‘When calculating variances, we in effect ignore differences of volume of output, between original budget and actual, by flexing the budget. If there were a volume difference, it is water under the bridge by the time that the variances come to be calculated’.

Variance analysis typically involves the isolation of different causes for the variation in income and expenses over a given period from the budgeted standards.
So for example, if direct wages had been budgeted to cost $100,000 actually cost $200,000 during a period, variance analysis shall aim to identify how much of the increase in direct wages is attributable to: * Increase in the wage rate (adverse labour rate variance); * Decline in the productivity of workforce (adverse labour efficiency variance); * Unanticipated idle time (labour idle time variance); * More wages incurred due to higher production than the budget (favourable sales volume variance).
Variance analysis highlights the causes of the variation in income and expenses during a period compared to the budget.
In order to make variances meaningful, the concept of 'flexed budget' is used when calculating variances. Flexed budget acts as a bridge between the original budget (fixed budget) and the actual results.
Flexed budget is prepared in retrospect based on the actual output. Sales volume variance accounts for the difference between budgeted profit and the profit under a flexed budget. All remaining variances are calculated as the difference between actual results and the flexed budget.

According to QFinance dictionary, budget management refers to "the comparison of actual financial results with the estimated expenditures and revenues for the given time period of a budget and the taking of corrective action" (Para 1). It entails the process of formally identifying, approving and paying all costs or expenses incurred in a