Live · Last sync Apr 30 02:00 PT · Next refresh May 1 02:00 PT
1-WEEK DELAY APPLIEDQTD —T4W —
Are we winning?
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Trailing 13 weeks · T4W rolling
StabilisedWeeklyProvisionalTarget
Current Period KPIs
Weekly Target
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Firm chargeable target
QTD
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YTD
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FT Billable Staff
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in pool
·
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billed
Headline · current week
Chargeable Hrs (T4W)
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Time Code = Project
Best Week
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Trailing 5-Week View— trailing weekly utilization for the All-Weather Window
T4W Avg Utilization · Slide Replica
Bars show T4W average. WIN/LOSS determined by T4W avg vs firm chargeable target. Rightmost values are weekly actuals.
T4W AVGUTILIZATION
T4W avg. weekly Client Chargeable %. WIN/LOSS determined by T4W average vs firm chargeable target.
Week Ending
T4W Avg
Weekly
Weekly Target—
Last Stab. Week Actual—
T4W Avg · Latest Stab. Week—
Period Views— quarter-to-date and year-to-date roll-ups (weighted averaging)
Quarter to Date
Weighted utilization across the selected quarter
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QTD
Weeks
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vs Target
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points
Weekly Trend
Year to Date
Weighted utilization across calendar year 2026
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2026 YTD
Weeks
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of 52
vs Target
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points
Quarter-by-Quarter
Methodology · Quick reference
T4W avg — trailing four-week average Client Chargeable %, weighted by available hours per resource per week.
Stabilised — weeks that have closed beyond the 1-week reporting delay; final values not subject to late timesheet entries.
Provisional — current week, shown for awareness but not yet stabilised. Recolored on the next Monday refresh.
Target — 82% firm-wide.
Denominator — Available Hours = Standard Work Hours (40/wk) minus absence. Sourced from Celoxis time entries.
Pool — FT billable staff at the displayed period close. Career levels Analyst through Senior Leader; excludes Executives, Senior Executives, full-time Sales, and partners.
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Compliance
Period
Firm-Wide On-Time Rate
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T4W · closed SLA windows only
On-Time Rate by Service Line
People Below 90% On-Time
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T4W · requires manager attention
People Below 90%
Unreported Work
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Most recent closed week · staff haven't submitted · click to see who
Awaiting PM Approval
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Most recent closed week · PMs haven't approved · click to see who
SLATimesheets must be submitted by Monday EOD following the work week (Optis convention, policy pending formalisation). Deadline = ISO week start + 7 days.
Staff Action
Unreported Work
Staff haven't submitted yet. Closing these lifts util % (these hours are excluded from chargeable until submitted) and the on-time rate.
State
Name
SL · Level
Hours
Last touch
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PM Action
Awaiting PM Approval
Staff have submitted; PMs need to approve. These hours already count in util % as Provisional — approving stabilises the week for Finance close and downstream reports.
PM
Projects
Staff blocked
Hours
On-time (T4W)
Email on file
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Placeholders: {first_name}, {week_end}
Placeholders: {first_name}, {week_end}
On-Time Rate by Person— T4W · sorted ascending · closed SLA windows only
≥ 95% On Time
90–94% On Time
< 90% — Needs attention
Name%EntriesLateDraft
On-Time Rate by Service Line— T4W · sorted ascending · closed SLA windows only
≥ 95% On Time
90–94% On Time
< 90% — Needs attention
Submission Lifecycle— last 13 weeks · closed SLA windows only
Submission PipelineAverage days per stage · firm-wide
Submission Timing Distribution
When entries are submitted relative to the Monday SLA deadline
Entries
On Time
Late
Draft
Avg Lag
Methodology · Timesheet Compliance
On Time — entry submitted on or before the SLA deadline (ISO week start + 7 days) and in any state except SAVED.
Late bands — 1–7 days, 8–14 days, or 15+ days past SLA deadline. Timing measures when the person submitted, not when their PM approved. Submission is the pipeline-observed submit timestamp where available; auto-approved entries use the approval instant, which fires at the submit click; older entries fall back to the earlier of entry creation and approval date. Weeks before Jul 2026 use the fallback only and can read up to a day imprecise. PM approval delay never counts against the submitter and is tracked separately under Awaiting PM Approval.
Draft Not Submitted — entry in SAVED state regardless of creation date. Logged but not submitted for approval.
Closed window — SLA deadline has passed; the week's compliance score is final. Pending weeks (current + 1 future) are excluded from all charts.
Population — currently Included resources in mdm.utilization_inclusion. Same pool as the utilization tab.
Completeness Rate
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T4W · person-weeks hitting target hours
People with Gaps
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T4W · at least one incomplete week
People with Gaps
Total Hours Shortfall
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T4W · hours below target across all gaps
Completeness by Person— T4W · sorted ascending
≥ 95% Complete
80–94% Complete
< 80% — Needs attention
Name%WeeksAvg HrsShortfall
Completeness by Service Line— T4W · sorted ascending
Hours by Person by Week— T4W · all categories including leave
Complete (≥ target)
Partial (within 5h)
Under
Missing
On Leave
Methodology · Timesheet Completeness
Complete — total hours logged across all categories (billable, internal, leave) meet or exceed the person's expected hours for the week. Expected hours are the weekly target (default 40) reduced for any statutory holidays that week, from the person's work calendar.
Partial — total hours are within 5 hours of the target (e.g. 35–39.99h for a 40h target). Close but not fully accounted for.
Under — hours logged but below the Partial threshold. Meaningful gap in the timesheet record.
Missing — zero hours logged for the week. Person did not submit any timesheet entries.
Weekly target — set on each person's record in CDP Admin (default 40 hours). Adjustable per person for part-time arrangements.
Holiday weeks — the target is reduced by 8 hours for each statutory holiday in the week, using each person's regional work calendar, so a single-holiday week expects 32h rather than 40. Someone who worked their full holiday-shortened week reads Complete.
Leave weeks excluded — weeks covered by a formal leave record in mdm.utilization_inclusion are excluded from the spine entirely.
Time Classification
Numerator
Chargeable
Time code "Project". Client delivery hours that drive the utilization percentage.
Growth
Investment
Sales, Business Development, Professional Development, and People Development.
Operations
Internal
Internal Operations and Travel. Necessary operational time.
Unassigned
Bench
Resource is available but not currently assigned to a project.
Denominator adj.
Leave
Vacation, Sick, Statutory Holiday, Wellness Day, Office Closing. Deducted from the 40-hour week.
How Utilization Is Calculated
Chargeable Hours
Project
÷
Available Hours
40h − Leave
=
Utilization
%
Utilization is chargeable client-project hours divided by available capacity. Available capacity starts from a 40-hour standard week and subtracts approved leave, so time off never counts against the rate.
The figure is hours-weighted: someone available four days carries more weight than someone available one. Any period, whether a single week, a trailing window, a quarter, or year-to-date, is calculated by summing chargeable and available hours across that period and dividing, never by averaging weekly percentages.
Stabilised weeks have every entry approved or invoiced. Provisional weeks still hold saved or pending entries and may move until they settle.
Who Is in the Utilization Pool
✓
In the pool
Billable delivery Consultants and delivery leaders across levels (Analyst up to Partner) working in a client-billing capacity. Most carry a fixed utilization target; senior delivery leaders work to a flexible target they can flex up or down to balance revenue and margin.
Client-billing sales Sales roles that book chargeable client time
Subcontractors External or contract resources outside the FTE model
On leave Maternity, parental, medical, sabbatical, or vacation of 5+ days; re-enter on return
Target
Firm-wide utilization target82%
82%
82% is a cost-to-serve (CTS) weighted benchmark. Each career level has a different expected utilization, junior levels higher and senior levels lower because they carry more sales, leadership, and development time, and blending those expectations across the current staff mix produces a single company-wide number. The dashboard uses the same 82% Finance uses, so operational reporting and the financial model move together.
Comparison to Previous Shore Reports
Figures in this dashboard will be higher than those in the weekly Shore reports. The calculation methodology is different, particularly in how available hours are determined and how leave is accounted for. The two reports are not directly comparable. The difference reflects a change in approach rather than a change in performance.
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Resource Detail by Practice
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Service Line Forecast booked demand next 60 days
Scenario modified
Adjustments here are local to your browser only: they are not saved, not visible to anyone else, and reset on reload. The underlying pipeline data refreshes nightly from Salesforce.