Project estimation is a vital aspect of project management that can determine the success or failure of your project. Accurate estimates help align scope, cost, and client expectations early. With tools like Float, you can now forecast delivery costs and margins before a project kicks off—and adjust as things evolve.
In this guide, I draw on 15+ years of experience in project management to explore project estimation, why it matters, and several techniques and practical approaches I have used (and you can use, too) to create more accurate estimates. Whether you’re new to project management or looking to refine your skills, these are all essential insights for effective planning.
What is project estimation?
Project estimation is the process of forecasting the time, cost, and resources required to complete a project, to help understand a project’s complete requirements. This process involves evaluating project scope, tasks, and potential risks to give a reliable estimate for budgeting and scheduling.
In a way, it’s not different from the estimations we make regularly in our everyday lives. How long will it take to get to the restaurant? How much will it cost to buy Christmas presents for everyone this year? How many people will it take to lift and move the sofa downstairs?
In the process of estimating, there are four things a resource manager must consider:
- Project scope
- Timeframe
- People
- Budget
Project estimation priorities vary between organizations. Service-based agencies delivering projects for clients may prioritize budget and profitability, while internal projects within organizations often prioritize timelines and deadlines. The importance and weight given to these factors will impact a resource manager’s planning approach.
Nevertheless, regardless of priority, project estimation is always essential for setting expectations, allocating resources, and managing finances. Modern tools like Float turn this once-static process into a dynamic one—you can create estimates based on real resourcing plans, then track how they compare to scheduled and logged hours throughout delivery.
What’s the purpose of project estimation?
Project estimation is a critical part of effective project planning and management. It helps define the project’s scope, schedule, and budget—enabling teams to forecast funding needs and potential financial return.
Accurate estimates also support planning for complex, multi-phase work with interdependencies, helping managers allocate people’s time and resources more effectively.
Without solid estimation, organizations risk projects that run over budget, miss deadlines, or fall short of goals. In contrast, well-estimated projects are more likely to stay on track—delivered on time, within budget, and with stronger profitability.
Today, as planning and delivery tools become more integrated, estimation is no longer a one-off task. Teams can now set a baseline estimate and track how it holds up against actuals—improving future accuracy and making it easier to manage margins as work unfolds.
5 common project estimation techniques
Project estimation techniques are methods used to predict the time, cost, and resources needed for a project. There are various ways to estimate a project, and here are the 5 most common ones:
1. Top-down
Typically a resource manager’s least preferred type, top-down estimates are where most project estimates start when you have limited information. When only high-level requirements are known, someone (typically in senior management) will make a rough guess at the questions of time, people, and money based on high-level requirements.
In an ideal world, top-down estimates are created using an analogous estimate or the Delphi method.
A resource manager would typically choose to use the Delphi method on larger-sized projects with multiple experts, on a project where the domain is untested, and when a consensus is needed, as it’s pretty time-consuming. It primarily involves creating and sending various rounds of questionnaires to the experts. The results are then processed and distributed back to the experts but anonymized. The experts then complete subsequent questionnaires that consider the input from the others, thus modifying their viewpoints. This is repeated until a consensus emerges.
👉 PSA: Float supports top-down estimating through historical project data—giving you a realistic starting point to draft a high-level estimate before building a more detailed plan.
2. Bottom-up
Bottom-up estimating is the opposite of top-down and is the most favorable estimation method because it means you have a low-level view of the project requirements. You estimate each low-level requirement that forms the whole project (such as project cost estimation, scope, timelines) and add them to your total project estimate.
But it’s important not to take this too far. Estimating every task down to the hour can be restrictive and misleading—because most people can’t confidently say how long a specific task will take in advance. That’s why we don’t recommend estimating at the task level. For example, you can use Float for bottom-up estimation by phase or role, helping you estimate effort across time (e.g., 10% of a designer’s time over 4 weeks), while still delivering accurate cost and margin visibility.
3. Three-point estimates
This approach involves defining three estimates for a project or task: an optimistic, likely, and pessimistic number. These estimates are then averaged to determine the final estimate. This is useful when there are many unknown factors and differing opinions on the estimate.
The upside of this approach is that it considers multiple perspectives and offsets uncertainties by using an average. However, creating three estimates rather than a single top-down assessment can take time and effort. Overall, the time invested in this technique is well worth it for the accuracy and thoroughness it provides.
4. Planning poker
Commonly used in scrum settings, after discussing a requirement, project team members hold up cards with numbers from the Fibonacci sequence—typically ranging from one to thirteen. The number represents their estimate of the effort needed to complete the work.
The facilitator then focuses on the highest and lowest estimates and asks team members for their reasoning. This discussion brings out differing opinions and assumptions, allowing the estimate to gravitate toward a more informed consensus.
While planning poker is a form of bottom-up estimating, it is not directly linked to time like hours or days—which can make it tricky to track profitability or utilization. In Float, you'd take a more actionable approach—where estimates are directly connected to availability, cost, and delivery plans.
5. T-shirt sizing
T-shirt sizing is an agile top-down estimating approach used for larger pieces of work, called epics, and is not directly linked to time. It calculates the effort of work that is only known at a high level.
People in groups will read or listen to the project requirements and assign one of the values: extra small, small, medium, large, or extra large.
While t-shirt sizing may not result in the most accurate estimation, it can be helpful when combined with historical time-based data to estimate large chunks of work.
What project estimation technique is the best?
In project management, there is no one-size-fits-all approach to estimating. The best estimating technique depends on the specific context in which you are working.
If you have limited information and are under time pressure, a top-down approach, such as using analogous estimating, may be the most suitable. However, if you have yet to do a similar project but have a history of sprint-based work, t-shirt sizing with experts can be an effective way to understand the current project’s size. A bottom-up estimate is the best option when reliability and accuracy are crucial because it considers low-level requirements and has fewer unknowns.
Ultimately, resource managers must choose the best estimating technique that fits their context and helps them achieve their project goals. It’s also increasingly common for project teams to document and baseline their estimate in the same tool they use to schedule and log work. This allows for ongoing comparison between plan and actuals—useful when accuracy and profitability are critical.
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Comparing estimates to actuals is how you get better at planning. Float makes it easy to track hours worked, budgets spent, and project timelines—so you can learn from every job and scope smarter next time.
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8 steps for effective project estimation
Accurately estimating projects can be challenging even when you have low-level requirements. Here are eight effective best practices to follow to improve your project estimation process.
1. Get as detailed as possible
It’s such an obvious thing to state but so often not followed. Getting into the nuts and bolts of each project task will drastically improve the accuracy of your project estimates.
With that said, don't confuse detail with micromanagement. Estimating hours per task might seem precise, but it’s rarely accurate and often limits your team’s autonomy. Instead, think in terms of time blocks or role allocations (e.g., “Our strategist will contribute ~15% of their time over 3 weeks”). This gives you the clarity you need to forecast spend and profit, while giving your team the flexibility to work smart.
2. Always use experts to estimate
It can be tempting for a resource manager to put a number next to a task when they think they know the domain (or they were a hands-on person in the past), but resist this temptation!
Having an expert estimate each task is crucial because they can provide valuable insights that someone less experienced may not know. With expert judgement, you can also spot potential issues that someone less seasoned may miss.
It’s important to have diverse opinions to get a more accurate project stimate!
3. Leverage historical data
Leveraging historical data is a powerful technique that can help improve the accuracy of project estimates. It involves looking at past projects and analyzing the estimates, the actual time taken to complete the project, and any discrepancies between the two.
The easiest way to do this is to make sure project estimates and actuals are captured consistently across projects. For example, using a time tracking software tool that logs baseline estimates alongside scheduled and logged hours can give you a clearer picture of where your projections tend to go off.
What this allows is a detailed analysis of the past. A resource manager may find that, on average, the estimates for design are always 20% under the actual time it takes to complete the task. With this knowledge, the resource manager can adjust their forecasts for future projects to account for this discrepancy.
4. Take note of who is doing the estimating
The experience level of the estimator can significantly affect the estimate’s accuracy. More experienced individuals can often complete individual tasks more efficiently, resulting in shorter project timelines and lower effort estimates. On the other hand, less experienced individuals may overestimate the effort required for a task due to a lack of familiarity with the work.
Resource managers should consider obtaining estimates from individuals with varying experience levels to address these potential discrepancies. Using a planning poker approach, where each individual gives an estimate and then discusses their reasoning behind it, the group can come to a more informed consensus estimate. This approach also allows for a detailed discussion of the project requirements, which can help uncover potential issues or dependencies.
In addition, resource managers should track the accuracy of each individual’s estimates over time to identify patterns in their estimating ability. This data can be used to adjust future estimates and provide feedback and training to individuals who consistently overestimate or underestimate project efforts.
5. Don’t be pressured into committing too early to an estimate
Time is never on a resource manager’s side. When under pressure to provide an estimate, resisting the temptation to commit too early is important. It’s crucial for resource managers to feel confident about their estimates and be able to stand behind them with conviction.
It may cause you some pain to push back on committing, but it will invariably be less than the pain you experience by committing early and delivering late and over budget. As a resource manager, it’s essential to remember that your expertise is why you were hired, and pushing back when needed is part of that expertise.
In the end, managers and stakeholders will appreciate a well-thought-out estimate that reflects reality, even if it takes a bit longer to produce. It’s better to take the time to create an accurate estimate than to rush into a commitment that cannot be met!
6. Don’t let top-down estimates become the numbers you commit to
When someone else creates a top-down estimate, it can be tempting to take it at face value and use it as the final project estimate. However, this can lead to inaccuracies and problems down the line.
As a resource manager, it’s important to use your skill and political know-how to set the narrative that top-down estimates are just rough estimates and that a bottom-up estimate is necessary before committing to a final project estimate. This approach will help ensure that the estimate is as accurate as possible, considering all of the details and nuances of the project.
If time is tight, and you’re forced to commit to a top-down estimate, make sure that you communicate clearly with your managers and stakeholders about the accuracy of the estimate and the likelihood of delivering on time and budget.
7. Don’t forget project management time in your estimates
Project management time is an important part of any project, and it’s crucial to include it in your estimates. This is especially true if you bill for project management time, as it is an expense that needs to be accounted for.
To estimate project management time, you should avoid using a flat rate percentage and instead adjust it based on the project type, size, and client/stakeholder. This allows you to more accurately reflect the effort required for managing the project, as different types of projects may require more or less project management time.
You can also use historical data to determine what percentage of project management time is typical for any given combination of project type, size, and client/stakeholder.
8. Avoid first speaker and HIPPO bias when estimating
First speaker bias and HIPPOs (highest individually paid person’s opinion) are two common ways human nature can influence project estimation.
First speaker bias occurs when the first person to give an estimate sets the tone for the rest of the group, and others tend to follow with numbers that are close to it, for fear of being an outlier. To counter this, resource managers can use anonymous estimations or ask everyone to write their estimate on a post-it and reveal them simultaneously, to avoid biasing the results.
Similarly, HIPPOs can significantly influence an estimation session by being too forceful with their opinions and making others feel intimidated to disagree. Resource managers should develop a close relationship with the HIPPO to counter this and explain how their influence could affect estimation sessions. Having them estimate last and not first can also help avoid biasing the results.
When project estimates prove to be wrong
Even with the best techniques, project estimates are just educated guesses, and it’s rare for a project to align perfectly with an estimate.
That’s where the skill of a great resource manager comes in.
They can track estimates for the project budget and scope of work, as well as project actuals, and make decisions to course correct if the project veers off course. This is done through formal methods like earned value management or less formal project controls.
Experienced resource managers plan and set expectations early on with stakeholders that estimates and actuals may vary, so trade-off decisions and additional funding come as no surprise later.
By doing so, they increase the chances of delivering a successful project. Having a clear view of the original estimate—and how it compares to what actually happened—can make these conversations much easier. This is why it’s helpful to document and track estimates within your delivery platform rather than treating them as separate spreadsheets or static documents.
