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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CTS weighted target
Q2 QTD (Weighted)
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YTD (Weighted)
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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 CTS weighted target. Rightmost values are weekly actuals.
T4W AVGUTILIZATION
T4W avg. weekly Client Chargeable %. WIN/LOSS determined by T4W average vs CTS weighted 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 · Q2 2026
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%
Draft Not Submitted
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Most recent closed week · SAVED state, past SLA
Draft / Not Submitted
SLATimesheets must be submitted by Monday EOD following the work week (Optis convention, policy pending formalisation). Deadline = ISO week start + 7 days.
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 created 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 measured against effective_submission_date: for SUBMITTED/PENDING_APPROVAL entries this is the last-modified timestamp; for APPROVED/INVOICED entries it is the approval date. Initial save date (created_date) is not used.
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) meets or exceeds the person's weekly hours target (default 40).
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.
Leave weeks excluded — weeks covered by a formal leave record in mdm.utilization_inclusion are excluded from the spine entirely.
How Utilization Is Calculated
Standard Week
40 hrs
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Leave Hours
Logged
=
Available Hours
Denominator
Chargeable Hours
Project
÷
Available Hours
Denominator
=
Utilization
T4W %
T4W Average is the trailing four-week average, weighted by each resource's available hours per week. A week where someone worked 4 days carries more weight than a week where they worked 1 day.
Stabilised weeks have all entries Approved or Invoiced. Provisional weeks contain Submitted, Saved, or Pending Approval entries and may still change.
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.
Partners Executive leadership, not in utilization denominator
Executives Senior Executives and Executives
Sales Leads Practice leads in full-time sales capacity
Subcontractors External resources
Non-Billable Admin, HR, Finance, Operations
Leave / Termed Long-term leave or departed
Target
Current: Flat Target82%
82%
Proposed: CTS Weighted Target~80%
~80%
The weighted target accounts for career-level mix: Senior Leaders 55%, Managers 75%, Consultants 87%, Analysts 90%. Weighting by planned FTE headcount produces a company-wide benchmark that reflects our actual shape. Firm-wide target set at 82%, aligned with Finance.
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.