Available Fields from the Project KPIs Tab

This article details the available Field names and their respective descriptions from the Project KPIs tab.

Tip: Use the Search box located above the table on the right corner to search for a KPI Name, Source, Currency or Description. The search returns the rows having your search term in either of the columns.

Field	Description
Action Item	This is the number of Action Item(s) created against the Project. Links to the Action Item list page (Work Item Entries).
Actual Billable	This is the Sum of all Billable Amounts on the Project.
Actual Cost	This is the Sum of all Cost Amounts on the Project.
Actual Non-billable	This is the Sum of all Non-Billable Amounts on the Project.
Actual Time	This is the Sum of all Time Entries on the Project.
Baseline Billable Budget	This is the Sum of Baseline Billable Budgets of the Project.
Baseline Cost Budget	This is the Sum of Baseline Cost Budgets of the Project.
Baseline Non-billable Budget	This is the Sum of Baseline Non-Billable Budgets of the Project.
Baseline Time Budget	This is the Sum of Baseline Time Budgets of the Project.
Billable Charges	This is the Sum of all Billable Charge Amounts on the Project.
Billable Expenses	This is the Sum of all Sum of all Billable Expense Amounts on the Project.
Billable Hard Booked Hours	This is the Sum of all Billable Hard Booked Hours on the Project.
Billable Products	This is the Sum of all Billable Product Amounts on the Project.
Billable Soft Booked Hours	This is the Sum of all Billable Soft Booked Hours on the Project.
Billable Time	This is the Sum of all Billable Time Entries on the Project.
Billable Time Amount	This is the Sum of all Billable Time Amounts on the Project.
Current Billable Budget	This is the Sum of Current Billable Budgets of the Project.
Current Cost Budget	This is the Sum of Current Cost Budgets of the Project.
Current Cost Charge Budget In Project Cost Curr.	This is the Current Cost Charge Budget as defined within the Project Budget (in project cost curr.).
Current Billable Time budget	This is the Sum of Current Billable Time Budgets of the Project.
Current Non-billable Budget	This is the Sum of Current Non-Billable Budgets of the Project.
Current Time Budget	This is the Sum of Current Time Budgets of the Project.
Estimate At Completion	This is the Sum of Hours Expected to be Spent when the Project is Completed.
Forecasted Billing	This is the Sum of all Forecasted Billing Amounts on the Project
Forecasted Cost	This is the Sum of all Forecasted Cost Amounts on the Project.
Hard Booked Hours	This is the Sum of all Hard Booked Hours on the Project.
Issue	This is the Count of Issues on the Project (Work Items)
Milestones	This is the Count of Milestones on the Project.
Non-Billable Hard Booked Hours	Non-Billable Hard Booked Hours is the Sum of all Non-Billable Hard Booked Hours on the Project.
Non-Billable Soft Booked Hours	Non-Billable Soft Booked Hours is the Sum of all Non-Billable Soft Booked Hours on the Project.
Non-billable Time	This is the Sum of all Non-Billable Time Entries on the Project.
Payable Charges	This is the Sum of all Payable Charge Amounts on the Project.
Payable Expenses	This is the Sum of all Payable Expense Amounts on the Project.
Payable Products	This is the Sum of all Payable Product Amounts on the Project.
Payable Time	This is the Sum of all Payable Time Entries on the Project.
Payable Time Amount	This is the Sum of all Payable Time Amounts on the Project.
Prepaid Amount	This is the Sum of Positive Invoiced Prepayment Type Charge Entries associated to the PO Line Items on the Project.
Risk	This is the number of Risk(s) created against the Project. Links to the Work Item Risks list page. (Work Items)
Recognized PO Amount	This is the Sum of Entries associated to POs having their recognized flag set on the Project.
Reimbursable Expenses	This is the Sum of all Reimbursable Expense Amounts on the Project.
Remaining PO Amount	This is the Total PO Amount that is not Invoiced.
Soft Booked Hours	This is the Sum of all Soft Booked Hours on the Project.
Total Allocated Hours	This is the Sum of all allocated Hours on the Project.
Total Billable Allocated Hours	This is the Sum of all Billable allocated Hours on the Project.
Total Charges	This is the Sum of all Charge Amounts on the Project.
Total Expenses	This is the Sum of all Expense Amounts on the Project.
Total Invoiced	This is the Sum of all Invoiced Amounts on the Project.
Total Non-Billable Allocated Hours	This is the Sum of all Non-Billable Allocated Hours on the Project.
Total PO Amount	This is the Sum of all PO Line Item Amounts on the Project
Total PO Consumed Amount	This is the Sum of all Billable approved Entries associated to POs on the Project.
Δ Baseline Billable Budget*	This is the Difference between Baseline Billable Budget and Actual Billable.
Δ Baseline Cost Budget*	This is the Difference between Current Cost Budget and Actual Cost.
Δ Current Billable Time budget	This is the Difference between Current Billable Time Budget and Actual Billable Time.
Δ Baseline Non-billable Budget*	This is the Difference between Baseline Non-Billable Budget and Actual Non-Billable.
Δ Baseline Time Budget*	This is the Difference between Baseline Time Budget and Actual Time.
Δ Current Billable Budget*	This is the Difference between Current Billable Budget and Actual Billable.
Δ Current Cost Budget*	This is the Difference between Current Cost Budget and Actual Cost.
Δ Current Non-billable Budget*	This is the Difference between Current Non-Billable Budget and Actual Non-Billable.
Δ Current Time Budget*	This is the Difference between Current Time Budget and Actual Time.

Furthermore, the following KPIs related to the Financial Planner are also available from the Project Status Templates. The availability of these financial indicators enables you to observe your Project performance.

Based on your Financial Planner View these Fields are available:

Field Name	Currencies			Formula
	Base	Client	Project
Margin Grand Total for Combined View				Margin Grand Total/Combined
Margin Grand Total for Actual View				Margin Grand Total/Actual
Margin Grand Total for Forecast View				Margin Grand Total/Forecast
Margin Running Total for Combined View				Margin Running Total/Combined
Margin Running Total for Actual View				Margin Running Total/Actual
Margin Running Total for Forecast View				Margin Running Total/Forecast
Margin Total Actual for Combined View				Margin Total Actual/Combined
Margin Total Actual for Actual View				Margin Total Actuall/Actual
Margin Total Actual for Forecast View				Margin Total Actual/Forecast
Margin % by Revenue Grand Total for Combined View				Margin % by Revenue Grand Total/Combined
Margin % by Revenue Grand Total for Actual View				Margin % by Revenue Grand Total/Actual
Margin % by Revenue Grand Total for Forecast View				Margin % by Revenue Grand Total/Forecast
Margin % by Revenue Running Total for Combined View				Margin % by Revenue Running Total/Combined
Margin % by Revenue Running Total for Actual View				Margin % by Revenue Running Total/Actual
Margin % by Revenue Running Total for Forecast View				Margin % by Revenue Running Total/Forecast
Margin % by Revenue Total Actual for Combined View				Margin By Revenue Total Actual/Combined
Margin % by Revenue Total Actual for Actual View				Margin % by Revenue Total Actual/Actual
Margin % by Revenue Total Actual for Forecast View				Margin % by Revenue Total Actual/Forecast
Margin % by Cost Grand Total for Combined View				Margin % by Cost Grand Total/Combined
Margin % by Cost Grand Total for Actual View				Margin % by Cost Grand Total/Actual
Margin % by Cost Grand Total for Forecast View				Margin % by Cost Grand Total/Forecast
Margin % by Cost Running Total for Combined View				Margin % by Cost Running Total/Combined
Margin % by Cost Running Total for Actual View				Margin % by Cost Running Total/Actual
Margin % by Cost Running Total for Forecast View				Margin % by Cost Running Total/Forecast
Margin % by Cost Total Actual for Combined View				Margin % by Cost Total Actual l/Combined
Margin % by Cost Total Actual for Actual View				Margin % by Cost Total Actual/Actual
Margin % by Cost Total Actual for Forecast View				Margin % by Cost Total Actual/Forecast
Net Margin Grand Total for Combined View				Net Margin by Cost Grand Total/Combined
Net Margin Grand Total for Actual View				Net Margin By Cost Grand Total/Actual
Net Margin Grand Total for Forecast View				Net Margin By Cost Grand Total/Forecast
Net Margin Running Total for Combined View				Net Margin By Cost Running Total/Combined
Net Margin Running for Actual View				Net Margin By Cost Running Total/Actual
Net Margin Running Total for Forecast View				Net Margin By Cost Running Total/Forecast
Net Margin Total Actual for Combined View				Net Margin By Cost Total Actual/Combined
Net Margin Total Actual for Actual View				Net Margin By Cost Total Actual/Actual
Net Margin Total Actual for Forecast View				Net Margin By Cost Total Actual/Forecast
Net Margin % Grand Total for Combined View				Net % Margin By Cost Grand Total/Combined
Net Margin % Grand for Actual View				Net % Margin By Cost Grand Total/Actual
Net Margin % Grand Total for Forecast View				Net % Margin By Cost Grand Total/Forecast
Net Margin % Running Total for Combined View				Net % Margin By Cost Running Total/Combined
Net Margin % Running Total for Actual View				Net % Margin By Cost Running Total/Actual
Net Margin % Running Total for Forecast View				Net % Margin By Cost Running Total/Forecast
Net Margin % Total Actual for Combined View				Net % Margin By Cost Total Actual /Combined
Net Margin % Total Actual for Actual View				Net % Margin By Cost Total Actual/Actual
Net Margin % Total Actual for Forecast View				Net % Margin By Cost Total Actual/Forecast
Total Cost				Total Cost = Actual Non-Labor Cost + Labor Cost Actual Non-Labor Cost = Total Payable Amount associated to all the Non-Labor Categories defined in the Financial Planner template Cost Section such as Expense, Product and Charges . Labor Cost depends on the method of calculation of Financial Planner and the view. Financial Planner Time and Material Method: Combined View Labor Cost= Time Sheet * Actual Cost Rate (Hourly only) + Work Plan hours * Forecast Cost Rate (Hourly only from User or Project). Actual View Labor Cost= Time Sheet * Actual Cost Rate (Hourly only). Forecast View Labor Cost= Work Plan hours * Forecast Cost Rate (Hourly only from User or Project). Financial Planner Percentage of Completion Method Combined View Labor Cost = “Current Cost Total Budget” OR “Current Cost Time Budget” Depending on the budget settings in the template. Actual/Forecast View Total Cost = Non-labor Cost, where Labor Cost is not considered
Total Revenue				When Recognized Revenue Row is NOT being displayed (Recognized Revenue is unchecked) or the Value for Recognized Revenue in the Database is NULL: Total Revenue = Revenue Sub-Total When Recognized Revenue Row is being displayed (Recognized Revenue row is checked) Actuals View Total Revenue = Total Recognized Revenue for the period Forecast View  T&M Forecast Method = Revenue Sub-Total Other methods = 0 Combined View Actual Period → Total Recognized Revenue for the period Current Period → Revenue Sub-Total + Deferred Revenue Forecast Period → Revenue Sub-Total for the period Note: Revenue Sub-Total = Total Non-Labor Revenue

Tip: A See More link has been added to the descriptive tooltips when hovering over the Key Performance Indicators within the Project List Columns Selection dialog box as well as the KPI Columns available from the Project List page. Clicking the See More link from these tooltips will open the online help article for further details.

Note: The value(s) are calculated using the most current conversion rate.