Control Account and Work Package Field Descriptions

Field Name

Description

Actual

The actual hours incurred for the completion of a given task or a group of tasks for the control account or work package.

Actual Finish

The actual finish date for the control account or work package. For more information, see Actual_Start/Finish.

Actual Hours

The actual hours incurred for the completion of a given task or a group of tasks for the control account or work package.

Actual Start

The actual start date for the control account or work package. For more information, see Actual_Start/Finish.

Baseline Start

The baseline start date for the control account or work package as specified in the cost system. You cannot modify this date.

Baseline Finish

The baseline finish date for the control account or work package as specified in the cost system. You cannot modify this date.

Budget

The budget until the completion of the control account or work package.

Budget Hours

The budgeted hours until the completion of the control account or work package.

Budget to Date

The cumulative to-date budget.

Budget to Date Hours

The number of budgeted hours to date.

CPI

The Cost Performance Indicator (CPI), an index showing the efficiency of the utilization of the resources on the project. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

CPI Hours

The Cost Performance Indicator Hours (CPI Hours), an index showing the efficiency of the utilization of the resources on the project in terms of hours. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

CV

The Cost Variance which indicates how much over or under budget the project is. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

CV %

The Cost Variance % which indicates how much over or under budget the project is in terms of percentage. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

CV % hours

The Cost Variance % hours which indicates how much over or under budget the project is in terms of percentage and hours. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

CV hours

The Cost Variance hours which indicates how much over or under budget the project is in terms of hours. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

Description

A description of each control account and work package.

Earned

Budgeted Costs for Work Performed is the sum of all budgets for completed work packages and completed portions of open work packages, plus the applicable portion of the budgets for level of effort and apportioned effort.

Early Finish

The earliest date that a control account or work package could possibly finish.

Early Start

The earliest date that a control account or work package could possibly begin.

EVT

The Earned Value Technique (EVT) which is used to objectively measure performance.

Forecast

The forecast at complete is calculated by summing the currency results for the classes defined in the EAC cost set.

Forecast Finish

The best estimate of when the work will finish. Use this column to update the forecast finish date for the activity. You can modify the date if there is no date specified in Actual Finish field for the control account or work package. For more information, see Forecast Start/Finish.

Forecast Hours

The estimated hours needed to complete the control account or work package.

Forecast Start

The best estimate of when the work will start. Use this field to update the forecast start date for the activity. For more information, see Forecast Start/Finish.

Hours Earned

The time in standard hours credited as a result of the completion of a given task or a group of tasks for the control account or work package.

iEAC

iEAC is a statistical forecast used to project total cost using the performance to date to project overall performance. It can be compared to EAC, which is the manager's projection.

This column performs the calculation using the currency result.

iEAC hours

iEAC hours is a statistical forecast used to project total hours using the performance to date to project overall performance. It can be compared to EAC Hours, which is the manager's projection.

This column performs the calculation using the hours result.

Late Finish

The late finish date calculated by time analysis for a control account or work package.

Late Start

The late start date calculated by time analysis for a control account or work package.

Manager

The control account manager (CAM) for the control account or work package.

Note

A link to the note on the Notes tab of the Cost Analysis form.

Percent Complete

The current status of the work, expressed as the percentage of the duration that has been completed.

SPI

Schedule Performance Index (SPI) is the ratio of work accomplished versus work planned, for a specified time period. The SPI is an efficiency rating for work accomplishment, comparing work accomplished to what should have been accomplished.

It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

SPI hours

Schedule Performance Indicator Hours (SPI Hours) is an index showing the efficiency of the time utilized on the project in terms of hours.

Status

This field indicates if the control account or work package has yet to start (planned), is in progress, or is complete.

SV

Schedule Variance (SV) is the difference between the budgeted cost of work performed and the budgeted cost of work scheduled at any point in time  for the control account or work package. It uses color codes to indicate whether it is progressing as planned or not. For more information, see Thresholds.

SV %

Schedule Variance % indicates how much ahead or behind schedule the project is in terms of percentage.

SV % hours

Schedule Variance % Hours indicates how much ahead or behind schedule the project is in terms of percentage.

SV hours

Schedule Variance Hours indicates how much ahead or behind schedule the project is in terms of hours.

TCPI bac

The To Complete Performance Indicator (TCPI) is an index showing the efficiency at which the resources on the project should be utilized for the remainder of the project.

TCPI bac is an indicator of the validity of the BAC. If TCPI bac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to complete the work within budget.

TCPI bac hours

The To Complete Performance Indicator (TCPI) is an index showing the efficiency at which the resources on the project should be utilized for the remainder of the project.  This column performs the calculation in hours.

TCPI bac Hours is an indicator of the validity of the BAC hours. If TCPI bac hours is very different from CPI hours, there should be an explanation for how the performance is going to improve for the remaining work to complete the work within budgeted hours.

TCPI eac

To Complete Performance Indicator (TCPI) is an index showing the efficiency at which the resources on the project should be utilized for the remainder of the project.

TCPI eac is an indicator of the validity of the EAC.  If TCPI eac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to achieve the reported EAC.

TCPI eac hours

TCPI eac hours is an indicator of the validity of the EAC measured in hours. If TCPI eac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to achieve the reported EAC.

Units Complete

Sometimes referred to as the “discrete” method, this EVT is applicable to any work package that comprises a predefined number of similar tasks. The value earned at any point in time is simply the work package budget multiplied by the number of these tasks completed and divided by the total number to be done. Use of this EVT assumes that budgets are based on the units being measured.

Units To Do

When EVT is set to Units To Do, this field displays the total number of units to do.

VAC

Variance at Completion — How much over or under budget the project is estimated to cost at completion.

VAC %

Variance at Completion Percentage — How much over or under budget the project is estimated to cost at completion, measured in percentage.

VAC % hours

Variance at Completion Percentage hours — How much over or under budget the project is estimated to cost at completion, measured in percentage and hours.

VAC hours

Variance at Completion hours — How much over or under budget the project is estimated to cost at completion, measured in hours.

Variance

Variance is used to see the difference between what was budgeted and the actual costs.

Variance Hours

Variance Hours is used to see the difference between the budgeted hours and the actual hours.

WBS

The work breakdown structure (WBS) code of the control account or work package.

WP

The work package ID.

Code Fields

These are the code fields that are defined on the User-Defined Data form.

For more information, see Codes Tab of the Enter Schedule Progress Form.

User Fields

These are the user fields that are defined on the User-Defined Data form.

For more information, see User Fields Tab of the Enter Schedule Progress Form.