Hi Sharon, By convention, you would track all Actual Hours and Actual Expenses under each Task, then create sum of Actual Hours (and/or Optional Revenue) report grouped (and optionally Matrixed) by Project Name, by Task Reported Financial Type (eg Project A CapEX 100 hrs $10,000; OpEX 20 hrs, $1500; G&A 0 hrs, $0 dollars), and similarly, an Actual Expense Report (eg Project A CapEX $50,000; OpEX $4,000; G&A $19.99). For best results, some additional work might be required to split certain Tasks into separate Tasks (eg a CapEX subtask and an OpEx subtask) so the assignments and Actuals can be properly made and recorded, respectively; and, of course, training and enforcing, likewise. To simplify reporting, it is also be advantageous to create custom data currency parameters for each Reported Financial Type at the Project level. That way, you could periodically run the Actual Hours and Actual Expenses reports, update them on each Project (or similarly, into the very valuable built-in Cost, Revenue Benefit fields that Jamie mentioned). With that data available at that level, it then becomes straightforward to report, chart, and compare some very interesting information (eg $ CapEX hours remaining, % OpEX $ spent, $ G&A over Planned). The value of such information might be enough to justify the manual effort required to periodically update it; or even to automate it using a custom built api, or using a partner offering such as our UberCalc solution ("http://store.atappstore.com/product/ubercalc/">
http://store.atappstore.com/product/ubercalc/ ). In my opinion, compared to other approaches such as multiple CapEX/OpEX hour types, this approach has the most benefits (eg a simple Project Level default, ability to override at a Task level and even Sub Task level, ability to quickly reclassify any of those by simply changing one custom form dropdown vs re-handling Time Entries) makes it the Best Practice of which I am aware. Regards, Doug