A forecast is more useful than a percentage
A contract that is 70% consumed may be healthy or in immediate danger depending on the time remaining and current burn rate. Forecasting converts consumption into an estimated date, making it easier to act before the ceiling is reached.
Calculate a recent average daily or weekly burn, divide remaining funded value by that rate, and add the result to the reporting date. Show the assumptions beside the answer.
Forecast at the level where funding is controlled
Contract-level forecasts are a starting point. If funding is managed by CLIN, task or objective, calculate consumption and runway at that same level. Otherwise a healthy overall contract can conceal one exhausted workstream.
Treat it as a decision aid
Burn rates change as staffing changes, so the date is not a promise. Refresh the forecast with approved time, identify missing hours, and pair the projection with configurable alerts for managers and finance teams.