Join the waitlist

Budget to Actual Hours Variance and Estimate at Completion

Is the practice earning what it should for the hours it spends?

Hours variance, earned hours, efficiency and the projected hours at completion from percent complete.

  • Runs in your browser
  • Nothing stored or sent
  • Free, no sign-up
Your figures
Example figuresIllustrative only. Type over them with your own.
Estimate at completion (actual / percent complete)
833.3 hours
Projected total hours at the current pace
Hours variance to date (actual less earned)
20.0 hours
Earned hours (budget x percent complete)
480.0 hours
Drawn to one scale
Hours variance to date (actual less earned)20.0 hours
Earned hours (budget x percent complete)480.0 hours
Estimate at completion (actual / percent complete)833.3 hours
Projected overrun (+) or underrun (-)33.3 hours
All results
MeasureResult
Hours variance to date (actual less earned)20.0 hours
Earned hours (budget x percent complete)480.0 hours
Efficiency (earned / actual)0.96
Estimate at completion (actual / percent complete)833.3 hours
Projected overrun (+) or underrun (-)33.3 hours
How this was worked out
Work shownrecomputed as you type
Earned hours = budget x percent complete
Efficiency = earned hours / actual hours
Estimate at completion = actual hours / percent complete
Projected overrun = estimate at completion - budget

Illustrative arithmetic on the figures you enter. Check the result against your firm's methodology before relying on it.

The formulas

  • Earned hours = budget x percent complete
  • Efficiency = earned hours / actual hours
  • Estimate at completion = actual hours / percent complete
  • Projected overrun = estimate at completion - budget

How it works

Percent complete is a judgment, so set it by deliverables finished and not by hours used. The projection assumes the rest of the work runs at the efficiency seen so far.

Illustrative figures only. Check the result against your firm's methodology before relying on it.

Common questions

What if percent complete is understated?

The estimate at completion rises. Review the percent first when a projection looks wrong.

Is a variance always bad?

A variance after a scope change or a late client file reflects the change. Record the reason with it.

Formulas on this page are the standard definitions.

Runs in your browser. The figures you type are not sent to CORAA or stored. Check the result against your firm's methodology before relying on it.

Related audit calculators

CalculatorEffective Billing Rate Calculator: Fees Collected per HourEffective rate from fees collected and hours charged, compared with the standard rate.CalculatorBilling Rate from Cost Calculator: Loaded Cost, Margin and MultiplierLoaded cost per chargeable hour, the rate for a target margin and the multiplier on salary cost per hour.CalculatorFixed Fee vs Hourly Fee CalculatorHourly equivalent of a fixed fee, the fee at your hourly rate, the difference and the hours at which the two are equal.
For US CPA firms

Join the CORAA waitlist

CORAA AI drafts audit working papers from your client’s QuickBooks books and does the first pass: lead schedules, tie-out, memos, draft notes and letters. CORAA Network reviewers clear every finding. Your firm reviews and signs.

  • First audit free, so you can judge the quality on a real file
  • Flat fee by entity size; messy books included
  • We work only with CPA firms, never their clients
See how it works →

* required