Agent skill
variance-analysis-brainbytes-dev-everything-claude-fi
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SKILL.md
Variance Analysis
name: variance-analysis description: Variance analysis — price, volume, mix, efficiency variances
When to Activate
- User needs to decompose budget vs actual variances into root causes
- Performing price, volume, and mix analysis on revenue or cost variances
- Building variance reporting for management or board presentations
- Setting materiality thresholds and action triggers
- Creating waterfall/bridge charts to visualize variance drivers
Core Concepts
Variance Decomposition Framework
Every financial variance can be decomposed into underlying drivers. The goal is to move beyond "we missed by $2M" to "we missed because volume was 5% below plan partially offset by 2% higher pricing."
Revenue Variance Decomposition
Price × Volume framework:
Total Revenue Variance = Actual Revenue - Budget Revenue
Price Variance = (Actual Price - Budget Price) × Actual Volume
Volume Variance = (Actual Volume - Budget Volume) × Budget Price
Mix Variance = Σ [(Actual Mix_i - Budget Mix_i) × Budget Margin_i × Actual Total Volume]
Three-way decomposition (price, volume, mix):
Example:
Budget: 1,000 units × $100 avg price = $100,000
Actual: 1,050 units × $97 avg price = $101,850
Volume Variance: (1,050 - 1,000) × $100 = +$5,000 (F)
Price Variance: ($97 - $100) × 1,050 = -$3,150 (U)
Total Variance: $101,850 - $100,000 = +$1,850 (F)
Revenue variance with mix effect (multi-product): When the product mix shifts toward higher or lower-margin products, the mix variance captures this impact separately from pure volume and price effects.
Cost Variance Decomposition
Direct materials:
Material Price Variance = (Actual Price - Standard Price) × Actual Quantity
Material Quantity Variance = (Actual Quantity - Standard Quantity) × Standard Price
Direct labor:
Labor Rate Variance = (Actual Rate - Standard Rate) × Actual Hours
Labor Efficiency Variance = (Actual Hours - Standard Hours) × Standard Rate
Overhead:
Spending Variance = Actual Overhead - Budgeted Overhead (at actual activity level)
Volume Variance = Budgeted OH (at actual activity) - Applied OH (standard rate × actual units)
Efficiency Variance = (Actual Hours - Standard Hours) × Standard OH Rate
Favorable vs Unfavorable
| Variance Type | Favorable (F) | Unfavorable (U) |
|---|---|---|
| Revenue | Actual > Budget | Actual < Budget |
| Cost / Expense | Actual < Budget | Actual > Budget |
| Margin | Actual > Budget | Actual < Budget |
Always label variances as (F) or (U) — never rely on sign convention alone.
Materiality Thresholds
Define thresholds that trigger deeper investigation and management action:
=== MATERIALITY THRESHOLDS ===
Level 1 — Informational (no action required):
Revenue: < 2% or < $100k
Opex: < 3% or < $50k
Level 2 — Investigation required (root cause analysis):
Revenue: 2-5% or $100k-$500k
Opex: 3-8% or $50k-$200k
Level 3 — Escalation to management (corrective action plan):
Revenue: > 5% or > $500k
Opex: > 8% or > $200k
Level 4 — Board notification:
Any variance impacting full-year EBITDA by > 10% or > $1M
Thresholds should be calibrated to the company's size and risk tolerance.
Root Cause Analysis
For every material variance, document:
- What happened — quantified variance with decomposition
- Why it happened — operational root cause (not "we spent more")
- Is it recurring — one-time or systemic issue
- Timing impact — pulled forward / pushed back, or permanent change
- Full-year impact — update forecast based on root cause
- Corrective action — specific steps, owner, and timeline
Common root causes by category:
Revenue shortfall:
- Delayed deal closings (timing — may recover next quarter)
- Lower win rate (competitive pressure — systemic)
- Customer churn above forecast (product/service issue)
- Pricing pressure (market dynamics)
- FX impact (external)
Cost overrun:
- Unplanned hiring / consulting (scope creep)
- Higher input costs (inflation, supply chain)
- Project delays (cost escalation)
- Technology/infrastructure costs (usage-based overrun)
- Legal/regulatory costs (unforeseeable)
Methodology
Step-by-Step Variance Analysis Process
- Extract actuals from ERP/accounting system for the closed period
- Align to budget — ensure chart of accounts mapping is correct
- Calculate total variances — actual minus budget for every line item
- Apply materiality filter — focus analysis effort on material variances
- Decompose material variances — into price, volume, mix, timing, FX, one-time
- Conduct root cause analysis — interview budget owners, review operational data
- Assess full-year impact — does the variance persist, reverse, or amplify?
- Update forecast — incorporate learnings into the rolling forecast
- Prepare variance report — executive summary with bridge chart
- Present to management — focus on actions, not just explanations
Bridge Chart (Waterfall) Construction
A bridge chart visually walks from budget to actual, showing each variance driver.
Budget Revenue: $10,000k
+ Volume: +$500k ← green bar (favorable)
+ Pricing: -$200k ← red bar (unfavorable)
+ Mix: +$150k ← green bar
+ FX: -$100k ← red bar
+ One-time: -$50k ← gray bar
= Actual Revenue: $10,300k
Rules for effective bridge charts:
- Start with budget, end with actual
- Order drivers by magnitude (largest impact first) or logical flow
- Use consistent colors (green = favorable, red = unfavorable, gray = neutral/FX)
- Include both the dollar amount and percentage impact
- Maximum 6-8 bars between budget and actual (combine small items into "other")
Management Action Triggers
Variance Situation | Required Action
Revenue > 5% below budget | Sales pipeline deep dive, revised go-to-market, forecast update
Gross margin > 200bp below | Pricing review, supplier renegotiation, product cost analysis
Opex > 10% above budget | Spending freeze assessment, hiring pause evaluation
Cash flow > 15% below budget | Working capital initiative, capex reprioritization
Customer churn > 2x plan | Executive escalation, retention program, product review
Templates
Variance Report Template
=== VARIANCE ANALYSIS REPORT ===
Period: [Month/Quarter] [Year]
Prepared by: [Name]
Date: [Date]
--- Executive Summary ---
[2-3 sentence narrative: key takeaways, largest variances, full-year implications]
--- P&L Variance Summary ($ thousands) ---
| Budget | Actual | Variance | Var % | Status
Revenue | _____ | _____ | _____ | ____% | F/U
COGS | _____ | _____ | _____ | ____% | F/U
Gross Profit | _____ | _____ | _____ | ____% | F/U
Gross Margin % | ____% | ____% | ___ bp | |
Sales & Marketing | _____ | _____ | _____ | ____% | F/U
R&D | _____ | _____ | _____ | ____% | F/U
G&A | _____ | _____ | _____ | ____% | F/U
EBITDA | _____ | _____ | _____ | ____% | F/U
EBITDA Margin % | ____% | ____% | ___ bp | |
--- Material Variance Detail ---
Variance #1: [Description] — $___k [F/U]
Decomposition: Volume $___k + Price $___k + Mix $___k + Other $___k
Root Cause: [Explanation]
Recurring: [Yes/No]
Full-Year Impact: $___k
Action: [Corrective action, owner, deadline]
Variance #2: [Description] — $___k [F/U]
[Same structure]
--- Revenue Bridge ---
Budget → [+Volume] → [+/-Price] → [+/-Mix] → [+/-FX] → [+/-Other] → Actual
--- EBITDA Bridge ---
Budget → [+/-Revenue impact] → [+/-COGS] → [+/-Opex] → [+/-Other] → Actual
--- Forecast Update ---
Prior FY Forecast: $____k EBITDA
Variance Impact: $____k
Updated FY Forecast: $____k EBITDA
vs Budget: ____%
Departmental Variance Template
=== DEPARTMENT VARIANCE REPORT ===
Department: [Name]
Budget Owner: [Name]
Period: [Month/Quarter]
Line Item | Budget | Actual | Variance | Explanation | Action Required
Salaries | _____ | _____ | _____ | [2 hires ahead of plan] | [None — in plan]
Consulting | _____ | _____ | _____ | [Unplanned project] | [CFO approval needed]
Travel | _____ | _____ | _____ | [Conference pulled fwd]| [Will reverse Q3]
Software | _____ | _____ | _____ | [New tool added] | [Review Q3]
Total | _____ | _____ | _____ | |
Quality Gate
Before finalizing variance analysis, verify:
- Actuals are final (month/quarter is closed, no pending adjustments)
- Budget baseline is correct (approved budget, not a prior forecast)
- Variance decomposition is complete (price + volume + mix + other = total)
- Favorable/unfavorable labels are correct and consistent
- Materiality thresholds are applied consistently
- Root causes are operational, not circular (not "we spent more because we spent more")
- Timing variances are identified (will reverse in future periods)
- Full-year impact is assessed for each material variance
- Corrective actions have specific owners and deadlines
- Bridge chart mathematically reconciles from budget to actual
- FX impact is isolated if the business operates in multiple currencies
- Variance report is reviewed with budget owners before executive presentation
- Forecast is updated to reflect variance learnings
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