Planning is not scheduling.
A planned job has a clear scope, estimate, craft requirement, materials, access requirements, and method. A scheduled job is a ready job assigned to a specific week, day, shift, crew, or other time window. A completed job closes the execution record. Mixing these states makes every KPI ambiguous.
Use complementary indicators, not a single score.
Schedule compliance asks whether all committed scheduled work was completed within the original window. PM compliance asks whether PM work was completed by its due date. Planned maintenance percentage shows work mix. Wrench time exposes friction during execution. Planning accuracy tests labor-estimate quality.
Read conflicts deliberately.
High PM compliance with low schedule compliance can mean that PM work displaced planned corrective work. High planned-work share with low wrench time can mean that plans exist but parts, access, permits, or instructions are not ready. A high schedule score with poor estimate accuracy may show that the team protected completion by absorbing unplanned labor.
Keep definitions stable.
Agree the schedule window, PM grace rule, planned-work criteria, paid-time basis, direct-work definition, asset scope, contractor treatment, and carryover treatment before comparing periods or sites. Changes to CMMS status rules should be recorded beside the trend.
Practical review loop.
At weekly review, classify misses and labor variance by cause; correct the ready-work constraint before adding more work to the next schedule. Use the metric reference for formula boundaries and pair this cluster with maintenance backlog when capacity is the suspected constraint.