This glossary defines every metric visible in LMN Analytics dashboards. Use it to understand what each number means, how it is calculated, and how to interpret it.
In this article:
2. Job Costing — Actual vs Estimated
3. Estimating — Costs & Profitability
How to Use
| Metric Name | The display name of the metric as it appears on your LMN Analytics dashboards. |
| Metric Definition | A plain-language explanation of what the metric represents and why it matters. |
| Calculation Formula | The formula used to calculate the metric. |
| Calculation Explanation | A step-by-step breakdown of how the calculation works, written in everyday language. |
Key Terms
These terms appear throughout the glossary. Understanding them first will make the metric definitions easier to follow.
| Term | Definition |
|---|---|
| Estimate | A proposal or bid you create for a customer. It includes the scope of work, pricing, and projected costs (labor, materials, equipment, etc.). Estimates move through the sales pipeline as Pending, Sold, or Lost. |
| Gross Profit | Revenue minus direct job costs (labor, materials, equipment, subcontractors, other). Gross profit does not deduct overhead. |
| Invoice | A bill sent to a customer for completed work. Invoices track the total amount, payments received, remaining balance, and whether they are overdue. An invoice is considered "outstanding" if it has any unpaid balance. This includes invoices that have been partially paid. When this glossary references "Invoiced Revenue," it means revenue from invoices that have been created in LMN, it does not require the invoice to have been sent to or viewed by the customer. |
| Job | A piece of work that is in progress, ready to be or actively already being worked on by your crews. Jobs are created from sold estimates, can be scheduled, and track the actual costs and hours as work is performed. |
| Net Profit | Revenue minus all costs, including both direct job costs and overhead. This is your true bottom-line profit. |
| On Budget / Over Budget / NA (Visits) | A visit is On Budget if the crew finished within the estimated hours. It is Over Budget if they went over. It is NA if there are no estimated hours to compare against, so it can't be scored. |
| Overhead | Indirect business costs that are not tied to a specific job activity, such as office rent, insurance, administrative salaries, or vehicle costs. Overhead is allocated to jobs based on the overhead rate you've configured in your account. |
| Productive vs Non-Productive Time | Productive time is hours spent on billable, direct job work. Non-productive time is hours spent on activities like travel, shop time, equipment maintenance, training, or breaks. Which job types count as non-productive is configured in your LMN account under Settings > Jobs > Job Types. Common non-productive types include Drive Time, Shop Time, and Break, but your company may have additional custom types. |
| Sales Pipeline Status | The current stage of an estimate: Pending (waiting on the customer), Sold (accepted), or Lost (declined). |
| Scoreable Visit | A visit that has estimated hours assigned and can therefore be evaluated as On Budget or Over Budget. Visits without estimates are marked "NA" and excluded from On Budget scoring. |
| Timesheet | A daily record of a crew's work. A timesheet contains one or more timesheet entries and moves through statuses: In Progress, Submitted, Approved. |
| Timesheet Entry | A single recorded block of work within a timesheet that logs which employee or crew member worked on which job or task, at what times, and for how many hours. If a crew has multiple entries in a day and an employee misses all of them, their performance will be affected for each missed entry. |
| Visit | A single scheduled trip to a job site. A job can have one or many visits. Each visit tracks actual hours worked, and can be scored as "On Budget," "Over Budget," or "NA" based on whether the crew finished within the estimated hours. |
1. Job Costing — Actual Costs
Metrics reflecting real costs and profitability recorded on completed jobs.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Actual Hours | Total crew hours from timesheets on the selected jobs. | Sum of All Labor Minutes ÷ 60 | We add up all minutes from timesheets on the selected jobs and convert them to hours. |
| Actual Revenue per Hour | Revenue earned per labor hour on completed jobs. Measures how productive your labor is. Higher is better. | Total Invoiced Revenue ÷ Total Actual Hours | Total invoiced revenue divided by total actual labor hours on the selected jobs. A higher number means you're earning more for each hour of work. |
| Equipment Cost | Total cost of equipment used on a job. | Sum of All Equipment Costs | Adds up all actual equipment costs recorded on your jobs. Only includes items categorized as "Equipment" in your cost tracking. |
| Gross Profit | Revenue from invoiced jobs minus total direct job costs. Shows your profit before overhead is deducted. | Invoiced Revenue − Total Actual Costs | Take what you invoiced and subtract all direct job costs (labor, materials, equipment, subcontractors, other). The result is your gross profit, which is what's left before overhead. |
| Gross Profit Margin | Gross profit as a percentage of revenue. Higher is better. | (Invoiced Revenue − Actual Costs) ÷ Invoiced Revenue × 100 | Your gross profit dollars divided by your total invoiced revenue, shown as a percentage. For example, if you invoiced $10,000 and had $6,000 in direct costs, your gross profit % is 40%. |
| Labor Cost | Total actual cost of labor on your jobs based on employee wages and hours worked. | Sum of (Hourly Wage × Hours Worked) for all labor | For each employee on the job their hourly wage is multiplied by the time they worked. All of those amounts are added together to give you the total labor cost. |
| Material Cost | Total actual cost of materials used on your jobs. | Sum of All Material Costs | Adds up the cost of all materials and generic items recorded on your jobs. |
| Net Profit | Revenue minus all job costs, including overhead. This is your bottom-line profit on completed work. | Invoiced Revenue − All Job Costs (incl. Overhead) | Take what you invoiced and subtract everything: labor, materials, equipment, subcontractors, other costs, and overhead. What's left is your net profit. |
| Net Profit Margin | Net profit as a percentage of revenue, after all costs including overhead. Higher is better. | (Invoiced Revenue − All Job Costs) ÷ Invoiced Revenue × 100 | Your net profit dollars divided by your total invoiced revenue, shown as a percentage. This tells you what portion of every dollar you keep as profit after all expenses. |
| Other Cost | Total actual costs classified as "Other" on your jobs. | Sum of All "Other" Costs | Adds up all costs that don't fall into Labor, Materials, Equipment, Subcontractor, and Overhead categories. |
| Overhead Cost | Total actual overhead cost applied to your jobs. | Sum of All Overhead Costs | Adds up all costs categorized as "Overhead" on your jobs, including indirect costs like office expenses, insurance, or administrative costs allocated to jobs. |
| Subcontractor Cost | Total actual subcontractor cost on your jobs. | Sum of All Subcontractor Costs | Adds up all costs for subcontractor work recorded on your jobs. |
| Total Cost | Total direct job costs, including labor, materials, equipment, subcontractors, and other costs, but not overhead. | Labor + Materials + Equipment + Subs + Other | Everything you spent directly on the job added together. Overhead is not included in this total. |
2. Job Costing — Actual vs Estimated
Metrics comparing actual spend on a job against the original estimate.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Hours Over/Under Budget | The difference in hours between what you actually spent and what you estimated. | Actual Hours − Estimated Hours | Your total actual hours minus your total estimated hours. A positive number means you used more hours than estimated; a negative number means you came in under. |
| Hours Variance % | The percentage difference between your actual hours and your estimated hours. A positive number means you went over your estimate. | (Actual Hours − Estimated Hours) ÷ Estimated Hours × 100 | Shows how far off your actual hours were from your estimate, as a percentage. For example, if you estimated 10 hours and spent 12, this shows +20%. Only calculated when estimated hours are greater than zero. |
3. Estimating — Costs & Profitability
Metrics for analyzing estimates and projected profitability before work begins.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Estimate Count | Number of estimates created in the selected date range. | Count of Estimates | The total number of estimates you've created during the selected time period. |
| Estimated Break-Even Revenue | The total estimated cost plus overhead. This is the minimum revenue needed to cover all costs. | Total Estimated Cost + Total Estimated Overhead | Adds your total estimated direct costs and overhead together. This is the revenue threshold. If you invoice less than this amount, you lose money on the job. |
| Estimated Contribution per Labor Hour | Estimated contribution per labor hour after subtracting materials subcontractors and other direct costs. Higher is better. | (Estimate Price − Materials − Subs − Other) ÷ Est Hours | Start with the total estimate price, subtract materials, subcontractors, and other costs, then divide by estimated labor hours. Shows the dollar amount each estimated labor hour contributes toward covering labor, overhead, and profit. For example, if your estimate price is $8,000, with $1,500 in materials and $500 in subs, and you've estimated 80 labor hours, your estimated throughput per hour is $75. |
| Estimated Equipment Cost | Total estimated equipment cost on your estimates. | Sum of Equipment Costs on Estimates | Adds up all equipment costs you've included in your estimates. |
| Estimated Equipment Cost % | Equipment cost as a percentage of the total estimate price. | Estimated Equipment Cost ÷ Total Estimate Price × 100 | Shows what portion of your estimate price goes toward equipment. |
| Estimated Gross Profit | Estimated revenue minus estimated direct costs, before overhead. Your projected gross profit. | Estimate Price − Estimated Cost | Your total estimate price minus all direct costs on the estimate. This is what you expect to make before overhead is deducted. |
| Estimated Gross Profit Margin | Estimated gross profit as a percentage of the estimate price. Higher is better. | (Estimate Price − Estimated Cost) ÷ Estimate Price × 100 | Your estimated gross profit dollars divided by the total estimate price, shown as a percentage. |
| Estimated Gross Profit Margin (Sold Estimates) | Gross profit percentage on estimates that have been sold only. Higher is better. | (Estimate Price − Estimated Cost) ÷ Estimate Price × 100 — Sold only | Same as Estimated Gross Profit (%), but only for estimates with a "Sold" status. Helps you see the profitability of work you've actually won. |
| Estimated Hours | Total estimated labor hours across your estimates. | Sum of Labor Hours on Estimates | Adds up all the labor hours included in your estimates. |
| Estimated Labor Cost | Total estimated labor cost on your estimates. | Sum of Labor Costs on Estimates | Adds up all labor costs included in your estimates. |
| Estimated Labor Cost % | Labor cost as a percentage of the total estimate price. | Estimated Labor Cost ÷ Total Estimate Price × 100 | Shows what portion of your estimate price goes toward labor. |
| Estimated Material Cost | Total estimated material cost on your estimates. | Sum of Material Costs on Estimates | Adds up all material costs included in your estimates. |
| Estimated Material Cost % | Material cost as a percentage of the total estimate price. | Estimated Material Cost ÷ Total Estimate Price × 100 | Shows what portion of your estimate price goes toward materials. |
| Estimated Net Profit | Estimated revenue minus all costs including overhead. Your projected bottom-line profit. | Estimate Price − (Estimated Cost + Overhead) | Your total estimate price minus everything: direct costs and overhead. This is what you expect to keep as profit. |
| Estimated Net Profit Margin | Estimated net profit as a percentage of the estimate price. Higher is better. | (Estimate Price − Cost − Overhead) ÷ Estimate Price × 100 | Your estimated net profit dollars divided by the total estimate price, shown as a percentage. |
| Estimated Net Profit Margin (Sold Estimates) | Net profit percentage on sold estimates only. Higher is better. | (Estimate Price − Cost − Overhead) ÷ Estimate Price × 100 — Sold only | Same as Estimated Net Profit (%), but only for estimates with a "Sold" status. |
| Estimated Other Cost | Total estimated cost classified as "Other" on your estimates. | Sum of "Other" Costs on Estimates | Adds up all costs categorized as "Other" in your estimates. |
| Estimated Other Cost % | Other cost as a percentage of the total estimate price. | Estimated Other Cost ÷ Total Estimate Price × 100 | Shows what portion of your estimate price goes toward "Other" costs. |
| Estimated Overhead | Total estimated overhead on your estimates. | Sum of Overhead Amounts on Estimates | Adds up all the overhead amounts applied to your estimates, based on the overhead rate set for your account. |
| Estimated Overhead % | Overhead as a percentage of the total estimate price. | Estimated Overhead ÷ Total Estimate Price × 100 | Shows what portion of your estimate price is allocated to overhead. |
| Estimated Revenue per Hour | Estimated revenue per labor hour across all your estimates. Higher is better. | Total Estimate Price ÷ Estimated Labor Hours | Your total estimate price divided by total estimated labor hours. Shows how much revenue you expect to earn per hour of work. |
| Estimated Revenue per Hour (Sold Estimates) | Estimated revenue per labor hour for sold estimates only. Higher is better. | Total Estimate Price ÷ Estimated Labor Hours — Sold only | Same as Estimated Revenue per Hour but only for estimates you've sold. |
| Estimated Subcontractor Cost | Total estimated subcontractor cost on your estimates. | Sum of Subcontractor Costs on Estimates | Adds up all subcontractor costs included in your estimates. |
| Estimated Subcontractor Cost % | Subcontractor cost as a percentage of the total estimate price. | Estimated Subs Cost ÷ Total Estimate Price × 100 | Shows what portion of your estimate price goes toward subcontractors. |
4. Sales Pipeline
Metrics tracking sales performance: estimates won, lost, and close speed.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Average Days Open (Unsold) | Average number of days that unsold estimates have been open. | Average of (Today − Estimate Created Date) for Pending estimates only | For estimates that haven't been sold yet (in Pending status) we calculate how many days they've been open and average them together. A high number may indicate estimates that need follow-up or should be marked as lost. |
| Average Days to Close | Average number of days from when an estimate is created to when it is sold. Lower is better. | Average of (Estimate Close Date − Estimate Created Date) for Sold estimates only | For each estimate marked as sold, we calculate the days between creation and the close date, then average them. Only estimates with a final sold status are included. Lower is better because it means you're closing deals faster. |
| Estimate Close Rate (by Count) | The percentage of estimates that were sold, out of all closed estimates (sold or lost). Higher is better. | Sold Count ÷ (Sold + Lost Count) × 100 | The number of sold estimates divided by the total number of closed estimates (sold or lost). Pending estimates are excluded from the denominator since they have not yet reached a final outcome. For example, if you sold 6 out of 10, your close rate is 60%. |
| Estimate Close Rate (by Revenue) | The percentage of estimate dollars that were sold, out of all closed estimate dollars (sold or lost). Higher is better. | Sold $ ÷ (Sold $ + Lost $) × 100 | The dollar value of sold estimates divided by the combined value of all sold and lost estimates. Pending estimates are excluded from the denominator since they have not yet reached a final outcome. This is a dollar-weighted close rate, so larger estimates have more influence. |
| Lost Estimate Count | Number of estimates marked as "Lost" in the sales pipeline. | Count of Estimates where Status = "Lost" | The total number of estimates that were not accepted by the customer. |
| Lost Estimate Value | Total dollar value of estimates that were lost. | Sum of Estimate Prices where Status = "Lost" | Adds up the total price of every estimate you lost. Helps you understand the revenue impact of lost deals. |
| Pending Estimate Count | Number of estimates still in "Pending" status in the sales pipeline. | Count of Estimates where Status = "Pending" | How many estimates are still waiting for a decision from the customer. |
| Pending Estimate Value | Total dollar value of estimates that are still pending. | Sum of Estimate Prices where Status = "Pending" | Adds up the total price of every pending estimate. This represents your open pipeline value. |
| Sold Estimate Count | Number of estimates marked as "Sold" in the sales pipeline. | Count of Estimates where Status = "Sold" | The total number of estimates you've won during the selected time period. |
| Sold Estimate Value | Total dollar value of estimates that were sold. | Sum of Estimate Prices where Status = "Sold" | Adds up the total price of every estimate you've sold. This is your total sold revenue. |
| Sold Estimated Hours | Total estimated labor hours on estimates that were sold. | Sum of Estimated Hours where Status = "Sold" | Adds up all the labor hours from your sold estimates. Helps you understand your upcoming workload. |
5. Aging Report
Metrics tracking outstanding invoices and how long they have been past due. All aging buckets are based on the invoice due date.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Current Invoices (Count) | Number of outstanding invoices that are not yet past due (due date is still in the future). | Count of Unpaid Invoices where Due Date is in the future | How many unpaid invoices you have that haven't reached their due date yet. An invoice moves out of "Current" and into "0–15 Days Past Due" on the day after its due date. |
| Current Invoices (Total Amount) | Dollar amount of outstanding invoices that are not yet past due. | Sum of Remaining Balances where Due Date is in the future | The total dollar amount of invoices that are unpaid but haven't reached their due date yet. |
| Invoices 0–15 Days Past Due (Count) | Number of outstanding invoices that are 0–15 days past due. An invoice enters this bucket the day after its due date. | Count of Unpaid Invoices where 0 ≤ Days Past Due ≤ 15 | How many unpaid invoices have been past due for up to 15 days. |
| Invoices 0–15 Days Past Due (Total Amount) | Dollar amount of outstanding invoices that are 0–15 days past due. | Sum of Remaining Balances where 0 ≤ Days Past Due ≤ 15 | The total dollar amount owed on invoices that have been past due for up to 15 days. |
| Invoices 16–30 Days Past Due (Count) | Number of outstanding invoices that are 16–30 days past due. | Count of Unpaid Invoices where 16 ≤ Days Past Due ≤ 30 | How many unpaid invoices have been past due for 16 to 30 days. |
| Invoices 16–30 Days Past Due (Total Amount) | Dollar amount of outstanding invoices that are 16–30 days past due. | Sum of Remaining Balances where 16 ≤ Days Past Due ≤ 30 | The total dollar amount owed on invoices that have been past due for 16 to 30 days. |
| Invoices 31–60 Days Past Due (Count) | Number of outstanding invoices that are 31–60 days past due. | Count of Unpaid Invoices where 31 ≤ Days Past Due ≤ 60 | How many unpaid invoices have been past due for 31 to 60 days. |
| Invoices 31–60 Days Past Due (Total Amount) | Dollar amount of outstanding invoices that are 31–60 days past due. | Sum of Remaining Balances where 31 ≤ Days Past Due ≤ 60 | The total dollar amount owed on invoices that have been past due for 31 to 60 days. |
| Invoices 60+ Days Past Due (Count) | Number of outstanding invoices that are more than 60 days past due. | Count of Unpaid Invoices where Days Past Due > 60 | How many unpaid invoices have been past due for over 60 days. These are your most overdue invoices. |
| Invoices 60+ Days Past Due (Total Amount) | Dollar amount of outstanding invoices that are more than 60 days past due. | Sum of Remaining Balances where Days Past Due > 60 | The total dollar amount owed on your most overdue invoices, those past due by more than 60 days. |
| Total Outstanding Balance | Total amount currently outstanding across all unpaid invoices. | Sum of All Remaining Balances on Outstanding Invoices | The total dollar amount still owed to you across all unpaid invoices, regardless of how old they are. Should equal the sum of all aging bucket amounts above. |
6. Invoices
Overview of invoicing activity and outstanding balances.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Invoice Remaining Balance | Total unpaid balance across your invoices. | Total Invoice Amounts − Total Payments Received | Takes the total of all your invoices and subtracts any payments you've received. The result is how much is still owed to you. |
| Line Item Cost | Total cost of invoice line items calculated from quantity and rate. | Sum of (Quantity × Rate) for each line item | For each line on the invoice, the quantity is multiplied by the rate, and all line item totals are added together. |
| Line Item Total with Tax | Total cost of invoice line items including tax. | Sum of (Quantity × Rate + Tax) for each line item | Same as Line Item Cost but with tax added to each line item. |
| Overdue Invoice Count | Number of invoices that are past their due date. | Count of Invoices where Due Date has passed | How many of your invoices are past due and still have an unpaid balance. |
| Overdue Invoices (Remaining Balance) | Total remaining balance on invoices that are overdue. | Sum of Remaining Balances where Invoice is Overdue | The total dollar amount still owed on invoices that are past their due date. |
| Total Invoice Count | Total number of invoices. | Count of All Invoices | The total number of invoices in the selected time period. |
7. Payments
Payment transaction metrics including Stripe settlement data.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Payment Count | Total number of payment line items recorded. | Count of Payment Items | The total number of individual payment transactions recorded. |
| Stripe Fees | Stripe transaction fees from Stripe settlement data for this payment line (LMN Pay / Stripe), in account currency. | SUM(Stripe Fees) | Populated when Stripe payout detail matches the payment. Blank when there is no match (non-LMN Pay, other methods, or missing detail). $0 means Stripe reported no fee. Use with Stripe Net Payout for settlement reconciliation. |
| Stripe Net Payout | The net amount Stripe settles to the merchant bank for this charge after fees (LMN Pay / Stripe), in account currency. | SUM(Stripe Net Payout) | Sourced from the same Stripe payout detail as Stripe Fees. Blank when no payout detail exists. Zero means the net settled amount was zero. Use for bank and payout reconciliation. |
8. Crew Performance
Metrics evaluating crew productivity, attendance, and timesheet accuracy.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Approved Timesheet Count | Number of timesheets with a status of "Approved". | Count of Timesheets where Status = "Approved" | How many timesheets have been reviewed and approved by a manager. |
| Completed Service Count | Number of completed services recorded. | Count of Completed Services | The total number of services that have been completed. |
| Crew Efficiency | Productive hours as a share of total hours worked. Higher is better. | Productive Hours ÷ Total Hours Worked | The percentage of total time spent on productive billable work. A crew efficiency of 80% means 80% of the crew's time was spent on actual job work. |
| Crew Non-Productive Hours | Hours logged as non-productive, such as admin, travel, or breaks. | Sum of Hours where Time Type = Non-Productive | Adds up all hours spent on non-productive tasks. |
| Crew Non-Productive Time % | The share of total hours that are non-productive. Lower is better. | Non-Productive Hrs ÷ (Productive + Non-Productive Hrs) × 100 | Your non-productive hours divided by your total hours, shown as a percentage. Lower is better. |
| Crew Productive Hours | Hours logged as productive, meaning billable or direct work on jobs. | Sum of Hours where Time Type = Productive | Adds up all hours spent on productive work tasks (as opposed to non-productive time like travel or admin). |
| Crew Productive Time % | The share of total hours that are productive. Higher is better. | Productive Hrs ÷ (Productive + Non-Productive Hrs) × 100 | Your productive hours divided by your total hours, shown as a percentage. Higher is better. |
| Edited Time Entry Count | Number of time entries that were manually edited after being submitted. | Count of Time Entries where Manual Edit = True | How many individual time entries were changed by hand after the original submission. |
| Edited Timesheet % | The share of timesheets that were edited. | Edited Time Entries ÷ Total Timesheets × 100 | The number of edited time entries divided by the total number of timesheets, shown as a percentage. Because a single timesheet can contain multiple time entries, this value can exceed 100%. A high percentage may indicate frequent corrections to crew time tracking. |
| Edited Timesheet Count | Number of timesheets that have been edited. | Count of Timesheets marked as Edited | The total number of timesheets that were modified after their initial submission. |
| Employee Absent Count | Number of timesheet entries where an employee was marked as absent. | Count of Timesheet Entries where Employee = Absent | Counts every timesheet entry where an employee was marked absent. If a crew member has multiple entries in a day and is absent for all of them, each entry counts separately. |
| Employee Late Count | Number of timesheet entries where an employee was marked as late. | Count of Timesheet Entries where Employee = Late | Counts every timesheet entry where an employee was marked as arriving late. |
| Jobs with Completed Visits | Number of jobs associated with completed visits. | Count of Distinct Jobs from Visits | The number of unique jobs your crew visited during the selected time period. |
| Submitted Timesheet Count | Number of timesheets with a status of "Submitted". | Count of Timesheets where Status = "Submitted" | How many timesheets have been submitted and are awaiting review. |
9. Task Performance
Metrics tracking how well crews perform against task-level estimates.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Actual Hours per Visit | The average actual hours spent per visit for tasks that have estimated hours. | Total Actual Hours ÷ Number of Visits | Your total actual hours on a task divided by how many visits it took. Only includes tasks where estimated hours per visit is greater than zero. |
| Actual vs. Estimated Hours per Visit | Compares your actual hours per visit to your estimated hours per visit. | Actual Hours ÷ Estimated Hours per Visit | 1.0 = you hit the estimate; >1.0 = you used more hours than estimated per visit; <1.0 = you used fewer. |
| Estimated Hours per Visit | The estimated number of hours per visit at the task level. | Total Est Hours ÷ Total Est Visits | Your total estimated hours for a task divided by the number of visits expected. Shows how much time each visit should take. |
| Task Count | Number of job tasks with completed visits. | Count of Job Tasks | The total number of job tasks that have at least one completed visit. |
| Task Hours Variance Score | A weighted score comparing your actual hours per visit to your estimated hours per visit. | (Actual Hrs × Est Visits) ÷ (Actual Visits × Est Hrs) | Compares what you actually spent against what you estimated. 1.0 = on target; >1.0 = more time than expected; <1.0 = less time. |
| Total Estimated Hours | Total estimated hours across all tasks. | Sum of Estimated Hours per Task | Adds up the estimated hours for each task. If a task has multiple visits, the highest estimate for that task is used. |
| Total Estimated Visits | Total estimated number of visits across your tasks. | Sum of Estimated Visits per Task | Adds up the estimated number of visits for each task. |
10. Visits
Metrics tracking visit performance, on-budget completion, and scheduling accuracy.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Actual Hours (Eligible Visits) | Actual hours on visits that are eligible for on-budget scoring. | Sum of Actual Hours where On-Budget Status ≠ "NA" | Adds up actual hours from visits that have enough information to be scored. |
| Eligible Visit Count | Total number of visits that have an on-budget status (either "On Budget" or "Over Budget"). | Count of Visits where Status = "On Budget" or "Over Budget" | The total number of visits that could be evaluated for on-budget performance. Excludes visits marked "NA." |
| Estimated Hours (Eligible Visits) | Estimated hours on visits eligible for on-budget scoring. | Sum of Est Hours per Visit where On-Budget Status ≠ "NA" | Adds up estimated hours from visits that can be scored for on-budget performance. |
| Ineligible Visit Count | Visits that cannot be scored for on-budget performance, typically because they have no estimated hours. | Count of Visits where On Budget Status = "NA" | How many visits don't have enough information (such as estimated hours) to determine whether they were on budget. |
| Task Visit Count | Number of visits for each job task. | Count of Visits per Job Task | How many visits were completed for each individual job task. |
| Visit Count by Day | Number of visits per day. | Count of Visits per Day | The total number of visits completed on each day. When viewing by week shows visits per week. |
| Visit Hours Variance Score | A score comparing actual visit hours to estimated visit hours for visits that can be scored. | Actual Visit Hours ÷ Estimated Visit Hours | 1.0 = right on budget; >1.0 = used more time than estimated (over budget); <1.0 = used less. |
| Visits On Budget % | The share of scoreable visits that were completed on budget. Higher is better. | On Budget Count ÷ Total Scoreable Visits × 100 | On-budget visits divided by total visits that could be scored (on budget + over budget). Visits with no estimated hours are excluded. Higher is better. |
| Visits On Budget (Count) | Number of visits completed on budget (on or under budget for hours). | Count of Visits where Status = "On Budget" | How many visits were completed within or under the estimated hours. |
| Visits Over Budget % | The share of scoreable visits that were over budget for hours. Lower is better. | Over Budget Count ÷ Total Scoreable Visits × 100 | Over-budget visits divided by total visits that could be scored. Lower is better. |
| Visits Over Budget (Count) | Number of visits that were over budget for hours. | Count of Visits where Status = "Over Budget" | How many visits took more hours than estimated. |
11. Jobs
High-level job count metrics.
| Metric | Definition | Formula | Explanation |
|---|---|---|---|
| Jobs with Recorded Costs | Number of jobs with recorded costs. | Count of Jobs with Recorded Costs | The total number of jobs that have at least one recorded cost. |
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