Construction KPIs > Metric Heat Map Screen
Modified on: Wed, May 14 2025 7:11 PMOverview
This article describes the Metric Heat Map page on the Construction KPIs Power BI report.
The purpose of this page is to direct leadership attention to quickly identify jobs they may need to review in more detail.
To do so, the page sorts all jobs by metrics exception count. Jobs with the most exceptions appear on top by default. For this page, only "RED" exceptions contribute to the exception count.
Below is a listing of all metrics and what the exception thresholds are.
In addition to each individual construction metric, the report table includes the following:
- Job Code Name: There is a single row per each job, based on the report filter selections described above.
- Exception Count: The count of "Red" metric exceptions for the job
- Cost % Complete
- Scheduled Substantial % Complete: Based on the start date of the job and Scheduled Substantial Complete, as entered in CMIC Forecast Comments "Month End Schedule" section in Box 9 on the Project Status Report.
The formula used is: Scheduled Substantial % Complete= [Duration From Start] / [Projected Duration]
- Duration From Start = Days between Period End Date and Job Start Date
- Projected Duration =Days between Scheduled Substantial Date and Job Start Date
Notes:
- The PSR computes Scheduled Substantial % Complete as a percentage of the total months complete, but the Construction KPIs computes as a percentage of days complete, to there may be some discrepancies between the two as a result.
- Red color on Schedule Substantial % Complete indicates that there is no % value that was computed for this job for the given period. This can happen when No Scheduled Substantial Completion Date was entered in Forecast Comments
Report Filters/Sorting
Filters on the page:
- Mandatory: Month Year. Use this to select the data periodm usually the most recent contract forecast period.
- Optional: Use these slicers to filter for a shorter list of jobs.
- Region
- Division
- Department
How to select multiple Region, Division, or Department values: Hold [SHIFT] + [CTRL] when selecting from the drop-down slicers.
How to change table sort order: Click on the column header to sort by that column. By default the report sorts by Exception Count (descending)
Metric Threshold Values
Metric |
Description |
Red |
Yellow |
Green |
Swinerton Fee% |
Forecasted Fee $ / Revenue Forecast $ = Forecasted Fee %. We want this to be over 5%. |
< 3% |
3 - 5% |
> 5% |
Cost vs Schedule% Complete |
Difference between Cost % Complete and Scheduled Substantial % Complete. |
> 10% |
5-10% |
< 5% |
Buyout Progress |
Buyout progress evaluates Buyout % Complete in the context of Scheduled Substantial % Complete. Buyout % Complete = (Spent / Committed To Date) / Forecast Cost Buyout is identified by category codes: 71140, 71145 This metric begins to be measured against goals once the project is 10% Scheduled % Complete:
* Note: Timberlab jobs use category codes 71120, 71130, 71140, 71145 |
Scheduled Substantial % Complete >= 10% AND Buyout % Complete less than 65% |
Scheduled Substantial % Complete >= 10% AND Buyout % Complete between 65 % -85% |
Scheduled Substantial % Complete" < 10% AND Buyout % Complete>85% |
Contingency Variance |
Contingency Variance = Contingency % Used (Cost) vs. Cost % Complete. Contingency is defined by Category code = 71190
Note Cost is never charged to contingency directly. |
> 10% |
5 - 10% |
< 5% |
Allowance Variance |
Allowance Variance = Allowance % Used vs. Cost % Complete Allowance is defined by Category code = 71180
Note Cost is never charged to Allowance directly. |
> 10% |
5 - 10% |
< 5% |
GCs vs Schedule % Complete |
Variance between GCs % Complete (from PSR box 1) and Scheduled Substantial % Complete. GCs are identified by the phase type GC. |
> 10%
|
5 - 10% |
< 5% |
GRs vs Schedule % Complete |
Variance between GRs % Complete (from PSR box 1) and Scheduled Substantial % Complete. GCs are identified by the phase type GR |
> 10%
|
5 - 10% |
< 5% |
Labor vs Schedule % Complete |
Variance between Labor % Complete and Scheduled Substantial % Complete. |
> 10%
|
5-10% |
< 5% |
Unposted External PCIs |
Total Unposted external PCIs versus the current owner contract value. Total Unposted External PCI count is the count of PCIs on the last day of the calendar month for the selected Year Month on the screen |
> 3%
|
2-3% |
< 2%
|
Unposted External PCIs Proceeding |
Total Unposted external PCIs Proceeding versus the current owner contract value. Total Unposted External PCI Proceeding count is the count of PCIs on the last day of the calendar month for the selected Year Month on the screen |
> 1.5%
|
1 – 1.5% |
< 1% |
Schedule Completion Variance |
# days variance between the Schedule Current Contract Completion date and the Schedule Substantial Completion (from schedule data on PSR - Box 9) CDs=Calendar Days |
>30 |
1-30 |
<= 0 |
Cash Status<250K |
Net Cash |
less than -$250k
|
-$50k to -$250k |
> -$50k
|
Underbilling<50k |
Amount over or underbilled (PSR Box 5) Over (Under) Billing |
less than -$250k
|
-$50k to -$250k |
> -$50k
|
Concrete Labor vs Schedule % Complete |
Variance between completed Labor % Complete on the concrete job versus Scheduled Substantial % Complete |
> 10%
|
5-10% |
<5% |
Drywall Labor vs Schedule % Complete |
Variance between completed Labor % Complete on the drywall job versus Scheduled Substantial% Complete |
> 10%
|
5-10% |
<5% |
Concrete Schedule Variance |
# days variance between the Schedule Current Contract Completion date and the Scheduled Substantial Completion (from schedule data on PSR) on the concrete job |
> 30
|
1-30 |
< =0
|
Drywall Schedule Variance |
# days variance between the Schedule Current Contract Completion date and the Scheduled Substantial Completion (from schedule data on PSR) on the drywall job |
>30 |
1-30 |
< =0 |
SP-Labor Variance |
|
>10%
|
5%-10% |
<5% |
SP-Unposted External PCIs |
|
> 3%
|
2-3%
|
< 2%
|
SP-Cash Status |
|
less than -$250k
|
-$50k to -$250k |
more than -$50k
|