Field List

Field Name and Description

System

Field Name	Description
ID	ID to uniquely identify the target item.
Tree Path	String indicating the WBS structure from the project root item to the target item. Consists of the item number and the delimiter "/".
Tree Depth	The depth of the tree structure from the project root item to the target item. The project root item is set to "0".
Is Folder	Identifies whether the target item is a folder or not. If it is a folder, set it to True.
Creation date/time	Date and time when the item was created.
Creator	Username of the user who created the item.
Update date/time	Date and time when the item was updated.
Updated by	The username of the user who updated the item.

Basic information

Field name	Description
Project ID	The ID of the project to which the target item belongs.
Project name	The name of the project to which the target item belongs.
Project code	The code defined for the project to which the target item belongs.
Item type	The item type indicating the type of the target item.
Folder ID	The ID of the folder (package) to which the target item belongs.
Folder name	The name of the folder (package) to which the target item belongs.
Parent item ID	The ID of the item immediately above the target item.
Parent item name	The name of the item immediately above the target item.
Information	Indicates the status of the target item. The status is displayed with an icon.
Name	The name of the target item.
Code	The code defined for the target item.
Description	An explanation of the contents of the target item, precautions, etc.
Item number	A number that is linked to the target item. It is unique within the project.
Leader	The name of the leader set for the target item.
Resource assignment	The name of the member assigned to the target item. (Up to 10 people are displayed)

Plan/Progress

Field name	Description
Status	The status that indicates the progress of the target item.
CProcess category	The process category that becomes the default value when the actual times for the target item are entered.
Time entry category	The work category that becomes the default value when the actual times for the target item are entered.
Progress rate	Indicates the progress of the target item. The progress rate is displayed as a percentage.
Progress rate determination method	Displays the method for determining the [Progress rate] field.
Start date	The planned start date of the target item.
End date	The planned end date of the target item.
Milestone	Identifies whether the target item is a milestone or not. True if this is a milestone.
Planned time	Planned effort for the item.
Actual time	Actual effort for the item.
Actual start date	Earliest date for which actual results exist for the item and any subitems.
Actual end date	Latest date for which actual results exist for the item and any subitems.
Remaining time	The remaining time needed to complete the item.
Planned cost	Planned cost for the item.
Actual cost	Actual cost for the item.
Planned quantity	Planned quantity of work for the item's deliverable.
Actual quantity	Actual quantity of work for the item's deliverable.
Size unit	Deliverable unit used to measure the quantity of work for the item.
Deliverable information	Description of the item's deliverable.
Fixed duration	Identifies whether the item has a fixed duration. True if the item has a fixed duration.
Actual Input Locked	Identifies whether actual input for the item is locked. True if actual input is locked.
Child Item Planned Efforts	If subitems exist, the total planned effort for the subitems.
Child Item Start Date	If subitems exist, the earliest start date for the subitems.
Child Item Finish Date	If subitems exist, the latest finish date for the subitems.
Child Item Actual Efforts	If subitems exist, the total actual effort for the subitems.
Child Item Planned Cost	If subitems exist, the total planned cost for the subitems.
Child Item Actual Cost	If subitems exist, the total actual cost for the subitems.
Completion Date	The date on which the item was completed.
Work Days	The number of work days between the start date and finish date of the item.
Managed Planned Efforts	The total planned effort for the item, excluding work items for which progress is not managed.
Managed actual times	Total 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 name	Description	Calculation formula
Planned progress rate	The 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 indicator	Progress of the schedule (*1).	Schedule indicator = [Progress rate] / [Planned progress rate]
Man-hour indicator	Productivity calculated from man-hours (*1).	Man-hour indicator = [Actual times acquired (*3)] / [Actual times of the managed object]
Cost indicator	Productivity calculated from costs (*1).	Cost indicator = [Actual cost acquired (*4)] / [Actual cost]
Delay period	The 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 effort	The 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 cost	The 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 duration	The 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 effort	The 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 cost	The 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 date	The 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 effort	Effort at the current pace at completion.	Final estimated effort = [Actual time] × (100 / [Percentage of progress])
Final estimated cost	Effective 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.

Value	Judgment result
Greater than 1	Moving ahead of plan, able to handle less man-hours/cost.
1	As planned.
Less than 1	Behind 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 type	Description
Integer type	Custom field that handles integers.
Real number type	Custom field that handles numbers including decimals.
Boolean type	Custom field that handles True or False values.
Date type	Custom field that handles dates. Enter in yyyy/m/d format. *An error will occur if you enter in any other format.
Single line text type	Custom field that handles one line of text.
Multiple lines text type	Custom field that handles multiple lines of text.
User type	Custom field that handles project members.
Process classification type	Custom field that handles process classification options.
Work classification type	Custom field that handles work classification options.

List of methods for determining fields

The following is a list of methods for determining fields.

No.	Determination method	Explanation
1	User input value	The user inputs the value directly.
2	Weighted average	The 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)"
3	Scale progress	The ratio of the actual achievement amount to the planned achievement amount. If the scale progress rate exceeds 100%, it will be set to 100%.
4	Remaining work	The 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.
5	Do not manage	The progress rate is not managed.
6	Child Min	The minimum value of the target field of the child nodes directly under the target node.
7	Child Max	The maximum value of the target field of the child nodes directly under the target node.
8	Child Sum	The sum of the target field values of the child nodes directly under the target node.
9	Automatic 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.
10	Child Average	The average value of the target field values of the child nodes directly under the target node.
11	Child Count	The number of child nodes directly under the target node.
12	Logical AND	The logical AND of the target fields of the child nodes directly under the target node.
13	Logical OR	The logical OR of the target fields of the child nodes directly under the target node.
14	Calculate from actual results	Calculates 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.
15	Calculation formula	A 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 time	Progress rate		Percentage of labor	Weighted progress rate
Item A	100h	100%		40%	40%
Item B	50h	50%		20%	10%
Item C	100h	0%		40%	0%
Total	250h	-		-	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.	Field	Determination method options	Parent item initial value	End item initial value
1	Progress rate	User input value Weighted average Scale progress Remaining work time Do not manage	Weighted average	User input value
2	Start date	User input value Child minimum	Child minimum	User input value
3	End date	User input value Child maximum	Child maximum	User input value
4	Planned effort	User input value Child total	Child total	User input value
5	Remaining work time	User input value Child total Calculated from actual results	Child total	Calculated from actual results(※1)
6	Planned cost	User input value Automatic calculation	Automatic calculation	Automatic calculation
7	Actual cost	User input value Automatic calculation	Automatic calculation
8	Planned performance	User input value Sum of children	User input value	User input value
9	Actual performance	User input value Sum of children	User input value	User input value
10	Integer custom field	User input value Min child value Max child value Sum of children Average child value Number of children	Sum of children	User input value
11	Real custom field	User input value Min child value Max child value Sum of children Average child value Number of children	Sum of children	User input value
12	Boolean custom field	User input value Logical intersection/orthogonality	User input value	User input value
13	Date custom field	User input value Min child value Max child value	User input value	User 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.

Classification	Detailed division	Field
Basic information		Name, code, description, leader *3, resource allocation *3
Plan/progress	Classification	Process classification *1, Work classification *1
	Progress information	Status *1, Progress rate, How progress rate is determined
	Schedule	Start date, End date, Milestone or completion date, Number of working days *5, Fixed period or not
	Time	Planned times *4, Remaining work hours, Planned times to be managed *5
	Cost	Planned cost, Actual cost
	Deliverables	Planned outcome amount, Actual outcome amount, Scale unit, Deliverable information
Other		Custom fields *1,2

Notes on copying

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

No	Notes
1	The value will be copied even if the item's value is in a value range that does not exist in the destination project settings.
2	The value of a custom field that does not exist in the destination project will not be copied.
3	Users that do not exist in the destination project will not be copied.
4	The planned ltimes for each resource will be the copied value divided equally among the resources.
5	The value will only be copied if the item is copied. Fields cannot be copied by themselves.