💰 Cost
Load a P6 XML with cost data or enter costs in the Cost Data tab to see the cost S-curve.
📅 Schedule
📊 Progress
Activity Status
Progress by WBS
⚙️ Manhours & EVM
📋 Change Orders
WBS Progress
WBS Critical Path Map
Critical Path Activities
| ID | Activity Name | WBS | TF | Variance Finish Date | Status |
|---|
📐
▼
HOW CHANGE ORDERS IMPACT SCHEDULE — 6 SCENARIOS
Reference guide for EOT analysis · Click to expand / collapse
1
CO Concurrent — No Delay to A
✅ NO EXTENSION
"Change ran alongside our work and closed on time — no impact"
A
A (Original Duration)
CO
CO
FF, Lag=0 — CO finishes with A, no extension
2
CO Concurrent — A Extended, No Lag
⭐ MOST COMMON
"The change pushed our finish — we couldn't complete until CO closed"
A
A (Original)
Extended
CO
CO
FF, Lag=0 — A finish = CO finish, A extended
3
CO Concurrent — A Extended with Lag
📋 KNOWN REMAINING DAYS
"CO closed, then we still needed X days to finish our remaining scope"
A
A (Original)
A Extended
CO
CO
+ Lag X days ──┘
FF + Lag = X days — A finishes X days after CO
4
CO Concurrent — FS, Unknown Remaining
⭐ ALSO VERY COMMON
"CO closed but we weren't sure how much work was left — updated each cycle"
A
A (Original)
???
CO
CO
FS, Lag=0 — remaining starts after CO, updated each cycle → upgrade to #3
5
CO as Predecessor — Late Start of A
⏱ A START DELAYED
"We couldn't start our work until the change was resolved first"
A
A (Original Duration)
CO
CO
FS — A can only start after CO fully finishes
6
Multi-Scope Impact
⚠️ HIGHEST RISK
"One change hit several crews working at the same time"
CO-001
FF↓FF↓FF↓
A
B
C
FS↓
D
🔑
KEY PRINCIPLE
The engine automatically detects which scenario applies to each CO by reading P6 predecessor/successor relationships. CO cost only flows into the current budget when status is Approved & In Progress. For unknown remaining scope use Scenario 4 (FS, no lag) and upgrade to Scenario 3 (FF + Lag) once the remaining days are confirmed.
📄 Section 1
Contract Activities
| ID | Activity Name | WBS | Actual Start | Actual Finish | BL Finish | % | Variance Finish Date | TF | CP | Status | Flag | Delay Cause |
|---|
📋 Section 2
Change Orders / RFI / ECN
| ID | Activity Name | WBS / CO Group | Actual Start | Actual Finish | BL Start | BL Finish | % | Variance Finish Date | TF | Status | Type |
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🔍 FILTER RESOURCES
RESOURCE CATEGORY
STATUS
SEARCH RESOURCE
👷 By Resource Type
📄 Contract Resources
| Resource Type Category | Resource Name From P6 |
Unit hr/ton/unit | Rate $/unit |
Budget Units |
Actual Units |
Earned (EV) BU×Act% |
Remaining Units |
% Used AC÷BU |
Work Done EV÷BU |
CPI EV÷AC |
Status CPI based |
|---|
📋 Change Order Resources
| CO Group ECN/RFI/FCN | Resource Name From P6 |
Unit hr/ton/unit | Rate $/unit |
Budget Units |
Actual Units |
Earned (EV) BU×Act% |
Remaining Units |
% Used AC÷BU |
Work Done EV÷BU |
CPI EV÷AC |
Status CPI based |
|---|
📋 By Activity
📄 Contract Activities
| Activity ID | Activity Name | WBS | Resource | Type | Budget Units | Actual Units | Remaining Units | % Used |
|---|
📋 Change Order Activities
| CO Group ECN/RFI/FCN | Activity Name | Resource | Type | Budget Units | Actual Units | Remaining Units | % Used |
|---|
🗂️ By WBS
📄 Contract WBS
| WBS / Discipline | Labour Budget | Labour Actual | Equip Budget | Equip Actual | Material Budget | Material Actual | % Labour | % Equip | % Material |
|---|
📋 Change Order WBS
| CO Group ECN/RFI/FCN |
Labour Budget | Labour Actual | Equip Budget | Equip Actual | Material Budget | Material Actual | % Labour | % Equip | % Material |
|---|
💰 Cost Control
WBS Cost Summary
| Category | Original Budget | Approved CO | Current Budget (BAC) | Earned Value (EV) | Committed | Actual to Date (AC) | Forecast Final | CV = EV−AC | % Spent | Health |
|---|
Project Cost Register
Rows are pre-populated from your P6 WBS. Budget and Actual to Date auto-fill from P6 resource cost fields when available. Forecast Final auto-calculates as EAC (AC + Remaining÷CPI) — edit any field to override. Save to preserve data between sessions.
| Cost Type | Original Budget | Approved CO | Current Budget (BAC) | % Complete (P6) | Earned Value (EV) | Committed | Actual to Date (AC) | Forecast Final (EAC) | CV = EV−AC |
|---|
📏 Method 1 — Measured Mile
The Measured Mile is the best-performing activity on the same project — the lowest hours-per-unit rate achieved by the same crew under normal, unimpacted conditions. This becomes the benchmark of what productivity should look like.
All other (impacted) activities are compared against this benchmark:
• Impacted Rate = Actual Hours ÷ Units Installed (in disrupted period)
• Best Rate (Measured Mile) = Actual Hours ÷ Units Installed (best unimpacted activity)
• Lost Hours = (Impacted Rate − Best Rate) × Impacted Quantity
All other (impacted) activities are compared against this benchmark:
• Impacted Rate = Actual Hours ÷ Units Installed (in disrupted period)
• Best Rate (Measured Mile) = Actual Hours ÷ Units Installed (best unimpacted activity)
• Lost Hours = (Impacted Rate − Best Rate) × Impacted Quantity
LoP Factor = 1 − (Best Rate ÷ Impacted Rate) | Lost Hours = (Impacted Rate − Best Rate) × Qty
📊 Method 2 — Earned Value
Compares manhours actually spent (ACWP) against the manhours that should have been spent for the work performed (BCWP/Earned). The gap represents lost manhours due to productivity disruption.
Lost MH = Actual MH − Earned MH | LoP% = (1 − CPI) × 100
The Measured Mile — Productivity Benchmark
Best performing activity — used as baseline for all comparisons
Measured Mile — Productivity Factor by Activity
Bar = productivity relative to measured mile (100% = no loss · below 100% = loss)
Lost Manhours by Activity (Actual vs Earned)
Red bars = manhours spent above what was earned (productivity loss quantum)
Loss of Productivity Register — All Activities
| ID | Activity Name | WBS | Budget MH | Earned MH | Actual MH | Lost MH | CPI | LoP % (CPI) | Productivity vs Mile | LoP % (Mile) | Severity |
|---|
Change Order Register
| Ref | Type | Description | Category | Start | Close | Steps | Status | Approved | CO Cost ($) | Linked To (Contract Activity) |
|---|