Activity Duration and Crew Size Calculator
Turn a quantity of work and a crew's output per day into a duration in working days — or, from a deadline, into the number of crews it takes.
Financial-Adjacent
Time and money on a job that is already running: durations, the critical path, valuations and what a delay costs.

Activity durations and crew sizes from a quantity and an output rate, the critical path and float through a short sequence of activities, working days turned into calendar days, learning-curve time for repeated units, earned value against the plan, the cost of a delay against the cost of accelerating, change orders, interim payment valuations, preliminaries, contingency and price escalation.
Whether the question is about time or about money, and whether the figure is a forecast or a record. A duration and a critical path say when the work can finish; earned value and a valuation say what has been done and what is owed; delay cost and acceleration weigh one against the other. Every rate on these pages — output, overhead, escalation — is the reader's, because a national figure for any of them would be a guess.
Scheduling software's work — resource levelling, lags and calendars across hundreds of activities — and the contract law behind a claim or a certificate.
11 calculators
Turn a quantity of work and a crew's output per day into a duration in working days — or, from a deadline, into the number of crews it takes.
Calculate the total cost of a mid-project change order, including markup and admin fees.
Link up to six activities by what must finish first, and get the programme's length, its critical path and the float every other activity has.
What a week of delay costs once damages, prolongation and the damages cap are all in — and the most it is worth spending to recover it.
CPI, SPI, variances and a forecast at completion from planned value, earned value and actual cost.
Net due on this month's interim valuation: gross value to date, retention against its limit, materials on site and earlier payments, in the right order.
Total, last-unit and average time for a run of repeated units, from the first unit's time and a learning rate, under Wright's or Crawford's model.
Adjust an old material quote for price inflation to estimate today's likely cost.
Add up preliminaries (general conditions) from your own weekly and one-off figures: fixed, time-related and value-related, and what a week of delay adds.
Add a contingency buffer to your base project budget to cover unexpected costs and overruns.
Count the calendar days from a start day to the end of a set number of working days, on a five, six or seven-day week, with any holidays between.