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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.