Although the budget eventually performed as expected there was KPI Cost Performance variances in o areas salary expense, but none in property $($warehouse$/$showroom$).$ As the project progressed, an additional $$25$K in salaries arose. This was due to a scope increase in salaries in labor and costs particularly from replacing flooring involving the Dauphine Street Showroom.The flooring contained asbestos, discovered by a veteran on work crew, and was not realized until it was due to be replaced as a part of the overhead $$275$K costs of renovation, which helped to make up the overall one$-$million$-$dollar price. Asbestos was discovered underneath the old tile. An abatement team was procured the same day to test and help remove the surface. The $$25$K price could have put us over budget. However, there were opportunities in the renovation with $$10$K fixture $($lighting$)$ and $$15$K restroom improvements. These actions on improvements deferred for another day and labor to keep our budget. The timeframe of the abatement and labor were consistent with the overall costs$/$schedule making the budget optimal.