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Field List

Field Name and Description

System

Field NameDescription
IDID to uniquely identify the target item.
Tree PathString indicating the WBS structure from the project root item to the target item.
Consists of the item number and the delimiter "/".
Tree DepthThe depth of the tree structure from the project root item to the target item.
The project root item is set to "0".
Is FolderIdentifies whether the target item is a folder or not. If it is a folder, set it to True.
Creation date/timeDate and time when the item was created.
CreatorUsername of the user who created the item.
Update date/timeDate and time when the item was updated.
Updated byThe username of the user who updated the item.

Basic information

Field nameDescription
Project IDThe ID of the project to which the target item belongs.
Project nameThe name of the project to which the target item belongs.
Project codeThe code defined for the project to which the target item belongs.
Item typeThe item type indicating the type of the target item.
Folder IDThe ID of the folder (package) to which the target item belongs.
Folder nameThe name of the folder (package) to which the target item belongs.
Parent item IDThe ID of the item immediately above the target item.
Parent item nameThe name of the item immediately above the target item.
InformationIndicates the status of the target item. The status is displayed with an icon.
NameThe name of the target item.
CodeThe code defined for the target item.
DescriptionAn explanation of the contents of the target item, precautions, etc.
Item numberA number that is linked to the target item. It is unique within the project.
LeaderThe name of the leader set for the target item.
Resource assignmentThe name of the member assigned to the target item. (Up to 10 people are displayed)

Plan/Progress

Field nameDescription
StatusThe status that indicates the progress of the target item.
CProcess categoryThe process category that becomes the default value when the actual times for the target item are entered.
Time entry categoryThe work category that becomes the default value when the actual times for the target item are entered.
Progress rateIndicates the progress of the target item. The progress rate is displayed as a percentage.
Progress rate determination methodDisplays the method for determining the [Progress rate] field.
Start dateThe planned start date of the target item.
End dateThe planned end date of the target item.
MilestoneIdentifies whether the target item is a milestone or not.
True if this is a milestone.
Planned timePlanned effort for the item.
Actual timeActual effort for the item.
Actual start dateEarliest date for which actual results exist for the item and any subitems.
Actual end dateLatest date for which actual results exist for the item and any subitems.
Remaining timeThe remaining time needed to complete the item.
Planned costPlanned cost for the item.
Actual costActual cost for the item.
Planned quantityPlanned quantity of work for the item's deliverable.
Actual quantityActual quantity of work for the item's deliverable.
Size unitDeliverable unit used to measure the quantity of work for the item.
Deliverable informationDescription of the item's deliverable.
Fixed durationIdentifies whether the item has a fixed duration.
True if the item has a fixed duration.
Actual Input LockedIdentifies whether actual input for the item is locked.
True if actual input is locked.
Child Item Planned EffortsIf subitems exist, the total planned effort for the subitems.
Child Item Start DateIf subitems exist, the earliest start date for the subitems.
Child Item Finish DateIf subitems exist, the latest finish date for the subitems.
Child Item Actual EffortsIf subitems exist, the total actual effort for the subitems.
Child Item Planned CostIf subitems exist, the total planned cost for the subitems.
Child Item Actual CostIf subitems exist, the total actual cost for the subitems.
Completion DateThe date on which the item was completed.
Work DaysThe number of work days between the start date and finish date of the item.
Managed Planned EffortsThe total planned effort for the item, excluding work items for which progress is not managed.
Managed actual timesTotal actual times for items, excluding work items not managed by progress rate.

EV

Earned value management (EVM) is a method of managing projects by converting project plans and progress into costs.
You can quantitatively evaluate project progress and productivity.

TimeTracker NX incorporates the concept of "labor hours" into each indicator of this EVM, and publishes the following fields as "Extended EV".

The Extended Earned Value Model uses some unique indicators and calculations based on our operational track record.
If the values of the fields required for calculation are not set, the value will not be calculated correctly.

Please set the required fields and check.
Example)

  • When calculating "Delay period", the value of "Number of working days" is not entered.
  • The progress rate is set to "Not managed".
Field nameDescriptionCalculation formula
Planned progress rateThe current progress rate when things are proceeding as planned.Planned progress rate = Total planned times of the managed object for each day up to the previous day / [Planned times of the managed object] x 100
Schedule indicatorProgress of the schedule (*1).Schedule indicator = [Progress rate] / [Planned progress rate]
Man-hour indicatorProductivity calculated from man-hours (*1).Man-hour indicator = [Actual times acquired (*3)] / [Actual times of the managed object]
Cost indicatorProductivity calculated from costs (*1).Cost indicator = [Actual cost acquired (*4)] / [Actual cost]
Delay periodThe number of days indicating the delay period of the schedule.Late duration = [Number of working days] × ([Planned progress rate] - [Progress rate]) / 100 + (the greater of "0" or "[Number of elapsed working days (*2)] - [Number of working days]")
* If the value contains a decimal, round up to the next decimal point to obtain the number of days.
Late effortThe amount of effort that is late in terms of progress on the measurement date.Late effort = [Planned effort to be managed] / 60 × ([Planned progress rate] - [Progress rate]) / 100
Late costThe cost that is late in terms of progress on the measurement date.Basic formula = [Planned cost] × ([Planned progress rate] - [Progress rate]) / 100
Final estimated late durationThe expected delay duration at the time of completion.Final forecast delay period = [Number of days worked (*2)] × (100 - [Percentage of progress]) / [Percentage of progress] - [Number of days worked] × (100 - [Planned progress]) / 100
Final forecast delay effortThe expected delay effort at completion.Final forecast delay effort = [Actual time] × (100 - [Percentage of progress]) / [Percentage of progress] - [Planned time] × (100 - [Planned progress]) / 100
Final forecast delay costThe expected delay cost at completion.Final forecast delay cost = [Actual cost] × (100 - [Percentage of progress]) / [Percentage of progress] - [Planned cost] × (100 - [Planned progress]) / 100
Final forecast completion dateThe expected completion date at the current pace.Final estimated completion date = ([Number of working days (*2)] + 1) × 100 / [Percentage of progress] + [Start date] -1
Final estimated effortEffort at the current pace at completion.Final estimated effort = [Actual time] × (100 / [Percentage of progress])
Final estimated costEffective cost at the current pace at completion.Final estimated cost = [Actual cost] × (100 / [Percentage of progress])

*1 For how to determine by value, please refer to the following link.
"Metric evaluation criteria"
*2 Number of working days from the start date to one working day before today (based on the project calendar)
*3 The formula for calculating actual effort is as follows.
  [Planned time] * [Percentage of progress]
*4 The formula for calculating actual cost is as follows.
  [Planned cost] * [Progress rate]

Evaluation criteria for indicators

The "Schedule indicator", "Man-hour indicator", and "Cost indicator" are judged based on their values as follows.

ValueJudgment result
Greater than 1Moving ahead of plan, able to handle less man-hours/cost.
1As planned.
Less than 1Behind plan, man-hours/cost exceeded.
How to use indicators

There are few cases where it becomes "1". It is recommended to use indicators that are appropriate for the situation of each project, such as 0.8 to 1 being an indicator that can be recovered.
Also, if the value is too large (for example, greater than 1.2 as a guideline), it can be an opportunity to reconsider the validity of the plan.

Custom

Custom field typeDescription
Integer typeCustom field that handles integers.
Real number typeCustom field that handles numbers including decimals.
Boolean typeCustom field that handles True or False values.
Date typeCustom field that handles dates. Enter in yyyy/m/d format.
*An error will occur if you enter in any other format.
Single line text typeCustom field that handles one line of text.
Multiple lines text typeCustom field that handles multiple lines of text.
User typeCustom field that handles project members.
Process classification typeCustom field that handles process classification options.
Work classification typeCustom field that handles work classification options.

List of methods for determining fields

The following is a list of methods for determining fields.

No.Determination methodExplanation
1User input valueThe user inputs the value directly.
2Weighted averageThe total progress rate of the child items weighted by the proportion of the planned effort of the child items.
For details, refer to the following link.
"Details of progress rate (weighted average)"
3Scale progressThe ratio of the actual achievement amount to the planned achievement amount.
If the scale progress rate exceeds 100%, it will be set to 100%.
4Remaining workThe progress rate is calculated from the planned effort and remaining work time.
Before work starts, the remaining work time is set to the value of the planned effort.
The progress rate increases by reducing the remaining work time as the work progresses.
5Do not manageThe progress rate is not managed.
6Child MinThe minimum value of the target field of the child nodes directly under the target node.
7Child MaxThe maximum value of the target field of the child nodes directly under the target node.
8Child SumThe sum of the target field values of the child nodes directly under the target node.
9Automatic calculation□Planned cost
・If the method for determining planned effort is "Sum of children", it is the sum of the children.
・If the method for determining planned effort is "User input value", it is calculated based on the following.
  - Planned effort for each resource
  - Planned cost unit price set for each project
□Actual cost
・If there are child items, it is the sum of the actual cost of the children.
・For end-of-line items, it is calculated from the actual effort for each resource and the cost unit price in the history.
10Child AverageThe average value of the target field values of the child nodes directly under the target node.
11Child CountThe number of child nodes directly under the target node.
12Logical ANDThe logical AND of the target fields of the child nodes directly under the target node.
13Logical ORThe logical OR of the target fields of the child nodes directly under the target node.
14Calculate from actual resultsCalculates the remaining work hours from the actual times and progress rate.
Calculation formula: (100-progress rate) / (progress rate/actual times)
Example) If the actual times are 7 hours and the progress rate is 70%, the remaining work hours will be 3 hours.
Calculated from the actual times and progress rate regardless of the value of the planned ltimes.
15Calculation formulaA value calculated according to a predefined formula.
See the following link for the format of the calculation formula.
"Formula Reference"

Progress rate: Details of weighted average

The progress rate "weighted average" is the sum of the progress rates of the child items weighted by the proportion of the planned effort of the child items.
Example) For an item with the following child items, the progress rate is 50%.

Planned timeProgress ratePercentage of laborWeighted progress rate
Item A100h100%40%40%
Item B50h50%20%10%
Item C100h0%40%0%
Total250h--50%

List of decision procedures that can be set for each field

The following decision procedures can be set for each field.

The default decision method changes depending on whether there are child items or not.
No.FieldDetermination method optionsParent item initial valueEnd item initial value
1Progress rateUser input value
Weighted average
Scale progress
Remaining work time
Do not manage
Weighted averageUser input value
2Start dateUser input value
Child minimum
Child minimumUser input value
3End dateUser input value
Child maximum
Child maximumUser input value
4Planned effortUser input value
Child total
Child totalUser input value
5Remaining work timeUser input value
Child total
Calculated from actual results
Child totalCalculated from actual results(※1)
6Planned costUser input value
Automatic calculation
Automatic calculationAutomatic calculation
7Actual costUser input value
Automatic calculation
Automatic calculation
8Planned performanceUser input value
Sum of children
User input valueUser input value
9Actual performanceUser input value
Sum of children
User input valueUser input value
10Integer custom fieldUser input value
Min child value
Max child value
Sum of children
Average child value
Number of children
Sum of childrenUser input value
11Real custom fieldUser input value
Min child value
Max child value
Sum of children
Average child value
Number of children
Sum of childrenUser input value
12Boolean custom fieldUser input value
Logical intersection/orthogonality
User input valueUser input value
13Date custom fieldUser input value
Min child value
Max child value
User input valueUser input value

Setting the default method for determining remaining work time

The method for changing the default remaining work time can be set on a project-by-project basis.
Change it in the project settings below.

List of copyable fields

The following fields can be copied from among the fields displayed on the project screen.

ClassificationDetailed divisionField
Basic informationName, code, description, leader *3, resource allocation *3
Plan/progressClassificationProcess classification *1, Work classification *1
Progress informationStatus *1, Progress rate, How progress rate is determined
ScheduleStart date, End date, Milestone or completion date, Number of working days *5, Fixed period or not
TimePlanned times *4, Remaining work hours, Planned times to be managed *5
CostPlanned cost, Actual cost
DeliverablesPlanned outcome amount, Actual outcome amount, Scale unit, Deliverable information
OtherCustom fields *1,2

Notes on copying

Notes on each field are as follows. (The number corresponds to the "*" above)

NoNotes
1The value will be copied even if the item's value is in a value range that does not exist in the destination project settings.
2The value of a custom field that does not exist in the destination project will not be copied.
3Users that do not exist in the destination project will not be copied.
4The planned ltimes for each resource will be the copied value divided equally among the resources.
5The value will only be copied if the item is copied. Fields cannot be copied by themselves.