Closed-won − Deductions + AdjustmentOpen Pipeline × (Win%/100) × (Stage Weight/100)Net Actual ÷ Target × 100(Net Actual + Weighted Pipeline) ÷ Target × 100 (if enabled)(Net Actual ÷ Days Elapsed) × Total Daysmax(0, Target − Net Actual) ÷ Remaining Days- Enter your period target quota and closed-won amount.
- Add open pipeline and a realistic average win probability.
- Use stage weight to correct optimistic CRM stages.
- Record credits or returns as deductions.
- Set total days and days elapsed for pacing insight.
- Click calculate, then export CSV or PDF reports.
| Month | Target | Closed-won | Open Pipeline | Win % | Forecast | Attainment % |
|---|---|---|---|---|---|---|
| January | 50,000 | 28,000 | 42,000 | 55 | 51,100 | 102.20% |
| February | 60,000 | 33,500 | 38,000 | 50 | 52,500 | 87.50% |
| March | 65,000 | 41,200 | 44,500 | 48 | 62,560 | 96.25% |
- Calibrate probabilities: compare historical win rates by stage and seller.
- Deduplicate pipeline: remove multi-product overlaps and stale opportunities.
- Define “done”: align on what counts as closed-won for your quota rules.
- Use caps carefully: caps help reporting, but don’t hide upside.
- Review weekly: use required run-rate to plan next actions.
Net Actual vs Quota
Quota attainment becomes meaningful when you separate booked revenue from optimistic pipeline. Set a period target and capture closed-won, then apply deductions for credits, churn, or price concessions. This calculator turns those adjustments into net actual and expresses progress as a percent. A rep at 62% midway through a month may still miss if the remaining run-rate is unrealistic. Use the net view to coach behaviors, not celebrate totals alone each week.
Weighted Pipeline Forecasting
Pipeline quality is captured through weighted forecasting. Enter open pipeline, then multiply by win probability and a stage-weight modifier to match your historical conversion. If CRM stages inflate confidence, use a weight below 100% to correct it. The weighted pipeline output shows how much open value is statistically expected. Comparing forecast total to target shows whether you need more coverage, faster progression, or tighter qualification. Track coverage ratio and refresh stale opportunities.
Pace and Run-Rate Planning
Pacing adds time discipline to pipeline management. Provide total days and days elapsed to produce a pace projection, which extrapolates current performance to period end. When pace attainment falls behind forecast attainment, it signals expected deals are not closing quickly enough. The required-per-day metric converts the remaining gap into a daily booking goal. This supports weekly planning, meeting agendas, and activity targets tied to a number, so coaching stays aligned through period.
Variance, Risk, and Confidence
Use variance and confidence range to communicate risk. Variance shows money above or below target for both actual and forecast. The confidence band estimates how the forecast shifts if win probability is 15 points lower or higher, holding stage weight constant. A wide band suggests unstable qualification, inconsistent deal data, or uneven stage definitions. Narrowing the band requires better discovery notes, clear next steps, and consistent close criteria across teams and quarters.
Reporting Consistency and Exports
For leadership reporting, optional attainment caps keep dashboards comparable across teams. A cap does not change money; it only controls displayed percentages to reduce outlier distortion when a large deal lands early. Export results to CSV for weekly rollups or PDF for QBR packs. Standardize inputs—target rules, deduction policy, and probability calibration—to make trends defensible, and reduce arguments about what “on track” means, when territories, products, or pricing changes occur.
Attainment percentage is net booked value divided by your target quota, multiplied by 100. Net booked value can include deductions and manual adjustments so the percentage matches compensation and reporting rules.
Pipeline should not inflate actual attainment. Use the forecast view to include weighted pipeline, while keeping actual attainment based on net closed-won. This separation keeps coaching honest and prevents “wishful” performance reporting.
Start with historical win rates by stage and seller. Use win probability for the average likelihood across open deals, then adjust stage weight below 100% if stages are overstated, or above 100% only with strict exit criteria.
Required per day converts the remaining gap to target into a daily booking goal based on days left. It’s useful for weekly planning, prioritizing late-stage deals, and aligning activity volume with needed outcomes.
The range shows how forecast attainment changes if win probability moves about 15 points lower or higher while stage weight stays constant. A wide range signals uncertain qualification or inconsistent CRM data quality.
Use a cap when a single large deal would distort dashboards and comparisons. Caps are for presentation only and should not replace full revenue reporting. Keep the cap consistent across teams and review it periodically.