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Computed Fields

Certain PPM Pro fields are out-of-the-box computed fields that are programmed to display calculation results. For example, the field might display budgetary or resource allocation information. The fields and their formulas are listed below.

You can find information about user-defined calculated fields in About Calculated Fields.

Field

Definition

Actuals
Actuals are hours and their associated cost and revenue, and expenses and their associated cost and revenue that have been logged by Users in Timesheets.

Actual Billable Hours Cost

Billable hours x Resource(s) Internal rate

Actual Non-Billable Hours Cost

Non-billable hours x Resource(s) Internal rate

Act Billable Amount

Billable Hours x the resource's project billing rate (from Billing Rates section of project)

Actual Hours Non-Billable Amount

Non-Billable Hours x Allocated role Billable rates

Actual Billable Expense Cost

Billable expense sheet entry cost

Actual Non-Billable Expense Cost

Non-Billable expense sheet entry cost

Actual Expense Billable Revenue

Actual costs (for material expense) x expense Billable %

Actual Profit

Total estimate Billable Revenue (T&E) - Total actual cost (T&E)

Actual Margin

(Actual Profit/Actual Billable Revenue) x 100

Allocation/Schedule/Capacity

Allocation hours are set at each Project Team. Scheduled hours are set at each Task Time screen. Capacity hours/week for resources come from their respective resource calendars.

The following terms are used to describe resource capacity:

  • Default Capacity - working time on a calendar, with no exceptions

  • Base Capacity - working time on a calendar, minus base calendar exceptions

  • Actual Capacity - base capacity minus any resource calendar exceptions

See Capacity and Calendars for more information.

Capacity & Demand details are available at the Resource tab for all resources, each Project Team tab for the team members, and at each Resource. See About Capacity & Demand for more information.

Note: All definitions are for a date range. Values can be displayed in hours, % of actual capacity, or as a value representing Full time Equivalent (FTE). The definitions below use Hours.
 

Resource Capacity

Resource Actual Capacity

Resource Allocation

Total number of hours allocated to a resource

Resource Unallocated Capacity

Resource Capacity - Resource Allocation

Resource Scheduled

Scheduled hours

Resource Unscheduled Capacity

Resource Capacity hours - Resource Scheduled hours

Role Capacity

Sum of Resource Capacity for all resources in a specific role

Role Allocated Demand

Total allocated hours by role

Role Allocated Staffed

Scheduled hours

Role Allocated Unstaffed

Role Allocated Demand - Role Allocated Staffed

Role Allocated Gap

Role Capacity - Role Allocated Staffed

Role Scheduled Demand

Total Estimated hours by task role

Role Scheduled Staffed

Total Scheduled hours by resource for the role

Role Scheduled Unstaffed

Role Scheduled Demand - Role Scheduled Staffed

Role Scheduled Gap

Role Capacity - Role Scheduled Staffed

Role Allocation Capacity

Sum of the Allocation Capacity for all resources displayed under the Role. Resource allocation capacity is counted for the resource primary role only

Role Schedule Capacity

Sum of the Schedule Capacity for all resources displayed under the Role. Resource schedule capacity is counted for the resource primary role only

At Complete
At complete values are the most current estimate of the total hours, costs and revenue for the item once it is completed.

Cost at Complete

(Actual Cost + Cost to Complete)

Hours at Complete

(Actual Hours + Hours to Complete)

Revenue at Complete

(Actual Revenue + Revenue to Complete)

 

Budget
Budgets are hours, costs and revenues created at the Task Basic Info screens.

Budget Non-Billable Cost (T&E)

Budget Cost for all Non-Billable Tasks (NB, FB)

Budget Billable Cost (T&E)

Budget Cost for all Billable Tasks

Budget Billable Revenue (T&E)

Budget Revenue for all Billable Tasks (T&E, NTE)

Budget Profit

Total Budget Revenue - Total Budget Cost

Budget Margin

(Budget Profit/Budget Billable Revenue) x 100

 

Demand
Demand for resources is expressed using Role Demand Hours/FTE or Demand Cost.

Demand Hours

The sum of all staffed and unstaffed resource allocations. Rolls up to the role totals on the staffing screen.

Demand Cost

Sum of (unstaffed allocation total hours X role internal rate) and (staffed allocation total hours X resource internal rate)

Material Expense Estimate

Done on Summary tasks (expenses tab). Create material expense estimate. Roll up of all material expense estimates across all summary tasks.

Total Cost

Sum of Demand Cost plus Material Expense Estimate.

 

Duration
Durations are available in the following units: days, work days (M-F), weeks, months, and quarters.

Duration (Task, Project)

The time period between the item's start date and complete date. If the complete date is null the target date is used.

 

Elapsed
Elapsed times are available in the following units: days, work days (M-F), weeks, months, and quarters.

Elapsed (Task, Project)

The time period between an item's start date and complete date. If the complete date is null or later than the current date then the current date is used.  If start date is later than the current date then no time has elapsed

 

Estimate
Estimates are hours, costs and revenues created in the Task "Time" and "Expense" tabs.

Estimate Billable Hours Cost

Billable Task(s) estimated hours x Project Role(s) Internal rate

Estimate Non-Billable Hours Cost

Non-Billable Task(s) estimated hours x Project Role(s) Internal rate

Estimate Hours Billable Revenue

Billable Task(s) estimated hours x Project Role(s) Billable rate

Estimate Hours Non-Billable Amount

Non-Billable Task(s) estimated hours x Project Role(s) Billable rate

Estimate Billable Expense Cost

Billable task expense estimates

Estimate Non-Billable Expense Cost

Non-Billable task expense estimates

Estimate Expense Billable Revenue

Estimated costs (for material expense) x Billable %

Estimate Profit

Total estimate Billable Revenue (T&E) - Total estimate cost (T&E)

Estimate Margin

(Estimate Profit/Estimate Billable Revenue) x 100

 

Health
Health is a set of calculated values for Portfolios, Projects and Tasks that compares the Schedule (Start and Target Dates), Budget and Estimated Hours, Cost and Revenue to current actuals.

Note: For budgets, estimates, and schedules, “to date” means the % of the hours that fall before today when looking at task dates. For actuals, “to date” means all actuals entered as of today (even if entered on next week’s timesheet).

Project: Schedule Health

If all Summary Tasks are closed and/or have complete dates: (days late + days duration)/days duration

If any not closed: use the worst summary task value in the project.
Proposed status summary tasks are included if task-level schedule health is being tracked for proposed status tasks. If not, only open status summary tasks are included.

Task: Schedule Health

(Target Date days late + days duration)/days duration for Active tasks

Project or Task: Hrs Budget Health (Budget to Actual Hrs)

Actual Hours/Budget Hours to Date

Project or Task: Cost Budget Health (Budget to Actual Cost)

Actual Cost/Budget Cost to Date

Project or Task: Revenue Budget Health (Budget to Actual Revenue)

Actual Revenue/Budget Revenue to Date

Project or Task: Hrs Estimate Health (Estimate to Actual Hrs)

Actual Hours/Estimate Hours to Date

Project or Task: Cost Estimate Health (Estimate to Actual Cost)

Actual Cost/Estimate Cost to Date

Project or Task: Revenue Estimate Health (Estimate to Actual Revenue)

Actual Revenue/Estimate Revenue to Date

Portfolio: Schedule Health

The worst Project Schedule Health value in the Portfolio

Portfolio: Hrs Budget Health (Budget to Actual Hrs)

Actual Portfolio Project Hours/Portfolio Budget Hours to Date

Portfolio: Cost Budget Health (Budget to Actual Cost)

Actual Portfolio Project Cost/Portfolio Budget Cost to Date

Portfolio: Revenue Budget Health (Budget to Actual Revenue)

Actual Portfolio Project Revenue/Portfolio Budget Revenue to Date

 

Portfolio

Budget Hours to date

(Portfolio Budget Hours/number of work days in the portfolio date range [earliest start to latest target of sub portfolios and portfolio projects]) x number of work days in date range [start date to current date].  If complete date is not NULL and in the past, then Budget Hours to Date = Budget Hours.

Budget Cost to date

(Portfolio Budget Cost/number of work days in the portfolio date range [earliest start to latest target of sub portfolios and portfolio projects]) x number of work days in date range [start date to current date]. If complete date is not NULL and in the past, then Budget Cost to Date = Budget Cost.

Budget Revenue to date

(Portfolio Budget Revenue/number of work days in the portfolio date range [earliest start to latest target of sub portfolios and portfolio projects]) x number of work days in date range [start date to current date]. If complete date is not NULL and in the past, then Budget Revenue to Date = Budget Revenue.

Portfolio: Variances

Components Start Date Variance

Portfolio Start Date vs. all Components Start Date. Includes all member projects of the portfolio and all sub-portfolios (Work Days)

Components Target Date Variance

Portfolio Target Date vs. all Components Target Date. Includes all member projects of the portfolio and all sub-portfolios (Work Days)

Components Complete Date Variance

Portfolio Complete Date vs. all Components Complete Date  (Work Days). Null until all member projects of the portfolio and all sub-portfolios are complete (status closed and/or complete date present)

Components Budget Hours Variance

Portfolio Budget Hours less all Components Budget Hours (projects and sub-portfolios)

Components Budget Cost Variance

Portfolio Budget Cost less all Components Budget Cost (projects and sub-portfolios)

Components Budget Revenue Variance

Portfolio Budget Revenue less all Components Budget Revenue (projects and sub-portfolios)

Components Budget Hours Variance to date

Portfolio Budget Hours to date less all Components Budget Hours to date (projects and sub-portfolios)

Components Budget Cost Variance to date

Portfolio Budget Cost to date less all Components Cost Hours to date (projects and sub-portfolios)

Components Budget Revenue Variance to date

Portfolio Budget Revenue to date less all Components Budget Revenue to date (projects and sub-portfolios)

Components Actual Hours Variance

Component Budget Hours to date less all Components Actual Hours (projects and sub-portfolios)

Components Actual Cost Variance

Component Budget Cost to date less all Components Actual Cost (projects and sub-portfolios)

Components Actual Revenue Variance

Component Budget Revenue to date less all Components Actual Revenue (projects and sub-portfolios)

Sub Portfolio Start Date Variance

Portfolio Start Date vs. sub-portfolio earliest Start Date (Work Days)

Sub Portfolio Target Date Variance

Portfolio Target Date vs. sub-portfolio latest Target Date (Work Days)

Sub Portfolio Complete Date Variance

Portfolio Complete Date vs. sub-portfolio latest Complete Date (Work Days). Null until all sub-portfolios are complete (status closed and/or complete date present)

Project Start Date Variance

Portfolio Start Date vs. project earliest Start Date (Work Days)

Project Target Date Variance

Portfolio Start Date vs. project latest target Date (Work Days)

Project Complete Date Variance

Portfolio Complete Date vs. project latest Complete Date (Work Days). Null until all sub-portfolios are complete (status closed and/or complete date present)

Portfolio: Sub Portfolio

Sub Portfolio Earliest Start Date

Earliest Start Date of sub-portfolios in the portfolio

Sub Portfolio Latest Target Date

Latest Target Date of sub-portfolios in the portfolio

Sub Portfolio Latest Complete Date

Latest Complete Date from sub-portfolios in the portfolio. Null until all sub-portfolios are complete (status closed and/or complete date present)

Sub Portfolio Budget Hours to date

Sum of budget Hours to date from all sub-portfolios in the portfolio

Sub Portfolio Budget Cost to date

Sum of budget Cost to date from all sub-portfolios in the portfolio

Sub Portfolio Budget Cost to date (Cap)

Sum of Cap budget Cost to date from all sub-portfolios in the portfolio

Sub Portfolio Budget Cost to date (Non-Cap)

Sum of Non-Cap budget Cost to date from all sub-portfolios in the portfolio

Sub Portfolio Budget Revenue to date

Sum of budget Revenue to date from all sub-portfolios in the portfolio

Portfolio: Project

Project Earliest Start Date

Earliest Start Date of projects in the portfolio

Project Latest Target Date

Latest Target Date of projects in the portfolio

Project Latest Complete Date

Latest Complete Date from projects in the portfolio. Null until all projects are complete (status closed and/or complete date present)

Project Budget Hours to date

Sum of budget Hours to date from all projects in the portfolio

Project Budget Cost to date

Sum of budget Cost to date from all projects in the portfolio

Project Budget Cost to date (Cap)

Sum of Cap budget Cost to date from all projects in the portfolio

Project Budget Cost to date (Non-Cap)

Sum of Non-Cap budget Cost to date from all projects in the portfolio.

Project Budget Revenue to date

Sum of budget Revenue to date from all projects in the portfolio

Portfolio: Component

Component Earliest Start Date

Earliest Start Date of components (projects and sub-portfolios) in the portfolio

Component Latest Target Date

Latest Target Date of components (projects and sub-portfolios) in the portfolio

Component Latest Complete Date

Latest Complete Date from components (projects and sub-portfolios) in the portfolio. Null until all components are complete (status closed and/or complete date present)

Component Budget Hours to date

Sum of budget Hours to date from all components (projects and sub-portfolios) in the portfolio

Component Budget Cost to date

Sum of budget Cost to date from all components (projects and sub-portfolios) in the portfolio

Component Budget Revenue to date

Sum of budget Revenue to date from all components (projects and sub-portfolios) in the portfolio

 

Percent Complete

% Complete

Actual Hrs/(Actual Hrs + HTC)
If no actual hours have been logged to a task % Complete = Zero

 

Percent Recognized

% Recognized

(Actual/Estimated) x 100

 

Remainder

Remainder

Actual - Estimated

 

Staffing Assignment

Allocated Hrs (Hard)

Total allocated hours for open and proposed projects for the assigned resource for the assignment date range

Allocation (Hard) as % Capacity

Resource Allocated Hours for the assignment date range/Resource Capacity hours for the assignment date range x 100

Other Assignment Hrs (Soft)

Total assigned hours, not inclusive of the current assignment, for open and proposed projects for the resource, for the assignment date range

Other Assigned Hrs (Soft) as % Capacity

Resource Other Assigned Hours for the assignment date range/Resource Capacity hours for the assignment date range x 100

 

To Complete
To complete values are the most current estimate of the hours, costs and revenue remaining until the item is completed.

Cost to Complete

(Hours to Complete x Resource internal cost rate) + (Estimated expense cost - Actual expense cost)

Hours to Complete (HTC)

Resource Role scheduled Hrs - Resource Role actual hours. Note that resource can manually enter a value at the timesheet or task time screen.

Revenue to Complete

(Hours to Complete x Resource Allocated Role billable rate) + (Estimated expense revenue - Actual expense revenue). Note that Revenue to Complete for non-billable tasks is always zero

* To date is calculated by dividing the value (budget, estimate, etc) by the number of days in the date range, then multiplying the result by the number of days between the start date and today.