Computed Fields

Last updated
Save as PDF

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.

Actuals

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 on the project Staffing page. 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 target date.

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

Financial Financial reporting fields from tasks, demand costs, financial entries, and allocations.
Total Estimated Cost	Task Estimate Cost (Role Rate * hrs) + Forecast Outflows (Absolute Value)
Total Estimated Cost (Cap)	Tasks marked Is Capitalized Task Estimate Cost (Role Rate * hrs) Forecasts marked Is Capitalized + Forecast Outflows (Absolute Value)
Total Estimated Cost (Non Cap)	Tasks not marked Is Capitalized Task Estimate Cost (Role Rate * hrs) Forecasts not marked Is Capitalized + Forecast Outflows (Absolute Value)
Total Forecast Entries	Forecast Inflows + Outflows (Signed Value)
Total Forecast Cost	Staffing Demand Cost + Forecast Outflows (Absolute Value)
Total Child Actuals Amount	(Signed value) Sum of all actuals for a forecast
Material Expense Estimate	Finance Absolute Value (Forecast Outflow)
Expense Actual Cost (Total)	(From the To Date related folder) Actual Cost Absolute Value (Actual Outflow)
Cost at Complete	(Task Labor Actual Cost (Labor Hrs * Rate(s))+ (Task Scheduled Resource Cost * HTC) + (Forecast Outflows Actuals + Forecast Actual Remaining) (Absolute Value)
Cost to Complete	(Task Hours to Complete * Resource internal cost rate) + (Forecast Outflow - Actual Outflow) (Absolute Value) Note: If result is less than 0 , then Cost to Complete = 0
Estimated Revenue	Task Estimate Revenue (Role Bill Rate * hrs) (for task Billing type Time or Not to Exceed) + Task Budgeted Revenue (Fixed Bid Billing Type) + Forecast Inflows (Absolute Value)
Expense: Actual Revenue (To Date folder)	Sum Finance Absolute Value (Actual Inflows)
Revenue to Complete	Non-Billable tasks return zero. + Time billing type: Remaining Resource Revenue + Fixed Bid Billable billing type: Budget Revenue - (Sum of all child Invoices of this task) + Billable/Not to Exceed billing type: Use the minimum of (Remaining Resource Revenue) or (Budget Revenue - Actual) + Project-level Finances: Revenue to complete = Forecast Revenue - Actuals Revenue
Revenue at Complete	Task: Revenue at Complete + Project-level: Revenue at Complete (the bolded items below are the elements that comprise the items in the above formula) Task: Revenue at Complete = Task's Revenue to Complete + Task's Revenue Actual Task Revenue to Complete - see definition above Task Revenue Actual = If the task is not Fixed Bid, return (Actual Expense Revenue + Actual Hours Revenue) Actual Hours Revenue = project total Time sheet entry revenue If the task is Fixed Bid, return the sum of all child invoices associated with this task Project: Revenue at Complete = Actuals Revenue + (Finance: Revenue to complete)
Total Actual Cost	Task Total actual cost (T&E) + Total Actual Outflows (Absolute Value)
Total Actual Cost (Cap)	Tasks marked Is Capitalized Task Total actual cost (T&E) Actuals marked Is Capitalized + Total Actual Outflows (Absolute Value)
Total Actual Cost (Non Cap)	Tasks not marked Is Capitalized Task Total actual cost (T&E) Actuals not marked Is Capitalized + Total Actual Outflows (Absolute Value)
Total Actuals Entries	(Total Actual Outflow + Total Actual Inflow) (Signed Value)
Demand Cost	Staffing Demand Cost

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.