The PMI adoption index combines measurements of planning, forecasting, staffing and recorded activity. Use its breakdown to find the underlying task that needs attention. The score is not a direct measure of profitability or proof that the data is correct.
Read the calculation in context
Select the property or department and check the calculation date, applicable measurements and available Key insights. Measurement periods, lead times, thresholds and score bands depend on the calculation and its configuration. Do not assume every measurement uses the same period or that a fixed number of views or saves guarantees a particular score.
The reference below groups related calculations by purpose. These are explanatory descriptions; the selected dashboard provides the applicable measurement names and grouping. Applicability, weighting and impact must be read from that breakdown rather than inferred from this table.
Measurement reference
| Calculation area | What is measured | How to interpret it |
|---|---|---|
| Account-mapping completeness | Whether eligible imported labels are missing a mapping, within the calculation’s import window and filters | A good result is not a reconciliation of all source revenue. Check ignored accounts and incorrect existing mappings separately. |
| Revenue Forecast or Budget completeness | Monthly plan values over the configured horizon, including the calculation’s treatment of zero values and comparisons | Review the affected months and underlying values. A zero is not automatically a missing plan. |
| Revenue Live forecast comparison | Monthly Live forecast values compared with the relevant plan and configured tolerance | Investigate material differences; do not change a realistic forecast solely to improve a score. |
| Productivity Forecast or Budget completeness | Monthly labour-planning values on the applicable hour and driver basis | Confirm the workload, hour basis and planning horizon before deciding a target is missing or unreasonable. |
| Productivity Live forecast comparison | Labour-planning comparisons against the relevant forecast or budget using configured tolerances | Keep changes in demand separate from changes in planned productivity. |
| Submitted P&L Budget and Forecast | Submitted-version coverage and recency, with approval filtering where configured | Saving a working draft does not establish submission or approval. |
| Live forecast accuracy | Archived forecasts compared with actuals at selected lead times, combined across the applicable measures and weights | The index uses an error-based accuracy calculation. Do not interpret it as a simple three-month MAPE figure or compare it directly with a different report’s error measure. |
| Live forecast bias | Whether archived forecasts are repeatedly above or below actuals, across the applicable measures and lead times | Directional bias and error size are different questions. Investigate both. |
| Approved P&L forecast accuracy | Actual account values compared with approved forecast values over the configured historical period | Use the approved comparison, not an unsaved or current working forecast. |
| Revenue-driver accuracy | Accuracy results from the source departments used by the revenue driver | A weak source forecast can affect a dependent department. Check the actual driver configuration. |
| Revenue-driver correlation | Association between driver values and actual results, calculated by weekday and combined with revenue weighting | Correlation supports a review of the driver; it does not establish causation or guarantee future accuracy. |
| Actual-hours alignment and bias | Actual hours compared with the applicable SMART hours; the alignment calculation measures differences and bias describes their direction | This is not simply correlation between hours and activity. A gap does not prove that hours can safely be removed. |
| Scheduled-hours alignment | Stored schedule hours compared with SMART reference hours or actual hours at the relevant lead times | Identify which comparison is selected. Schedule versus reference and schedule versus actual are different measurements. |
| Scheduling adaptability | How schedule-to-reference relationships change between stored lead times | Review whether the plan responds to changing demand while meeting service and fixed-duty requirements. |
| Recorded viewing activity | Logged access to the relevant Live forecast, cockpit or P&L views within the applicable window | Recorded activity does not prove that the figures were reviewed correctly. |
| Recorded update activity | Applicable cockpit updates, Live forecast updates or snapshots, and P&L update activity relative to working-forecast snapshots | The calculations differ. Do not treat every measurement as a simple count of clicks or assume an empty save is useful. |
| Improvement over time | The trend in retained accuracy or alignment measurement results, subject to the required history | A correction can improve today’s information before it changes a rolling trend. |
What does the error-based calculation mean?
For the alignment calculations, PMI compares paired values using the absolute difference divided by the sum of their absolute values, then combines those comparisons into an accuracy result. The Live forecast index similarly uses this symmetric error component before applying its measure and lead-time weights and score bands.
For illustration, actual hours of 100 and reference hours of 80 give a difference component of 20 divided by 180, approximately 0.111. This intermediate calculation is not the final dashboard score. Do not substitute ordinary percentage variance, Pearson correlation or a differently scaled error formula when reproducing the index.
Choose a useful action
Start with reliable operating information. Correct a supported mapping, forecast, planning or schedule issue, and complete the real review task. Do not ignore accounts, enter artificial figures or make empty saves just to raise the index.
A low score alone does not identify the responsible individual, prove poor management or quantify a financial loss. Confirm the actual assignment and underlying evidence before allocating an action.
Check the next applicable calculation and its history after a correction. Avoid promising an automatic overnight score increase.