# Budget Vs Actual > Monthly and quarterly budget vs. actual variance analysis for businesses. Compare planned vs. realized revenue, expenses, and margins. Identify favorable/unfavorable variances, root-cause material variances (greater than 5% or greater than $X threshold), produce management commentary, and generate actionable reforecast recommendations. Outputs: variance table, waterfall narrative, and updated rolling forecast. Use when a CFO, controller, or analyst needs to close the books for a period, explain results to management or investors, or update the annual operating plan mid-year. NOT for: building budgets from scratch (use startup-financial-model), tax preparation, transactional bookkeeping, or real-time cash tracking. - Skill: `whyzsm/budget-vs-actual` (Agent Skill, multi-file: 4 files) - Install (CLI): `npx skillmds@latest add whyzsm/budget-vs-actual` - Raw SKILL.md: https://api.skillmd.com/api/skills/whyzsm/budget-vs-actual/raw - Safety review: pending - Works with: Claude Code, Claude.ai, OpenAI Codex - Category: AI & ML - Author: whyzsm (https://skillmd.com/u/whyzsm) - Updated: 2026-09-17 - Page: https://skillmd.com/skills/whyzsm/budget-vs-actual --- # Budget vs. Actual Variance Analysis Skill Perform rigorous period-end budget vs. actual analysis. This skill guides Sam Ledger through pulling actuals, comparing against budget, calculating variances, identifying root causes, drafting management commentary, and producing a reforecast update. --- ## When to Use This Skill **Trigger phrases:** - "Run budget vs. actual for [month/quarter]" - "Explain our variances this month" - "Why did we miss/beat revenue?" - "Prepare the management report for [period]" - "Update the rolling forecast based on actuals" - "Board needs BvA commentary" - "What drove the EBITDA miss?" - "Reforecast the rest of the year" **NOT for:** - Building the original budget — use `startup-financial-model` - Tax filings or tax provision work — use compliance workflows - Real-time bookkeeping or transaction categorization — use `qbo-automation` or `expense-categorization` - Multi-entity consolidations with intercompany eliminations (requires dedicated consolidation tooling) - Strategic planning or multi-year long-range planning (LRP) --- ## Core Concepts ### Variance Types | Type | Formula | Meaning | |---|---|---| | Absolute Variance | Actual − Budget | Dollar difference | | Percentage Variance | (Actual − Budget) / Budget × 100 | Magnitude relative to budget | | Favorable (F) | Revenue: Actual > Budget / Expense: Actual < Budget | Better than plan | | Unfavorable (U) | Revenue: Actual < Budget / Expense: Actual > Budget | Worse than plan | ### Materiality Thresholds (Default — customize per engagement) ``` Revenue line items: ≥ $5,000 or ≥ 5% of budgeted line → investigate Expense line items: ≥ $2,500 or ≥ 10% of budgeted line → investigate Total EBITDA: ≥ $10,000 or ≥ 5% of budgeted EBITDA → board commentary required YTD cumulative: Carry forward monthly variances; flag if YTD > full-year materiality ``` ### Variance Root Causes — Taxonomy **Revenue Variances:** - Volume variance: More/fewer units/customers than planned - Price/rate variance: ASP or pricing differed from assumption - Mix variance: Different product/segment mix than modeled - Timing variance: Deal closed in wrong period (pulled forward or pushed out) - New vs. existing: Over/under-performance in specific cohort **Expense Variances:** - Headcount timing: Hire later/earlier than budgeted - Contractor/vendor: Over/under-spend vs. plan - One-time items: Non-recurring expenses not in budget - Volume-linked: COGS, sales commission scaled with revenue - Pricing/inflation: Vendor price changes not modeled --- ## Step-by-Step Workflow ### Step 1: Collect Inputs ``` Required: □ Period (Month, Quarter, YTD) □ Budget/forecast file (CSV, Sheets, or typed data) □ Actuals file or QBO export (same period, same account mapping) □ Chart of Accounts mapping (if budget and actuals use different labels) □ Materiality threshold (use defaults if not specified) □ Audience (internal management, board, investors) Optional: □ Prior period actuals (for trend context) □ Prior year same period (for YoY context) □ Existing narrative from last period ``` ### Step 2: Normalize Data Map actuals to budget line items. Standard P&L mapping: ``` Budget Label → QBO/Actuals Equivalent ------------------------------------------------- Revenue → Total Income COGS → Cost of Goods Sold / Direct Costs Gross Profit → (calculated) Sales & Marketing → Advertising, Sales Commissions, Marketing Expenses R&D / Engineering → Contract Labor (tech), Software Tools G&A → Payroll (admin), Legal, Accounting, Insurance Total OpEx → (sum of above) EBITDA → (Gross Profit − Total OpEx) ``` ### Step 3: Calculate Variances For each line item: ```python # Variance calculation logic for each line_item: absolute_var = actual - budget pct_var = (actual - budget) / abs(budget) * 100 # handle $0 budget edge case if is_revenue_line: favorable = actual > budget else: # expense line favorable = actual < budget flag = abs(pct_var) >= threshold_pct or abs(absolute_var) >= threshold_dollar ``` ### Step 4: Build the Variance Table **Standard Output Format:** ``` PERIOD: March 2026 | Budget vs. Actual Line Item | Budget | Actual | $ Var | % Var | F/U | Flag -------------------|-----------|-----------|-----------|--------|-----|------ REVENUE | | | | | | Product Revenue | $120,000 | $108,500 | ($11,500) | -9.6% | U | ⚠️ Service Revenue | $30,000 | $34,200 | $4,200 | +14.0% | F | ⚠️ Total Revenue | $150,000 | $142,700 | ($7,300) | -4.9% | U | | | | | | | COGS | $45,000 | $43,100 | $1,900 | +4.2% | F | Gross Profit | $105,000 | $99,600 | ($5,400) | -5.1% | U | ⚠️ Gross Margin % | 70.0% | 69.8% | -0.2pp | | | | | | | | | OPERATING EXPENSES | | | | | | S&M | $25,000 | $27,400 | $2,400 | +9.6% | U | ⚠️ R&D | $20,000 | $18,500 | ($1,500) | -7.5% | F | G&A | $15,000 | $16,200 | $1,200 | +8.0% | U | Total OpEx | $60,000 | $62,100 | $2,100 | +3.5% | U | | | | | | | EBITDA | $45,000 | $37,500 | ($7,500) | -16.7% | U | 🚨 EBITDA Margin | 30.0% | 26.3% | -3.7pp | | | ``` ### Step 5: Root Cause Analysis For each flagged variance, drill down: **Revenue miss example (Product Revenue -$11,500 / -9.6%):** ``` Root cause analysis: - Volume: Closed 8 deals vs. 10 budgeted = -2 deals - Price: Avg deal size $13,563 vs. $12,000 budget → +$1,563 per deal (favorable mix) - Net: 2 fewer deals × $12,000 ASP = -$24,000 volume miss + 8 deals × $1,563 price premium = +$12,500 price/mix offset = ($11,500) net as reported ✓ Assessment: Volume issue, not pricing. Sales pipeline slipped — 2 deals moved to April. ``` **S&M overrun example ($2,400 / +9.6% unfavorable):** ``` Root cause analysis: - Planned: $15k paid ads + $10k salaries - Actual: $15k paid ads + $10k salaries + $2,400 conference registration (unbudgeted) - Classification: One-time / non-recurring — will not repeat next month Assessment: Benign. Budget for next year; no action required. ``` ### Step 6: Management Commentary Draft in this structure for each material variance: ``` [LINE ITEM] — [VARIANCE DIRECTION] by $[AMOUNT] ([PERCENT]%) WHAT: [What the number shows in plain English] WHY: [Root cause — specific, not generic] ACTION: [What we're doing about it, or why no action needed] OUTLOOK: [Impact on full-year forecast] ``` **Example commentary:** > **EBITDA — Unfavorable $7,500 (-16.7%)** > > WHAT: March EBITDA of $37,500 missed the $45,000 budget by $7,500, driven by a revenue shortfall partially offset by lower R&D spend. > > WHY: Product revenue missed by $11,500 due to 2 enterprise deals slipping to April (pipeline confirmed, not lost). S&M ran $2,400 over budget on a one-time conference registration. R&D came in $1,500 favorable as one contractor engagement started late. > > ACTION: The 2 slipped deals are expected to close in April (both in final contract stage). Conference registration expensed — not recurring. R&D contractor now onboarded; expect full burn starting April. > > OUTLOOK: Revising Q2 forecast to front-load the 2 slipped deals. Full-year EBITDA forecast unchanged at $540,000. ### Step 7: Update Rolling Forecast After analyzing actuals, update the remainder of the year: ``` Reforecast logic: 1. Lock actuals for closed periods (do not re-budget history) 2. Roll forward: identify permanent vs. timing variances - Timing: shift to next period (deal slippage, late hire) - Permanent: adjust full-year assumption (market softness, new run rate) 3. Update full-year totals: - YTD actuals + remaining budget (adjusted) - Recalculate runway/cash if applicable 4. Flag changes from last forecast: - Revenue: +/- $X vs. prior forecast - EBITDA: +/- $X vs. prior forecast - Cash EOY: +/- $X vs. prior forecast ``` **Reforecast summary table:** ``` | Original | Prior | Current | Change | Budget | Forecast | Forecast | (vs Prior) -------------------|-----------|-----------|-----------|---------- Full-Year Revenue | $1,800,000| $1,750,000| $1,762,000| +$12,000 Full-Year EBITDA | $540,000 | $510,000 | $512,500 | +$2,500 Year-End Cash | $850,000 | $790,000 | $793,000 | +$3,000 ``` --- ## Output Formats ### 1. Management Report (Narrative + Table) Full commentary with variance table, root causes, and reforecast. For CFO/CEO/Board use. ### 2. Quick BvA Flash (1 Page) Three sections only: - Headline KPIs: Revenue, Gross Margin, EBITDA, Cash (actual vs budget, one line each) - Top 3 variances with one-sentence explanations - Reforecast change vs. prior ### 3. Structured JSON (for downstream processing) ```json { "period": "2026-03", "period_type": "month", "generated_at": "2026-04-02", "summary": { "total_revenue_budget": 150000, "total_revenue_actual": 142700, "total_revenue_variance_abs": -7300, "total_revenue_variance_pct": -4.87, "ebitda_budget": 45000, "ebitda_actual": 37500, "ebitda_variance_abs": -7500, "ebitda_variance_pct": -16.67 }, "line_items": [ { "name": "Product Revenue", "budget": 120000, "actual": 108500, "variance_abs": -11500, "variance_pct": -9.58, "favorable": false, "material": true, "root_cause": "2 enterprise deals slipped to April (pipeline confirmed)", "action": "Deals expected April close; no change to full-year forecast" } ], "reforecast": { "full_year_revenue_original": 1800000, "full_year_revenue_current": 1762000, "full_year_ebitda_original": 540000, "full_year_ebitda_current": 512500 } } ``` --- ## QBO Integration Workflow When actuals come from QuickBooks Online (via `qbo-automation`): ``` 1. Export: QBO → Reports → Profit & Loss (select period, compare to prior) 2. Or via API: GET /v3/company/{id}/reports/ProfitAndLoss?start_date=&end_date=&summarize_column_by=Month 3. Map QBO account names to budget line items using COA mapping table 4. Validate totals: QBO Revenue total must match sum of line items (catch mapping errors) 5. Feed into variance calculation above ``` **Common QBO mapping pitfalls:** - QBO may break out subcategories that are lumped in budget → aggregate up - Owner draws in QBO are not an expense → exclude from P&L analysis - Payroll taxes may be in separate QBO accounts → roll up to loaded headcount cost --- ## Handling Common Edge Cases ### Budget is $0 for a line item that has actuals ``` Never divide by zero. Instead: variance_pct = "N/A (no budget)" Flag as material if actual > materiality dollar threshold Commentary: "Unbudgeted spend of $X in [account]" ``` ### Prior period restatements ``` If actuals from a prior period changed: Flag the restatement explicitly Show: prior reported → restated → delta Update YTD accordingly Note audit trail in commentary ``` ### Multiple departments / cost centers ``` Run variance analysis at: 1. Consolidated company level (always) 2. Department level (if cost center tracking exists) Highlight cross-departmental offsets where applicable (e.g., R&D under-spend masked by G&A over-spend at total level) ``` ### Seasonal businesses ``` Include YoY comparison alongside BvA: March 2026 Actual vs. March 2026 Budget (primary) March 2026 Actual vs. March 2025 Actual (context) Flag: is variance seasonal (expected) or structural (new issue)? ``` --- ## Metrics Glossary | Term | Definition | |---|---| | BvA | Budget vs. Actual | | F | Favorable (better than plan) | | U | Unfavorable (worse than plan) | | pp | Percentage points (for margin comparisons) | | YTD | Year-to-date (cumulative from Jan 1) | | QTD | Quarter-to-date | | MTD | Month-to-date | | Reforecast | Updated projection for remainder of year, based on actuals to date | | Flash | Quick preliminary BvA before full close (estimates OK) | | Hard close | Final, locked actuals (no further adjustments) | | Soft close | Preliminary actuals, subject to accruals and adjustments | --- ## Integration Points - **`qbo-automation`** — Pull actuals directly from QuickBooks Online - **`startup-financial-model`** — Original budget/forecast data source - **`kpi-alert-system`** — Trigger alerts when variance thresholds are breached - **`report-generator`** — Format BvA output into board-ready PDF or deck - **`financial-analysis-agent`** — Deep-dive trend analysis when root cause isn't obvious --- ## Example Intake Prompt > "March is closed. Budget had us at $150k revenue and $45k EBITDA. Actuals came in at $142k revenue and $37.5k EBITDA. Product was $11.5k short — two enterprise deals slipped. Service came in $4.2k over. S&M ran $2.4k over on a conference. R&D was $1.5k under — contractor started late. Draft the BvA table, root cause summary, and board commentary. Flag reforecast impact." Sam will: 1. Build the variance table with F/U flags and materiality indicators 2. Write root-cause summaries for all flagged lines 3. Draft management commentary in WHAT/WHY/ACTION/OUTLOOK format 4. Produce the reforecast delta (timing vs. structural adjustments) 5. Output structured JSON if downstream processing is needed