Project Budget Burn Variance & Forecast Planner
Track project budget variance, calculate burn rate, and forecast completion costs with Earned Value Management
Worked Examples
Example 1: Software Project Budget Tracking
Problem: $500K budget, 12-month project, 6 months complete, spent $280K. Estimate $250K to complete. Forecast final cost and analyze variance.
Solution: Baseline:\n- Budget: $500,000\n- Duration: 12 months\n- Planned burn: $500K / 12 = $41,667/month\n\nActuals (6 months):\n- Planned spend: $41,667 × 6 = $250,000\n- Actual spend: $280,000\n- Variance: $280K - $250K = $30,000 over (+12%)\n- Actual burn: $280K / 6 = $46,667/month\n\nForecast:\n- Spent to date: $280,000\n- Estimate to complete (ETC): $250,000\n- Estimate at completion (EAC): $530,000\n- Variance at completion (VAC): $530K - $500K = $30,000 over (+6%)\n\nEarned Value Analysis:\n- Progress: 50% complete (6/12 months)\n- Planned Value (PV): $250,000\n- Earned Value (EV): $500K × 50% = $250,000\n- Actual Cost (AC): $280,000\n- Cost Variance (CV): $250K - $280K = -$30,000 (over budget)\n- CPI: $250K / $280K = 0.89\n\nInterpretation:\n- CPI 0.89: For every $1 budgeted, actually cost
Result: 6% over budget forecast | CPI 0.89 ($1.12 cost per $1 budgeted) | Need $30K or scope reduction
Frequently Asked Questions
What is budget burn rate?
Burn rate is spending per time period (usually monthly). Formula: Total Spent / Months Elapsed. Example: Spent $300K over 6 months = $50K/month burn rate. Compare to planned burn (budget / duration). If planned is $40K/month but actual is $50K, you're burning 25% faster—project will run out of money before completion. Used in startups (runway calculation) and project management (budget forecasting).
How do I forecast project completion cost?
Estimate at Completion (EAC) methods: (1) Bottom-up: Re-estimate remaining work + actual cost. (2) CPI-based: AC + (Budget - EV) / CPI. (3) Burn rate: Actual cost + (Months remaining × Actual burn rate). Most accurate: Bottom-up, but time-intensive. CPI-based assumes current performance continues. If CPI = 0.8 (overspending), EAC will exceed budget. Use estimate-to-complete from team + actual spent for pragmatic forecast.
What causes project budget variance?
Common causes: (1) Scope creep (added features without budget increase), (2) Underestimation (initial estimate too optimistic), (3) Resource costs (salaries, contractors more expensive than planned), (4) Dependencies (waiting for others increases timeline/cost), (5) Rework (bugs, quality issues), (6) External factors (vendor price increases, regulatory changes). Prevention: Realistic estimates (add 20-30% buffer), scope control (change approval process), tracking (monthly budget reviews).
What is cost variance vs schedule variance?
Cost variance (CV) = EV - AC (are we over/under budget?). Schedule variance (SV) = EV - PV (are we ahead/behind schedule?). Positive = good, negative = bad. Example: PV $100K, EV $80K, AC $90K. CV = $80K - $90K = -$10K (over budget). SV = $80K - $100K = -$20K (behind schedule). Project is both over budget and behind—red flag. CV and SV are independent; can be on budget but behind schedule or vice versa.
What is the difference between budget and forecast?
Budget = original plan (approved funding, $500K). Forecast = current projection (what we now expect, may be $550K if overspending). Budget is static (baseline for variance). Forecast updates monthly as actuals come in. Report both: 'Budget: $500K. Forecast: $530K (+6% variance).' Forecast should be realistic—not aspirational 'hope to stay on budget.' Honesty enables corrective action (cut scope, secure funding) before crisis.
Should I stop project if over budget?
Depends on sunk cost vs. value remaining. Sunk cost fallacy: Don't continue just because spent $300K already. Rational decision: Will remaining investment generate positive return? If project needs $200K more to complete but delivers $500K value, continue (net $300K value). If needs $200K but delivers $100K value, stop (lose $100K instead of $200K). Calculate value, not cost. Also consider: Reputational cost of cancellation, contractual obligations.