complete, or the Physical % Complete for the activity. Set the percent complete type to "Duration" for activities which are duration driven, for Percent Complete Type example, administration tasks and training classes. Set the percent complete type to "Physical" for activities which are work-product driven, for example, creating a document or a product. Set the percent complete type to "Units" for activities which are work effort driven, for example, providing a consulting service. The activity performance percent complete. The performance percent complete is used to compute earned value and may be based on the Activity % Complete, on the 0/100 rule, on the 50/50 rule, etc., depending on the technique for computing earned-value percent complete for the activity's WBS. The Performance % Complete specifies what percentage of the activity's planned worth has been earned so far. The physical percent complete can either be user entered or calculated from the activity's weighted steps. There is a project setting specifying this. The activity schedule percent complete. The Schedule % Complete specifies how much of the activity's 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 activity duration should be currently completed, relative to the selected baseline. The percent complete of units for all labor and nonlabor resources assigned to the activity. Computed as Actual Units / At Completion Units * 100. Always in the range 0 to 100.

% Complete

Activities

% Complete % Complete % Complete % Complete % Complete % Complete % Complete % Complete

Activities Activities Activities Activities Activities Activities Activities Activities

193

% Complete

Activities

194

Performance % Complete

% Complete

Activities

195

Physical % Complete

% Complete

Activities

196

Schedule % Complete

% Complete

Activities

197 198 199 200 201

Units % Complete

% Complete Timesheet Feedback Timesheet Feedback Timesheet Feedback Timesheet Feedback

Activities Activities Activities Activities Activities

202 203 204 205 206

Feedback from Primary Comments about the activity from the activity's primary resource. Resource Indicates that the primary resource has sent feedback notes about this activity which have not been reviewed New Feedback yet. Managers write notes to resources pertaining to the activity and then these notes can be viewed by the resource Notes to Resources in Project Management. The finish date of the activity as proposed by the primary resource using Progress Reporter, while the activity is in Review Finish For Review state. If the project manager approves the activity completion, the Review Finish is copied to the Actual Finish. The activity review status is set to 'For Review' by the primary resource when he feels the activity is completed but when primary resources are not allowed to mark activities as 'Completed'. The project manager must either Review Status mark the activity as 'OK' or reject the work by setting the review status to 'Rejected'. The primary resource must resubmit the activity later. Actual Labor Units The actual units for all labor resources assigned to the activity. Actual Nonlabor Units The actual units for all nonlabor resources assigned to the activity. Actual This Period Labor The actual this period units for all labor resources assigned to the activity. Units Actual This Period The actual this period units for all nonlabor resources assigned to the activity. Nonlabor Units At Completion Labor Units The labor units at completion is 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 budgeted labor units if the activity is not started and the actual labor units once the activity is completed. The nonlabor units at completion 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 budgeted nonlabor units if the activity is not started and the actual nonlabor units once the activity is completed. The sum of the Budgeted (or At Completion) Units for all labor resources assigned to the activity in the project baseline. The sum of the Budgeted (or At Completion) Units for all nonlabor resources assigned to the activity in the project baseline. The sum of the Budgeted (or At Completion) Units for all labor resources assigned to the activity in the primary baseline. The sum of the Budgeted (or At Completion) Units for all nonlabor resources assigned to the activity in the primary baseline. The budgeted units for all labor resources assigned to the activity. The budgeted units for all nonlabor resources assigned to the activity. The remaining units for all labor resources assigned to the activity. The remaining units reflects the work remaining to be done for the activity. Before the activity is started, the remaining units are the same as the budgeted units. After the activity is completed, the remaining units are zero. The remaining units for all nonlabor resources assigned to the activity. The remaining units reflects the work remaining to be done for the activity. Before the activity is started, the remaining units are the same as the budgeted units. After the activity is completed, the remaining units are zero. Variance Labor Units is calculated as BL Project Labor Units - At Completion Labor Units. Variance Nonlabor Units is calculated as BL Project Nonlabor Units - At Completion Nonlabor Units. Variance Labor Units is calculated as BL1 Labor Units - At Completion Labor Units. Variance Nonlabor Units is calculated as BL1 Nonlabor Units - At Completion Nonlabor Units.

Timesheet Feedback Units Units Units Units

Activities Activities Activities Activities Activities

207

Units

Activities

208

At Completion Nonlabor Units BL Project Labor Units BL Project Nonlabor Units BL1 Labor Units BL1 Nonlabor Units Budgeted Labor Units Budgeted Nonlabor Units Remaining Labor Units Remaining Nonlabor Units Variance - BL Project Labor Units Variance - BL Project Nonlabor Units Variance - BL1 Labor Units Variance - BL1 Nonlabor Units

Units

Activities

209 210 211 212 213 214 215

Units Units Units Units Units Units Units

Activities Activities Activities Activities Activities Activities Activities

216 217 218 219 220

Units Units Units Units Units

Activities Activities Activities Activities Activities

Page 5 of 5