Planning and Project Controls under NEC4 – the choice isn’t yours! by "Glenn ...Project Controls Expo
Planning and Project Controls under NEC4 – the choice isn’t yours! by Glenn Hide - Director for GMH Planning Ltd, UK
Hezron Ricketts - Senior Manager, Senior Counsel to the Board for Th3rd Curve, UK at at Project Controls Expo 2017, Arsenal Stadium, London
Cost baselines and Cost budget are two terms from Project Cost Management, that could pose a challenge of understanding to many Project Managers.
https://www.mudassiriqbal.net/costbaseline-vs-budget/
For Other PM Concepts, you may visit https://www.mudassiriqbal.net/project-management-terms-and-concepts
Planning and Project Controls under NEC4 – the choice isn’t yours! by "Glenn ...Project Controls Expo
Planning and Project Controls under NEC4 – the choice isn’t yours! by Glenn Hide - Director for GMH Planning Ltd, UK
Hezron Ricketts - Senior Manager, Senior Counsel to the Board for Th3rd Curve, UK at at Project Controls Expo 2017, Arsenal Stadium, London
Cost baselines and Cost budget are two terms from Project Cost Management, that could pose a challenge of understanding to many Project Managers.
https://www.mudassiriqbal.net/costbaseline-vs-budget/
For Other PM Concepts, you may visit https://www.mudassiriqbal.net/project-management-terms-and-concepts
This guide covers what Management Reserve is, where it fits into the overall project structure, estimating MR and using it. It also covers the differences between Management Reserve and funding contingency, something that often gets confused in organizations.
This guide is something you can use to clear up any misconceptions regarding Management Reserve as well as offering great clarity in its use within an EVMS.
Budget PlanningThis work is licensed under aCreative Commo.docxbartholomeocoombs
Budget Planning
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
1
Budget Management
Importance
Estimating costs to compare and select
Methods of Estimating
Managing the Budget
Budget timeline
Budget variances
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Importance of budget planning
Cost is one of the three project constraints
A budget is a plan or forecast
Cost management also includes tracking and managing variances from the planned expenditures
Detailed estimates are important
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Estimating costs to compare and select projects
Payback, rate of return or NPV (or combine them)
Need accurate numbers but must balance with the cost of getting more accurate estimates
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Estimating methods
Analogous estimate
Find a similar project or task and assume this one will be the same or similar
The more experience the estimator has, the better this works
Learn from each project
DPCI (Darnell-Preston Complexity Index) can help with benchmarking
Parametric estimate
Parameters such as number of square feet for a building; number of kitchens, bathrooms, etc. for a house.
Bottom-up estimating
Estimate each item or task and add them together
Generally more accurate but takes more effort to create
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Estimating Guidelines
Don’t gold-plate: estimate what you expect, and meet that estimate.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Managing the Budget
Cash flow
Make a plan of WHEN the outflows will occur, and ensure that the money is available on time
Contingency reserves
For unexpected expenses that arise during the project
There are almost always some surprises, but can’t predict at the start what it will be
Project Manager does not allocate to the sub-projects but manages it centrally
Can be spent and still be within the original project budget
Management Reserves
For scope changes
Not likely to be spent; not part of project baseline
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Reporting Progress:
Earned value managementBudgeted Cost of work ScheduledBCWSDetailed estimates for each activity in the projectPlanned ValuePVTotal budgeted cost as of a certain date in the projectEarned ValueEVBudgeted cost of the completed work as of a ce.
INFORMATION SYTEMS 3
Part-3: Mr. and Mrs. Rodgers House (House construction)
BUDGET AND RISK MANAGEMENT
1.0.
Overall Project Budget
A technique called Earned Value Management (EVM) compares project performance to the project baseline (Xu et al., 2018). All project managers pursuing Project Management Professional (PMP) certification learn and memorize the earned value calculations. Their application in real life is patchy, though. According to Insight, EVM is among the "critical few" best areas of practice for keeping track of a project's progress from both a schedule and cost standpoint (Vasyunina, 2017). The binary way of thinking about projects is widespread:
· On time versus late
· Over budget versus under budget.
On the project cost, both performance evaluation elements have a significant impact (Chang et al., 2022). If our costs are lower yet we are running late, EVM provides excellent facts of the matter.
Determining Earned Value
Computing EV involves:
· The sum of the up-to-date project budget, known as the planned value (PV)
· Current costs are identical to Actual Cost (AC).
· The project budget is multiplied by the proportion of execution to determine earned value (EV).
Now that we have these numbers, we can start making some computations of:
Schedule Performance Index (SPI) = EV/PV
SPI contrasts actual and anticipated progress. Whenever the SPI value had been than 1.0, fewer tasks were completed than expected. SPI > 1.0 denotes the completion of more work than anticipated.
Determining the CPI:
CPI= AC÷EV
The CPI evaluates the worth of finished work in relation to its true cost. Its score of 1.0 denotes high costs than anticipated. A CPI of greater than one shows that costs remained lower than expected.
For the SPI and CPI, >1 is favorable while 1 is unfavorable.
Remember that;
Subtracting instead of dividing allows you to rapidly determine the difference between the project budget and the timeline. Schedule variance (SV) equals EV-PV, whereas cost variance = EV-AC. You can easily execute the subtraction operation in your head, and in this case, >0 is favorable to 0 in this situation.
Except in the case of SPI or CPI, deviation is reliant on the project's scope. Therefore, we cannot compare it across construction project or across time effectively, as the budget might have changed.
Calculating the Project EAC:
CPI = EAC ÷ Overall Budget
EAC represents the prediction aggregate cost.
In summary:
· Project is halfway to its completion,
· PV = $55,000
· AC= $45,000
The calculations are as follows:
EV=100,000 ×1/2
=$50,000
SV =EV-PV
Where EV=50,000 and PV=55,000
Therefore, SP= 50,000-55,000
=-$5000
In this case, the value of SP is -$5,000, which is unfavorable for our project because it is less than 0.
SPI = EV/PV
Thus;
SP1=50,000 ÷55,000
= $0.91
However, the SPI value is less than.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
This guide covers what Management Reserve is, where it fits into the overall project structure, estimating MR and using it. It also covers the differences between Management Reserve and funding contingency, something that often gets confused in organizations.
This guide is something you can use to clear up any misconceptions regarding Management Reserve as well as offering great clarity in its use within an EVMS.
Budget PlanningThis work is licensed under aCreative Commo.docxbartholomeocoombs
Budget Planning
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
1
Budget Management
Importance
Estimating costs to compare and select
Methods of Estimating
Managing the Budget
Budget timeline
Budget variances
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Importance of budget planning
Cost is one of the three project constraints
A budget is a plan or forecast
Cost management also includes tracking and managing variances from the planned expenditures
Detailed estimates are important
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Estimating costs to compare and select projects
Payback, rate of return or NPV (or combine them)
Need accurate numbers but must balance with the cost of getting more accurate estimates
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Estimating methods
Analogous estimate
Find a similar project or task and assume this one will be the same or similar
The more experience the estimator has, the better this works
Learn from each project
DPCI (Darnell-Preston Complexity Index) can help with benchmarking
Parametric estimate
Parameters such as number of square feet for a building; number of kitchens, bathrooms, etc. for a house.
Bottom-up estimating
Estimate each item or task and add them together
Generally more accurate but takes more effort to create
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Estimating Guidelines
Don’t gold-plate: estimate what you expect, and meet that estimate.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Managing the Budget
Cash flow
Make a plan of WHEN the outflows will occur, and ensure that the money is available on time
Contingency reserves
For unexpected expenses that arise during the project
There are almost always some surprises, but can’t predict at the start what it will be
Project Manager does not allocate to the sub-projects but manages it centrally
Can be spent and still be within the original project budget
Management Reserves
For scope changes
Not likely to be spent; not part of project baseline
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 12: Budget Planning
Reporting Progress:
Earned value managementBudgeted Cost of work ScheduledBCWSDetailed estimates for each activity in the projectPlanned ValuePVTotal budgeted cost as of a certain date in the projectEarned ValueEVBudgeted cost of the completed work as of a ce.
INFORMATION SYTEMS 3
Part-3: Mr. and Mrs. Rodgers House (House construction)
BUDGET AND RISK MANAGEMENT
1.0.
Overall Project Budget
A technique called Earned Value Management (EVM) compares project performance to the project baseline (Xu et al., 2018). All project managers pursuing Project Management Professional (PMP) certification learn and memorize the earned value calculations. Their application in real life is patchy, though. According to Insight, EVM is among the "critical few" best areas of practice for keeping track of a project's progress from both a schedule and cost standpoint (Vasyunina, 2017). The binary way of thinking about projects is widespread:
· On time versus late
· Over budget versus under budget.
On the project cost, both performance evaluation elements have a significant impact (Chang et al., 2022). If our costs are lower yet we are running late, EVM provides excellent facts of the matter.
Determining Earned Value
Computing EV involves:
· The sum of the up-to-date project budget, known as the planned value (PV)
· Current costs are identical to Actual Cost (AC).
· The project budget is multiplied by the proportion of execution to determine earned value (EV).
Now that we have these numbers, we can start making some computations of:
Schedule Performance Index (SPI) = EV/PV
SPI contrasts actual and anticipated progress. Whenever the SPI value had been than 1.0, fewer tasks were completed than expected. SPI > 1.0 denotes the completion of more work than anticipated.
Determining the CPI:
CPI= AC÷EV
The CPI evaluates the worth of finished work in relation to its true cost. Its score of 1.0 denotes high costs than anticipated. A CPI of greater than one shows that costs remained lower than expected.
For the SPI and CPI, >1 is favorable while 1 is unfavorable.
Remember that;
Subtracting instead of dividing allows you to rapidly determine the difference between the project budget and the timeline. Schedule variance (SV) equals EV-PV, whereas cost variance = EV-AC. You can easily execute the subtraction operation in your head, and in this case, >0 is favorable to 0 in this situation.
Except in the case of SPI or CPI, deviation is reliant on the project's scope. Therefore, we cannot compare it across construction project or across time effectively, as the budget might have changed.
Calculating the Project EAC:
CPI = EAC ÷ Overall Budget
EAC represents the prediction aggregate cost.
In summary:
· Project is halfway to its completion,
· PV = $55,000
· AC= $45,000
The calculations are as follows:
EV=100,000 ×1/2
=$50,000
SV =EV-PV
Where EV=50,000 and PV=55,000
Therefore, SP= 50,000-55,000
=-$5000
In this case, the value of SP is -$5,000, which is unfavorable for our project because it is less than 0.
SPI = EV/PV
Thus;
SP1=50,000 ÷55,000
= $0.91
However, the SPI value is less than.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2. What is B-C-A?
B-C-A is the method by which the future benefits of a
mitigation project are determined and compared to its costs.
A B-C-A always involves looking at damages and losses
twice: “Before vs. After” or “With vs. Without” to determine the
project's impact.
The end result is a Benefit-Cost Ratio (BCR), which is
calculated by a project’s total benefits divided by its total
project costs.
The BCR is a numerical expression of the "cost-
effectiveness" of a project. A project is considered to be cost-
effective when the BCR is 1.0 or greater
3. What is a Benefit-Cost Ratio?
B/C=BCR
If BCR > 1 then the project is cost-effective
4. Benefits
Are any future costs than can be avoided as a result of
completing a mitigation project. That’s why mitigation benefits
are often called “ losses avoided”
Benefits can include:
Reducing physical damages
Avoiding loss of function
Preventing casualties
Reducing emergency management costs
5. Costs
Costs estimates must be accurate because when your
application is approved those estimates becme the basis for the
amount of the grant
In addition, the costs must be realistic. Otherwise, you may find
yourself with unfinished tasks and little of the grant remaining to
complete them.
Make sure you have a well-developed Scope of Work. The
Scope of Work is the blueprint for calculating all project costs
and ensures a complete and accurate total cost.
Also, don’t overlook additional costs. For example, when buying
homes in a flood-prone area, the price of the house may not be
its total cost. There may be a property appraisal, legal fees, a
title search, closing costs, and demolition and restoration
6. BCA Terms
Aside from BCA and BCR, additional key BCA terms include:
Project Useful Life
Project Effectiveness
Net Present Value of Future Benefits
Discount Rate
Present Value Coefficient
7. Key Terms Definition
Project Useful Life (PUL)
The estimated amount of time (in years) that the
mitigation action will be effective; how long it will
physically last on the landscape. The PUL data field is
important in the calculation of the BCR because it
establishes the timeframe to calculate annualized
benefits. Higher PUL values extend the duration over
which benefits are calculated, thus raising the final BCR
8. Project Effectiveness
Project Effectiveness
How well the project will reduce future damages, or,
the difference between the "after project" annualized
damages versus the "before project" annualized
damages. Only structure acquisition and demolition
and structure acquisition and relocation projects can
assume that a project is completely effective. Other
project types assume that there is still some (but
reduced) hazard risk upon project completion—this
is called "residual risk."
9. Net Present Value of Future
Benefits
Net Present Value of Future Benefits
The amount of annual benefits that will occur for each year of
the life of the project, represented in a present or current dollar
value. This brings the value of future benefits in line with the
current value of the project cost. Future benefits are discounted
by using a discount rate
10. Discount Rate
Discount Rate
Often called the "time value of money." Future benefits are
worth less in current-dollar figures, and the discount rate is the
rate at which each consecutive year's benefits are reduced.
The discount rate is determined by the OMB
11. Present Value Coefficient
Present Value Coefficient
Each combination of PUL and discount rate has a fixed present
value coefficient. The annualized project benefits (annualized
damages before mitigation minus annualized damages after
mitigation) is multiplied by the present value coefficient to
determine the project’s total benefits, which becomes the “B” in
the BCR.