Estimate to Complete (ETC)
Estimate to Complete (ETC) is the expected cost needed to finish all remaining project work from the current point in time.
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Practice it freeExplanation
ETC represents the cost forecast for the work that has not yet been completed. It answers the question: How much more will it cost to finish the project? The relationship between EAC, AC, and ETC is: EAC = AC + ETC, which can be rearranged to ETC = EAC - AC.
When current performance is expected to continue, ETC is calculated as: ETC = (BAC - EV) / CPI. When past variances are considered atypical and future work is expected to proceed at the budgeted rate: ETC = BAC - EV. A third approach is to develop a completely new bottom-up estimate for the remaining work.
ETC is useful for determining how much additional funding may be needed and for making decisions about whether to continue, modify, or terminate the project. It should be reviewed periodically as project conditions change.
Key Points
- •ETC = EAC - AC (general relationship)
- •Typical variance: ETC = (BAC - EV) / CPI
- •Atypical variance: ETC = BAC - EV
- •Can also be a new bottom-up estimate for remaining work
Exam Tip
ETC answers: How much more will it cost? The most common calculation is ETC = EAC - AC. If you know CPI, use ETC = (BAC - EV) / CPI.
Frequently Asked Questions
Related Topics
Estimate at Completion (EAC)
Estimate at Completion (EAC) is the expected total cost of completing all work, calculated by projecting current performance into the future.
Cost Performance Index (CPI)
Cost Performance Index (CPI) is an EVM efficiency metric that measures cost performance as the ratio of earned value to actual cost: CPI = EV / AC.
Variance at Completion (VAC)
Variance at Completion (VAC) is the projected difference between the budget at completion and the estimate at completion: VAC = BAC - EAC.
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Cost Performance Index (CPI)
Cost Performance Index (CPI) is an EVM efficiency metric that measures cost performance as the ratio of earned value to actual cost: CPI = EV / AC.
Schedule Performance Index (SPI)
Schedule Performance Index (SPI) is an EVM efficiency metric that measures schedule performance as the ratio of earned value to planned value: SPI = EV / PV.
Earned Value Management (EVM)
Earned Value Management (EVM) is a methodology that integrates scope, schedule, and cost data to assess project performance and progress objectively.
Burndown Chart
A Burndown Chart is a graphical representation of work remaining versus time in a Sprint or release, showing whether the team is on track to complete the planned work.
Resource Leveling
Resource leveling is a resource optimization technique in which adjustments are made to the project schedule to keep resource usage at or below a defined limit, often resulting in a longer project duration.
Risk Register
The risk register is a project document that records the details of individual project risks, including their identification, analysis results, response plans, and current status.
Stakeholder Mapping
Stakeholder mapping is the visual representation of stakeholder relationships, influence, interest, or other attributes using grids, matrices, or diagrams to support analysis and engagement planning.
Relative Estimation
Relative Estimation is an agile technique where work items are sized in comparison to each other rather than in absolute units like hours or days, providing faster and more accurate estimates.
Power/Influence Grid
The power/influence grid is a stakeholder classification model that groups stakeholders based on their level of authority (power) and their active involvement or ability to affect the project (influence).
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Cost Management
Practice Estimate to Complete (ETC)
Scenario-based questions with a full explanation on every answer — including why the distractors are wrong.