3. 7.1.1 PLAN COST
MANAGEMENT:
INPUTS
1. Project Charter
2. Project Management
Plan (PMP)
Schedule Management
Plan.
Risk Management Plan
3. Enterprise Environmental Factors (EEFs)
4. Organizational Process Assets (OPAs)
4. 7.1.2 PLAN COST
MANAGEMENT:
TOOLS AND
TECHNIQUES
1. Expert Judgement
2. Data Analysis
A data analysis technique that can be used for this
process includes but is not limited to alternatives
analysis. Alternatives analysis can include reviewing
strategic funding options such as: self-funding,
funding with equity, or funding with debt. It can
also include consideration of ways to acquire
project resources such as making, purchasing,
renting, or leasing.
3. Meetings
5. 7.1.3 PLAN COST
MANAGEMENT:
OUTPUTS
1. Cost
Management Plan
The cost management plan is a component of the project
management plan and describes how the project costs
be planned, structured, and controlled. The cost
management processes and their associated tools and
techniques are documented in the cost management
6. 7.1.4 PLAN COST
MANAGEMENT:
QUESTIONS
Which process provides direction on how
the project costs will be managed
throughout the project?
Which document describes how costs will
be estimated, structured, and controlled?
9. 7.2.2 ESTIMATE COSTS: TOOLS AND
TECHNIQUES
1. Expert Judgment
2. Analogous
Estimating
3. Parametric
Estimating
4. Bottom-Up
Estimating
5. Three-Point
Estimating
6. Data Analysis
(Alternative, Reserve,
Cost of Quality (COQ))
7. PMIS
8. Decision Making
(Voting)
10. 7.2.3 ESTIMATE COSTS: OUTPUTS
1. Cost Estimates
Cost estimates include quantitative assessments of the probable costs
required to complete project work, as well as contingency amounts to
account for identified risks, and management reserve to cover
unplanned work. Cost estimates can be presented in summary form
or in detail. Costs are estimated for all resources that are applied to
the cost estimate. This includes but is not limited to direct labor,
materials, equipment, services, facilities, information technology, and
special categories such as cost of financing (including interest
charges), an inflation allowance, exchange rates, or a cost contingency
reserve.
11. 7.2.3 ESTIMATE COSTS: OUTPUTS
2. Basis of Estimates
Documentation of the basis of the estimate (i.e., how it was developed),
Documentation of all assumptions made,
Documentation of any known constraints,
Indication of the range of possible estimates (e.g., €10,000 (―10%) to
indicate that the item is expected to cost between a range of values), and
Indication of the confidence level of the final estimate.
3. Project Documents Updates
12. 7.2.4 ESTIMATE COSTS: QUESTIONS
The organization always estimates the
development of each web page for all
projects at $100. Therefore, you estimate
4000 pages will cost $400,000 . This is an
example of:
The work required to develop some of the
web pages is complex, so you are uncertain
about how much those pages will cost to
develop. You decide to calculate an estimate
averaging three different costs that
the best case, worse case, and realistic
estimates. This is an example of:
13. 7.2.4 ESTIMATE COSTS: QUESTIONS
Earlier in the project, you had
estimated the project would cost
$400,000 because that was the cost
for another similar project in the
company. This is an example of:
The team has helped you break
the specific work involved, so you
estimate at this lower level of work,
then sum up the costs to get cost
estimates for developing the website.
This is an example of:
16. 7.3.2 DETERMINE BUDGET: TOOLS
AND TECHNIQUES
1. Expert Judgment
2. Cost Aggregation
It is the process of collecting individual cost estimates into a whole. Specifically, cost estimates are aggregated by
work packages, then into higher components (typically monitored by control accounts) of the work break down
structure (WBS), and then for the entire project.
3. Data Analysis (Reserve Analysis: Contingency and Management Reserves)
4. Historical Information Review: Review of historical information can be used to develop parametric or
analogous estimates. Historical information my include project characteristics to evolve mathematical
models to forecast the total project cost.
5. Funding Limit Reconciliation: Funding limit reconciliation consists of accommodating the expenditure
of funds to established funding limits for a specific period of time. Any variances between expenditures
and funding limits can result in rescheduling work. To prevent this, any date constraints for work
should be included in the work schedule.
6. Financing
19. 7.3.4 DETERMINE BUDGET:
QUESTIONS
1. An important technique used in Determine Budget process is:
2. Which type of reserve is included in the Cost Baseline?
a) Management Reserve
b) Contingeny Reserve
3. Which reserves is attributed to unforeseen risks that have not been
identified?
4. An important output of the Determine Budget process is the:
21. 7.4.1
CONTROL
COSTS:
INPUTS
1. Project Management Plan (Cost Management Plan, Cost
Baseline, Performance Measurement baseline)
2. Project Documents (Lessons Learned Register)
3. Project Funding Requirements
4. Work Performance Data
5. OPAs
22. 7.4.2 CONTROL COSTS: TOOLS
AND TECHNIQUES
1. Expert Judgment
2. Data Analysis: Earned Value Analysis
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Schedule Variance (SV) = EV - PV
Cost Variance (CV) = EV - AC
Schedule Performance Index (SPI) = EV / PV
Cost Performance Index (CPI) = EV / AC
23. 7.4.2 CONTROL COSTS: TOOLS
AND TECHNIQUES
2. Data Analysis: Variance analysis. Variance analysis, as used in EVA, is
the explanation (cause, impact, and corrective actions) for cost (CV = EV
– AC), schedule (SV = EV – PV), and variance at completion (VAC = BAC
– EAC) variances. Cost and schedule variances are the most frequently
analyzed measurements.
25. 7.4.2 CONTROL COSTS: TOOLS
AND TECHNIQUES
2. Data Analysis: Forecasting
EAC forecast for ETC work performed at the budgeted rate.
Equation: EAC = AC + (BAC – EV)
EAC forecast for ETC work performed at the present CPI.
Equation: EAC = BAC / CPI
EAC forecast for ETC work considering both SPI and CPI factors.
Equation: EAC = AC + [(BAC – EV) / (CPI × SPI)]
26. 7.4.2 CONTROL COSTS: TOOLS
AND TECHNIQUES
2. Data Analysis: Reserve Analysis
During cost control, 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.
27. 7.4.2 CONTROL COSTS: TOOLS
AND TECHNIQUES
3. To-Complete Performance Index (TCPI)
The equation for the TCPI based on the BAC:
• (BAC – EV) / (BAC – AC).
The equation for the TCPI based on the EAC:
(BAC – EV) / (EAC – AC).
28. 7.4.3
CONTROL
COSTS:
OUTPUTS
1. Work Performance Information
2. Cost Forecast
3. Change Requests
4. Project Management Plan Updates (Cost Management Plan, Cost
baseline, Performance measurement baseline)
5. Project Documents Updates (Assumption Log, Basis of Estimates,
Cost estimates, Lessons Learned Register, Risk Register)
29. 7.4.4
CONTROL
COSTS:
QUESTIONS
Any increase to the authorized budget can only be
approved through ____________
In a project if we have a negative cost variance, it
means we are ____________
SPI < 1 means that the project is ______________
What’s the name of the output that includes calculated
project performance measures?
30. SUMMARY
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
31. Cost Mind Map
7.1
Plan Cost
Management
- Exp. Judg.
- Data Analysis
- Meetings
Project
Documents
PMP
Project
Charter
Cost Mgmt.
Plan
7.2
Estimate
Costs
- Exp. Judg.
- Analogous
- Parametric
- Bottom-Up
- Three-points
- Data Analysis
- PMIS
- Decision Making
Cost Estimates
Basis of
estimates
7.3
Determine
Budget
Agreements
Business docs
- Exp. Judg.
- Cost Aggregation
- Data Analysis
- Historical Info.
- Funding Limit
Rec.
- Financing
Cost Baseline
Project Funding
Requirements
7.4
Control
Costs
WPI
WPD
- Exp. Judg.
- Data Analysis (EVA)
- TCPI
- PMIS
Change
Requests
Cost forecasts
32. CASE STUDY 1
You’re a subcontractor responsible for refurbishment of an automobile
showroom. The estimated refurbishment cost is $500 per square feet.
The total showroom area that needs to be refurbished is 1,000 square
feet. Based on your past experience, you know your team can
refurbish 100 square feet per week. After 4 weeks, you have 45% of
the job complete and you have spent $250,000.
Determine PV, EV, and AC.
Calculate CV, SV, CPI, and SPI to determine the performance of the
project in terms of Cost and Schedule
33. CASE STUDY 2
Your project is required to install lighting fixtures in a 200 room hotel.
You have to install 5 lighting fixtures in each room. Your project’s
approved budget is $500,000 and the approved schedule is 14 weeks.
After 8 weeks, you have 110 of the rooms completed and you have
spent $250,000.
Determine BAC, PV, EV, and AC.
Calculate CV, SV, CPI, and SPI to determine the performance of the
project in terms of Cost and Schedule
Editor's Notes
Project Charter: High level description of the product.
EEF: Culture of Organization, Schedule System Availables, Infrastructure.
OPA: Templates, Historical Information, Knowledge base.
Plan Cost Management
Cost Management Plan
Risk Register: Cost for mitigate risks.
Reserve Analysis: Cost estimates may include contingency reserves (sometimes called contingency allowances) to account for cost uncertainty. Contingency reserves are the budget within the cost baseline that is allocated for identified risks, which are accepted and for which contingent or mitigating responses are developed. Contingency reserves are often viewed as the part of the budget intended to address the “known-unknowns” that can affect a project.
Parametric Estimating
Three-Point Estimating
3. Analogous Estimating
4. Bottom-up Estimating
Cost Aggregation
Cost estimates are aggregated by work packages in accordance with the WBS. The work package cost estimates are then aggregated for the higher component levels of the WBS (such as control accounts) and, ultimately, for the entire project.
Historical INFORMATION REVIEW
Reviewing historical information can assist in developing parametric estimates or analogous estimates. Historical information may include project characteristics (parameters) to develop mathematical models to predict total project costs. Such models may be simple (e.g., residential home construction is based on a certain cost per square foot of space) or complex (e.g., one model of software development costing uses multiple separate adjustment factors, each of which has numerous points within it).
Financing
Financing entails acquiring funding for projects. It is common for long-term infrastructure, industrial, and public services projects to seek external sources of funds. If a project is funded externally, the funding entity may have certain requirements that are required to be met.
Planned value. Planned value (PV) is the authorized budget assigned to scheduled work. It is the authorized budget planned for the work to be accomplished for an activity or work breakdown structure (WBS) component, not including management reserve.
Earned value. Earned value (EV) is a measure of work performed expressed in terms of the budget authorized for that work. It is the budget associated with the authorized work that has been completed
Actual cost. Actual cost (AC) is the realized cost incurred for the work performed on an activity during a specific time period. It is the total cost incurred in accomplishing the work that the EV measured.
If the variance is expected to go away(If the variance is not expected to continue), use the formula: AC + BAC – EV
If the project will continue to spend at the same current rate, the formula to be used would be: EAC = BAC/CPI
If the project will be impacted by the current cost performance and current schedule performance, the formula would be: EAC = AC + [(BAC-EV)/(SPI*CPI)]
Perform Integrated Change Control
Over-budget
Behind Schedule
Work Performance Information