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4 - Project Cost Management
4 - Project Cost Management
4 - Project Cost Management
Value Analysis
This concept is sometimes referred to as value engineering in the real world.
It involves finding a less costly way to do the same work. Value analysis requires
the systematic use of techniques to identify the required project functions,
assign values to these functions, and provide functions at the lowest overall cost
without loss of performance.
The process that establishes the policies, procedures, and documentation for
planning, managing, expending, and controlling project costs.
Tools and
Inputs Techniques Outputs
The key benefit of this process is that it provides guidance and direction on how the project costs will
be managed throughout the project.
2. Project Charter
The project charter provides the summary budget from which
the detailed project
costs are developed.
The project charter also defines the project approval
requirements that will influence the management of the project
costs.
2. Analytical techniques
Developing the cost management plan may involve choosing strategic options to
fund the project such as: self-funding, funding with equity, or funding with debt.
The cost management plan may also detail ways to finance project resources such
as making, purchasing, renting, or leasing.
Techniques may include: payback period, return on investment, internal
rate of return, discounted cash flow, and net present value.
The key benefit of this process is that it determines the amount of cost required to complete
project work.
3. Scope baseline
All the components of the scope baseline, including the project scope statement,
WBS, and WBS dictionary.
4. Project schedule
It contains the activities, the type and quantity of resources needed to complete
the work, and when the work will occur.
A schedule is needed before a budget. May be changed due to price conditions.
PROJECT COST MANAGEMENT September 2015
INPUTS
5. Risk register
Like rewards systems, risk management will save time and money, but there are
costs associated with the efforts to control risks.
Risks are more properly thought of as both an input to the Estimate Costs process
and an output. Planning is iterative.
More accurate but takes time and expense to do this form of estimating.
Gains buy-in from the team because the team creates estimates they can live
with.
Requires that the project be defined and well understood before work begins.
Detailed estimating is done for each activity (if available) or work package (if
activities are not defined), and the estimates are then rolled up into
control accounts and finally into an overall project estimate.
EC= O + 4M + P S.D. = P O
V = ((P O)/6)2
6 6
EC = Estimated Cost
V = Variance.
In risk analysis, you identify which activities on your project have significant risks
and determine how much time and money to set aside to deal with the risks
if they happen.
Risk contingency reserves are used for the specifically identified risks (known
risks), and a lump sum management reserve is used to accommodate
unidentified risks (unknown risks). The work should include making sure individual
activity estimates are not padded.
7. Cost of quality
The cost of work added to the project to accommodate quality planning should be
added to the project estimate.
The software referred to here might be any software used for estimating.
If a project has hundreds or thousands of activities, each of which has similar cost
components added like overhead, software can speed up the calculations.
Analysis of what the project should cost, based on the responsive bids from
qualified vendors.
Activity cost estimates are quantitative assessments of the probable costs required
to complete project work. Cost estimates can be presented in summary form or
in detail.
2. Basis of estimates
This type of
estimate is
usually made
during the
initiating
process.
A typical range for ROM estimates is +/-50 percent or -25% to +75% from
actual.
Budget Estimate
This type of estimate is usually made during the planning phase and is in the
range of -10 to +25 percent from actual.
Definitive Estimate
Later during the project (may be during planning phase), the estimate will
Determine Budget
The process of aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline
The key benefit of this process is that it determines the cost baseline against
which project
performance can be monitored and controlled.
2. Scope baseline
Scope statement.
Work breakdown structure.
WBs dictionary.
4. Basis of estimates
Supporting detail for cost estimates should be specified.
Any basic assumptions dealing with the inclusion or exclusion of indirect costs in
the project budget are specified in the basis of estimates.
6. Resource calendars
Resource calendars provide information on which resources are assigned to the
project and when they are assigned.
This information can be used to indicate resource costs over the duration of the
project.
7. Risk register
The risk register should be reviewed to consider how to aggregate the
risk response costs.
Updates to the risk register are included with project document updates.
To create a budget, activity costs, including costs for risk contingencies, are rolled
up to work package costs.
are to address the cost impacts of the risks are any extra funds to be set aside to
remaining during risk response planning. cover unforeseen risks or changes to the
project.
(1) Represents the funds authorized for the (2) How much money the company should
project manager to manage and control. have available for the project.
3. Expert judgment
Consultants
Stakeholders
Industry groups.
4. Historical relationships
After the cost baseline and cost budget are completed, many estimators will
compare these numbers to parametric estimates, expert judgment, or
historical relationships in order to do a sanity check.
PROJECT COST MANAGEMENT September 2015
TOOLS AND TECHNIQUES
Both the cost and accuracy of analogous and parametric models can vary widely.
They are most likely to be reliable when:
Historical information used to develop the model is accurate,
Parameters used in the model are readily quantifiable, and
Models are scalable, such that they work for a large project, a small project,
and phases of a project.
reserves,
It can only be changed through formal change control procedures and is used as a
basis for comparison to actual results.
The cost baseline will include projected expenditures plus anticipated liabilities.
Project documents that may be updated include but are not limited to: Risk
register, Cost estimates, and Project schedule.
The organizational process assets that can influence the Control Costs process
include, but are not limited to:
Existing formal and informal cost control-related policies, procedures, and
guidelines;
Cost control tools; and
Monitoring and reporting methods to be used.
Project
Cost
CV
AC slippage
SV
PV
Data Date
Schedule
EV
slippage
Time
Old Acronym Old Term New New Term
Acronym
BCWS Budgeted Cost of Work Scheduled PV Planned value
BCWP Budgeted Cost of Work Performed EV Earned value
ACWP Actual Cost of Work Performed AC Actual value
AC Actual Cost The actual cost incurred for the work accomplished.
BAC Budget at Completion The BUDGET for the TOTAL project effort.
ETC Estimate to Completion Currently, the expected cost to finish the project (forecast)
SV Best
+ Case
CV
- +
Over budget Under budget
Behind schedule Behind schedule
Worst
-
Case
ii. Assumed that the rate of progress to date will continue to prevail.
BAC
EAC = CPI
iii. Uses current project status and tender for forecasting (SPI and CPI)
ETC = EAC - AC
Variance analysis.
Trend analysis.
6. Reserve analysis
Reserve analysis is used to monitor the status of contingency and management
reserves for the project to determine if these reserves are still needed or
if additional reserves need to be requested.
Activities 1 2 3 4 5 6 7 Budget
Cost
A 2,000 2,000 4,000
C 16.5%
2,000 2,000
500 500 0
Cost/month 2,000 2,000 2,000
Cumulative 2,000 4,000 6,000 1
4,000 5,500 4000 500 20,000
Cutoff date
PROJECT COST MANAGEMENT September 2015
Perform Budget EV Actual
Activities Work Cost (BCWP) Cost
A 100% 4,000 4,000 4,500
B 16.5% 6,000 1,000 1,500
C 25% 6,000 1,500 1,000
D 0% 3,000 0 0
E 0% 1,000 0 0
20,000 6,500 7,000
PV EV AC
6,500
CBI = = 0.93 Over budget
7,000
PROJECT COST MANAGEMENT September 2015
Analysis
SV
+
Under budget
A head of schedule
Over budget
A head of schedule CV
- +
Over budget Under budget
Behind schedule Behind schedule
20,000
EAC = =
21,505
EAC = 0.93
7,000 + 13,441 =
20,441
Variance at Completion (VAC);
- TCPI
(EAC)
2. Cost forecasts
Either a calculated EAC value or a bottom-up EAC value is documented and
communicated to stakeholders.
3. Change requests
Analysis of project performance may result in a change request to the cost
baseline or other components of the project management plan.
A. Divide by SPI.
B. Multiply by SPI.
C. Multiply by CPI.
D. Divide by CPI.
Q2: If earned value (EV) = 350, actual cost (AC) = 400, planned value (PV) = 325, what is
cost variance (CV)?
A. 350
B. -75
C. 400
D. -50
B. Tell all the team members to cut 15 percent from their estimates.