This document discusses project cost management and control. It describes cost estimating, cost budgeting, and cost control as the three factors of project cost management. It defines key terms like planned value, earned value, and actual cost used in earned value management. Earned value management compares planned work to actual work completed and actual costs to measure cost and schedule performance. The document also discusses tools for cost control like estimate to complete, forecasting, cost variance, and cost performance index.

1. PROJECT COST
CONTROL
BY – SOURABH MODGIL

2. PROJECT COST MANAGEMENT
 Project cost management includes the processes required to ensure
that the project is completed within an approved budget.
 Project cost management may be defined as management of the
processes involved in planning, estimating, and controlling costs so
that the project can be completed within the approved budget.

3. IT INCLUDES THREE FACTORS
 Cost Estimating
 Cost Budgeting
 Cost Control

4. Cost Estimating
 Developing an approximation or estimate of the costs of the resources
needed to complete a project.
 Includes identifying and considering various costing alternatives.

5. Cost Budgeting
 Allocation of overall cost estimates to individual work items in order to
establish a cost baseline for measuring project performances.

6. Cost Control
 Controlling changes to the project budget.
 Influencing the factors which create changes to the cost baseline to ensure
that changes are beneficial.
 Determining that the cost baseline has changed with in acceptable units
 Managing the actual changes when and as they occur.

7. Objectives of cost control
 To have a knowledge of the profit and loss of the project throughout
the duration of the project.
 To have a comparison between the actual project performance and
that conceived in the original project plan.
 Provides feedback data on actual project performance to future
project planning

9. Tools and techniques of cost control
 Earned value management
 Estimate to complete
 Forecasting
 Cost variance
 Cost performance index

10. Earned value management
 The earned value technique uses the cost control contained in the
project management plan to assess project progress and the
magnitude of any variations that occur. The earned value technique
involves developing these key values for each schedule activity,
work package, or control account.
 It compares the amount of work that was planned with what was
actually earned with what was actually spent to determine if cost and
schedule performance are as planned.

11.  Planned value (PV)-PV is the budgeted cost for the work scheduled to be
completed on an activity or WBS component up to a given point in time.
 Earned value (EV)-EV is the budgeted amount for the work actually
completed on the schedule activity or WBS component during a given
time period.
 Actual cost (AC)-AC is the actual cost incurred in accomplishing work on
the schedule activity or WBS component during a given time period. This
AC must correspond in definition and coverage to whatever was budgeted
for the PV and the EV (e.g. direct hours only, direct cost only, or all costs
including indirect costs).

12. Estimate to complete
 The PV, EV, and AC values are used in combination to provide
performance measures of whether or not work is being accomplished
as planned at any given point in time. The most commonly used
measures are cost variance (CV) and schedule variance (SV). The
amount of variance of the CV and SV values tend to decrease as the
project reaches completion due to compensating effect of more work
being accomplished. Predetermined acceptable completion can be
established in the cost management plan.

13. Forecasting
 Forecasting includes making estimates or predictions of conditions
in the project’s future based on the information and knowledgeable
available at the time of the forecast. As the project progresses, the
forecasts are adjusted.
 Formula: BAC=total cumulative PV t the completion
 Forecasting technique parameters to assess the cost or the amount of
work to complete schedule activities is called the EAC.

14. Cost variance
 CV equals earned value (EV) minus actual cost (AC). The cost
variance at the end of the project will be the difference between the
budget at the completion (BAC) and the actual amount spent.
 Formula: CV=EV-AC
 these two values, the CV and SV, can be converted to efficiency
indicators to reflect the cost and schedule performance of any
project.

15. Cost performance index
 A CPI value less than 1.0 indicate accost overrun of the estimates. A
CPI value greater than 1 indicates a cost under-run of the estimates.
CPI equals the ratio of the EV to the AC. The CPI is the most
commonly used cost-efficiency indicator.
 Formula: CPI=EV/AC
 CPI is widely used to forecast project costs at completion.

16. Thank
you