4 key figures that make your activity report truly meaningful

An activity report provides valuable information for strategic decisions. But creating one can quickly become tedious: Which data is relevant? Which goals should be achieved? Ideally, the data should be collected and reviewed within a few days so that you can respond quickly to developments.

To help you create and interpret activity reports efficiently, we present 4 key KPIs (key performance indicators). These key figures allow you to see at a glance what is working and what is not in your time and activity management.

KPI 1: Time spent per activity

To calculate this indicator, simply add up the total hours spent on a task or activity within a specific period.

Use the following formula to express the result as a percentage:

T = (hours spent on an activity × 100) ÷ total number of hours worked during the period in question

Example: An employee spends 12 hours per week on a specific task. With a total working time of 35 hours, this results in: (12 × 100) ÷ 35 = 34.28% of her working time is spent on this activity.

Such calculations show where tasks can be outsourced, automated, or reprioritized. This allows you to optimize working time, increase productivity, and improve the profitability of a project.

In addition, this indicator provides valuable information, for example on:

• lack of skills or know-how

• insufficient personnel or technical resources

• lack of motivation or commitment

• unclear goals

Depending on the cause, you can take targeted countermeasures, for example through further training, a redistribution of resources, or a revision of the objectives.

KPI 2: Planned time vs. time spent

To calculate this key figure, subtract the actual time spent from the planned time:

T = planned time − actual time

• result > 0: better than planned

• result = 0: on schedule

• result < 0: worse than planned

Example: A project is estimated to take 50 hours. In the end, it takes 45 hours. T = 50 − 45 = 5 hours saved.

This metric significantly improves your project planning. Compare planned and actual times continuously throughout the project, for example at the task level. This allows you to identify deviations immediately and respond with corrective measures or replan the project if necessary.

If you carry out the evaluation after the project has been completed, typical peak loads or seasonal effects will become apparent. This will give you valuable experience to realistically estimate the time required for future projects and improve your planning.

For companies that bill based on time spent:

KPI 2 shows you whether a project took more or less time than planned and thus how profitable your work actually is.

Example: A project was scheduled to take 100 hours, but only 95 hours were actually needed. With an internal hourly rate of $50, this results in savings of 5 × 50 = $250. This increases your profitability because you have performed the service more efficiently.

If you measure this indicator regularly, you can identify which projects are profitable and where rates, budgets, or processes can be adjusted.

You can also use these insights in discussions with customers to negotiate fair terms, such as additional hours or adjusted compensation.

KPI 3: Adherence to deadlines for projects and activities

To calculate this metric, use the following formula:

T = (number of projects completed on time in a period ÷ total number of projects in that period) × 100

Example: In the first quarter, 12 projects were completed, 10 of them on time and 2 late. T = (10 ÷ 12) × 100 = 83.33% of projects were completed on time.

This indicator not only helps you allocate resources to projects in a more targeted manner. It is also particularly well suited for objectively linking variable compensation to employee performance.

KPI 4: Proportion of billable working time per employee

You can calculate this indicator using the following formula:

T = (total number of billable hours in a period ÷ total number of hours recorded in the same period) × 100

The calculation can be done per activity or per project. Ideally, the percentage should be as close to 100 percent as possible.

Example: An employee works a total of 35 hours per week, dedicating 25 hours to billable tasks and 10 hours to non-billable activities. T = (25 ÷ 35) × 100 = 71.42 percent of working time is spent on billable tasks. Conversely, this means that 28.58 percent of her working time is not billable (100 − 71.42).

This key figure shows how evenly working time is distributed between billable and internal tasks. This allows you to identify where capacity is tied up and where processes or priorities can be optimized.

Making data visible and interpreting it

Tables and graphs help you to clearly structure results and identify trends at a glance. It's even easier with a tool that automatically generates the presentation. This saves you time and allows you to gain valuable insights more quickly.

What is the difference between an activity report and an activity log?

An activity report is short and is created at regular intervals. It shows how a project or activity is progressing within a manageable period of time. An activity log is more comprehensive and shows the overall progress over a longer period of time at longer intervals.

Would you like to further develop the organization of working time together with your employees? Our memo shows what is important in practice.