2. C MCost Management
“The processes involved in estimating, budgeting, and controlling costs so
that the project can be completed within the approved budget”
Plan Cost Estimate Determine Control
Management Costs Budget Costs
Process of
developing an
Aggregating the
estimated cost of
Influencing the
factors that create
Process involves
identifying how you p g
approximation
(estimate) for the
cost of the
resources
necessary to
l h
estimated cost of
individual activities or
work package to
establish a cost
baseline for measuring
project performance.
cost variance and
controlling changes
to the project
budget (manage the
actual changes
h d h
y g y
are going to plan,
manage, and
control project
costs.
PROJECT COST MANAGEMENT February 2016
complete the
project activities.
project performance.
when and as they
occur).
3. DEFINATIONSDEFINATIONS
Life Cycle Costing
The total cost to the organization for the ownership and acquisition of the product
i f ll lif lover its full life cycle.
This is the concept of life cycle costing-looking at the cost of the whole life of
the product, NOT just the cost of the project.
Life-cycle cost include construction costs, operational and maintenance costs,
taxes, financing, replacement and renovation.
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 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.
PROJECT COST MANAGEMENT February 2016
4. DEFINITIONSDEFINITIONS
Variable Fixed
Types of Cost
These costs change with the amount
of production or the amount of work.
Examples include the cost of
Costs do not change as
production changes.
Examples include set-up,p
material, supplies, and wages.
p p,
rental, etc.
Direct Indirectect d ect
These costs are directly attributable
to the work on the project.
Indirect costs are overhead
items or costs incurred for the
Examples are team travel, team
wages, recognition, and costs of
material used on the project.
benefit of more than one
project.
Examples include taxes,
benefits, and janitorial services.
PROJECT COST MANAGEMENT February 2016
5. DEFINITIONSDEFINITIONS
Cost Price
Cost and Price
Cost Estimating is the determination of
approximately how much will it cost the
performing organization to provide the
Pricing is a business decision that
determines how much to charge for
the product or serviceperforming organization to provide the
product or service involved
the product or service
Price = Cost + Profit
Direct cost + Indirect cost + Overhead
PROJECT COST MANAGEMENT February 2016
7. CPlan Cost Management
“The process that establishes the policies procedures and documentation for
Tools and
The process that establishes the policies, procedures, and documentation for
planning, managing, expending, and controlling project costs.
Inputs
Tools and
Techniques
Outputs
1. Project management plan
2 P j t h t
1. Expert judgment
2 A l ti l t h i
1. Cost management plan
2. Project charter
3. Enterprise environmental
factors
4. Organizational process
2. Analytical techniques
3. Meetings
assets
The key benefit of this process is that it provides guidance and direction on how the project costs will be
managed throughout the project.
PROJECT COST MANAGEMENT February 2016
8. INPUTSINPUTS
1. Project Management Plan
Scope baseline
Schedule baseline
Other cost-related scheduling, risk, and communications
decisions from the project management plan.
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.
PROJECT COST MANAGEMENT February 2016
9. INPUTSINPUTS
3. Enterprise Environmental Factors
Organizational culture and structure
Market conditions Market conditions
Published commercial information
Project management information system
Currency exchange rates for project costs sourced from
more than one country.
4. Organizational Process Assets
Financial controls procedures
Hi t i l i f ti d l l d k l d b Historical information and lessons learned knowledge bases;
Financial databases
Existing formal and informal cost estimating and budgeting-
related policies, procedures, and guidelines.
PROJECT COST MANAGEMENT February 2016
10. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Expert judgment
Guided by historical information, provides valuable insight
b t th i t d i f ti f i i ilabout the environment and information from prior similar
projects.
Expert judgment can also suggest whether to combine
methods and how to reconcile differences between them.
2. Analytical techniques
D l i th t t l i l h i t t i ti t 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.o u , d s ou d s o , d p s u
PROJECT COST MANAGEMENT February 2016
11. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
3. Meetings
Project teams may hold planning meetings to develop the cost management plan.
Att d Attendees:
Project manager
Project sponsor
Selected project team members
Selected stakeholders
Anyone with responsibility for Anyone with responsibility for
project costs, and others as
needed.
PROJECT COST MANAGEMENT February 2016
12. OUTPUTSOUTPUTS
1. Cost Management Plan
It could be called “Budget Management Plan” or “Budget Plan”.
It can be formal or informal It can be formal or informal.
How you will manage costs.
The cost management processes and their associated tools and techniques are
documented in the cost management plan.
The level of accuracy needed for estimates (level of accuracy)
Reporting format to be used.
The currencies that will be used.
Level of accuracy
Organizational procedures links
Control thresholds.
Rules of measuring cost performance.
Process descriptions.
Additional details.
PROJECT COST MANAGEMENT February 2016
13. E CEstimate Costs
“The process of developing an approximation of the monetary resources needed
Inputs Tools and Techniques Outputs
to complete project activities”
1. Cost management plan
2. Human resource management
plan
3. Scope baseline
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
1. Activity cost estimates
2. Basis of estimates
3. Project documents updates
op
4. Project schedule
5. Risk register
6. Enterprise environmental
factors
o o p g
5. Three-point estimating
6. Reserve analysis
7. Cost of quality
8. Project management softwarefactors
7. Organizational process assets
8. Project management software
9. Vendor bid analysis
10.Group decision-making
techniques
The key benefit of this process is that it determines the amount of cost required to complete project
work.
PROJECT COST MANAGEMENT February 2016
14. INPUTSINPUTS
1. Cost management plan
It could be called “Budget Management Plan” or “Budget Plan”.
The method will be used level of accuracy required for estimates etc The method will be used, level of accuracy required for estimates,..etc.
How you will manage costs.
2. Human resource management plan
Lists the resources (including the quantity and their skills).
Labor rates, reward system, training,…etc.
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 occurthe work, and when the work will occur.
A schedule is needed before a budget. May be changed due to price conditions.
PROJECT COST MANAGEMENT February 2016
15. INPUTSINPUTS
5. Risk register
Like rewards systems, risk management will save time and money, but there are
t i t d ith th ff t t t l i kcosts 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.
6. Enterprise environmental factors
Company culture and existing systems.
marketplace conditions and commercial cost databases marketplace conditions and commercial cost databases.
While estimating, you might review the different countries from which supplies
might be procured and at what costs.
7. Organizational process assets
Policies on estimating, templates, processes, procedures, lessons learned, and
historical information .historical information .
PROJECT COST MANAGEMENT February 2016
16. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Expert judgment
Cost estimates are influenced by numerous variables such as labor rates, material
t i fl ti i k f t d th i blcosts, inflation, risk factors, and other variables.
Expert judgment, guided by historical information, provides valuable insight about
the environment and information from prior similar projects.
Expert judgment can also be used to determine whether to combine methods of
estimating and how to reconcile differences between them.
Available from many sources: Available from many sources:
Other business units within organization
Consultants
Stakeholders
Professional and technical associations.
Industry groups.
PROJECT COST MANAGEMENT February 2016
17. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
2. Analogous estimating (Top – Down Estimating) or Order of magnitude
When estimating costs, this technique relies on the actual cost of previous,
i il j t th b i f ti ti th t f th t j tsimilar projects as the basis for estimating the cost of the current project.
It is a gross value estimating approach (total cost), sometimes adjusted for
known differences in project complexity.
Analogous estimating is a form of expert judgment.
There is a limited amount of detailed information about the project (in early
project phases). Then review the estimate when more details become available.project phases). Then review the estimate when more details become available.
Quick but less accurate.
Gives the project management an idea of the level of management’s expectations.
D t t k i t t th diff b t j t Does not take into account the differences between projects.
Extremely difficult for projects with uncertainty.
PROJECT COST MANAGEMENT February 2016
18. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
3. Parametric estimating
Using project characteristics (or parameters) in a mathematical model to predict
costs.
On other word parametric estimating uses a statistical relationship between
historical data and other variables.
More accurate but takes time and expense to do this form of estimating.
Provides a basis for monitoring and controlling, performance measurement and
management.
Gains buy-in from the team because the team creates estimates they can live
withwith.
Requires that the project be defined and well understood before work begins.
Example; price per square meter.p ; p p q
PROJECT COST MANAGEMENT February 2016
19. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
4. Bottom-up estimating
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.
To do this well requires an accurate WBS.q
5. Three-point estimates (Probabilistic Estimate) Weighted Average
The accuracy of activity duration estimates can be improved by considering
estimation uncertainty and risk. This concept originated with the Program
Evaluation and Review Technique (PERT).
PERT uses three estimates to define an approximate range for an activity’s
duration:
O = Optimistic
P Pessimistic P = Pessimistic
M = Most likely
PROJECT COST MANAGEMENT February 2016
20. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
The final cost estimate could be calculated based on an average of the three
estimates, or by using a formula.
EC= O + 4M + P
6
S.D. = P – O
6
V = ((P – O)/6)2
EC = Estimated Cost
S.D. = Standard Deviation.
V = Variance.
Final Cost Estimate (FCE) = EC +/- S.D.
PROJECT COST MANAGEMENT February 2016
21. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
6. Reserve analysis
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 (knowng y p y (
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 paddedactivity estimates are not padded.
7. Cost of quality
The cost of work added to the project to accommodate quality planning should be The cost of work added to the project to accommodate quality planning should be
added to the project estimate.
PROJECT COST MANAGEMENT February 2016
22. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
8. Project management estimating software
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.
9 Vendor bid analysis9. Vendor bid analysis
This work might also involve getting pricing from consultants, vendors, and
suppliers.
Work provided by sellers may also require bid analysis.
Analysis of what the project should cost, based on the responsive bids from
qualified vendors.
Further cost estimating may then be necessary before finalizing agreement.
PROJECT COST MANAGEMENT February 2016
23. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
10. Group decision-making techniques
Team-based approaches, such as brainstorming, the Delphi or nominal group
techniques.
PROJECT COST MANAGEMENT February 2016
24. OUTPUTSOUTPUTS
1. Activity cost estimates
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
Supporting detail for activity cost estimates may include:
Documentation of the basis of the estimate (i.e., how it was developed),
D i f ll i d 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)that the item is expected to cost between a range of values),
Indication of the confidence level of the final estimate.
3. Project document updates
The risk register
PROJECT COST MANAGEMENT February 2016
25. OUTPUTSOUTPUTS
Rough Order of Magnitude (ROM) Estimate
Thi t f ti t i ll d d i th i iti ti
Degree of Accuracy
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
L t d i th j t ( b d i l i h ) th ti t ill Later during the project (may be during planning phase), the estimate will
become more refined.
Some project managers use the range of +/- 10 percent from actual, while
others use -5 to +10 percent from actual.
PROJECT COST MANAGEMENT February 2016
26. D BDetermine Budget
“The process of aggregating the estimated costs of individual activities or work
Inputs Tools and Techniques Outputs
packages to establish an authorized cost baseline”
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
1. Cost baseline
2. Project funding
requirements
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
4. Historical relationships
5. Funding limit reconciliation
3. Project document updates
s eg ste
8. Agreements
9. Organizational process assets
The key benefit of this process is that it determines the cost baseline against which projectThe key benefit of this process is that it determines the cost baseline against which project
performance can be monitored and controlled.
PROJECT COST MANAGEMENT February 2016
27. INPUTSINPUTS
1. Cost management plan
It could be called “Budget Management Plan” or “Budget Plan”.
How you will manage costs.y g
2. Scope baseline
Scope statement.
Work breakdown structure.
WBs dictionary.
3. Activity cost estimates3. Activity cost estimates
Cost estimates for each activity within a work package are aggregated to obtain a
cost estimate for each work package.
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.
PROJECT COST MANAGEMENT February 2016
28. INPUTSINPUTS
5. Project schedule
The information in project schedule that can be used to aggregate costs to the
calendar periods in which the costs are planned to be incurred.p p
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
tresponse costs.
Updates to the risk register are included with project document updates.
PROJECT COST MANAGEMENT February 2016
29. INPUTSINPUTS
8. Agreements
A procurement agreement includes terms and conditions, and may incorporate
other items that the buyer specifies regarding what the seller is to perform ory p g g p
provide.
It can also be called an understanding, a contract, a subcontract, or a purchase
orderorder.
9. Organizational process assets
Existing formal and informal cost budgeting-related policies, procedures, and
guidelines,
Cost budgeting tools, and
Reporting methods Reporting methods.
PROJECT COST MANAGEMENT February 2016
30. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Cost aggregation
To create a budget, activity costs, including costs for risk contingencies, are rolled
up to work package costs.
Work package costs are
then rolled up to control
account costs and
finally into project
costs.
PROJECT COST MANAGEMENT February 2016
31. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
2. Reserve analysis
Budget reserve analysis can establish both the contingency reserves and the
management reserves for the projectmanagement reserves for the project.
Contingency reserves Management reserves
are to address the cost impacts of the risks
remaining during risk response planning.
are any extra funds to be set aside to
cover unforeseen risks or changes to the
projectproject.
Cost Baseline (1) = Cost estimate +
Contingenc
Cost Budget(2) = Cost Baseline +
Management Rese eContingency. Management Reserve.
(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.
PROJECT COST MANAGEMENT February 2016
32. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
3. Expert judgment
Available from many sources: Available from many sources:
Other business units within organization
Consultants Consultants
Stakeholders
Professional and technical associations Professional and technical associations.
Industry groups.
4 Historical relationships4. 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 February 2016
33. TOOLS AND TECHNIQUESTOOLS 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 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.
5. Funding limit reconciliation
The expenditure of funds should be reconciled with any funding limits on the The expenditure of funds should be reconciled with any funding limits on the
commitment of funds for the project.
A variance between the funding limits and the planned expenditures will
sometimes necessitate the rescheduling of work to level out the rate of
expenditures.
This can be accomplished by placing imposed date constraints for work into the This can be accomplished by placing imposed date constraints for work into the
project schedule.
PROJECT COST MANAGEMENT February 2016
34. OUTPUTSOUTPUTS
1. Cost baseline
The approved version of the time-phased project budget, excluding any
management reserves,
It can only be changed through formal change control procedures and is used as a
basis for comparison to actual results.p
It is developed as a summation of the approved budgets by time period and is
typically displayed in the form of an S-curve.
In the earned value management technique the cost
performance baseline is referred to as the performance
measurement baseline (PMB).measurement baseline (PMB).
PROJECT COST MANAGEMENT February 2016
35. OUTPUTSOUTPUTS
2. Project funding requirements
Total funding requirements and periodic funding requirements (e.g., quarterly,
annually) are derived from the cost baseline.
The cost baseline will include projected expenditures plus anticipated liabilities.
Funding often occurs in Funding often occurs in
incremental amounts that are not
continuous, which appear as
steps.
The total funds required = cost
baseline + management reservesbaseline + management reserves
3. Project document updates
Project documents that may be updated include but are not limited to: Risk
register, Cost estimates, and Project schedule.
PROJECT COST MANAGEMENT February 2016
36. C CControl Costs
“The process of monitoring the status of the project to update the project budget
Inputs Tools and Techniques Outputs
and managing changes to the cost baseline”
1. Project management plan
2. Project funding
requirements
1. Earned Value Management
2. Forecasting
3. To-complete performance
1. Work performance
information
2. Budget forecasts
3. Work performance data
4. Organizational process
assets
index (TCPI)
4. Performance reviews
5. Project management software
6 Reserve analysis
3. Change requests
4. Project management plan
updates
5 Project document updates6. Reserve analysis 5. Project document updates
6. Organizational process
assets updates
The key benefit of this process is that it provides the means to recognize variance from the plan ine ey be e t o t s p ocess s t at t p o des t e ea s to ecog e a a ce o t e p a
order to take corrective action and minimize risk.
PROJECT COST MANAGEMENT February 2016
37. INPUTSINPUTS
1. Project management plan
The project management plan contains the following information that is used to
control cost:control cost:
Cost Performance baseline.
Cost management plan.
2. Project funding requirements
Total funding requirements and periodic funding requirements (e.g., quarterly,
annually) are derived from the cost baselineannually) are derived from the cost baseline.
3. Work performance information
Work performance information includes information about project progress, such
as which deliverables have started, their progress and which deliverables have
finished.
Information also includes costs that have been authorized and incurred and Information also includes costs that have been authorized and incurred, and
estimates for completing project work.
PROJECT COST MANAGEMENT February 2016
38. INPUTSINPUTS
4. Organizational process assets
The organizational process assets that can influence the Control Costs process
l d b l dinclude, 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 MANAGEMENT February 2016
39. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Earned value management
A management methodology for integrating scope, schedule, andg gy g g p , ,
resources/Cost, and for objectively measuring project performance and
progress.p g
Performance is measured by determining the
budgeted cost of work performed (i.e., earnedg p ( ,
value) and comparing it to the actual cost of
work performed (i.e., actual cost).p ( , )
Progress is measured by comparing the
earned value to the planned value.earned value to the planned value.
PROJECT COST MANAGEMENT February 2016
40. Analysis
EAC
BAC
Target Cost
Analysis
VAC
ETC
CV
Project
st
Target Cost ETC
AC
PV
CV
SV
slippage
Cos
EV
DataDate
Schedule
slippage
Old Acronym Old Term
New
Acronym
New Term
BCWS Budgeted Cost of Work Scheduled PV Planned value
C d d C f k f d d l
Time
BCWP Budgeted Cost of Work Performed EV Earned value
ACWP Actual Cost of Work Performed AC Actual value
PROJECT COST MANAGEMENT February 2016
41. Acronym Terms Interpretation
Terms
PV Planned Value The estimated value of the work planned to be done.
EV Earned Value The estimated value of the work actually accomplished.
AC Actual Cost The actual cost incurred for the work accomplished.
BAC Budget at Completion The BUDGET for the TOTAL project effort.
EAC Estimate at Completion The expected TOTAL project to cost (forecast).
ETC Estimate to Completion Currently, the expected cost to finish the project (forecast)ETC Estimate to Completion Currently, the expected cost to finish the project (forecast)
VAC Variance at Completion Currently, the expected variance to be at the end of the
project.
PROJECT COST MANAGEMENT February 2016
42. Formulas
-ve Behind Schedule
Schedule Variance (SV)
-ve Over budget
Cost Variance (CV)
SV = EV - PV
ve Behind Schedule
+ve Ahead schedule
Cost Performance Index (CPI)
CV = EV - AC
-ve Over budget
+ve Under budget
CPI =
EV
=
Earned Value 1 Over budget
AC Actual 1 Under budget
Cost Performance Index (CPI)
SPI =
EV
=
Earned Value 1 Behind Schedule
Schedule Performance Index (SPI)
SPI = =
PV Budget 1 Ahead Schedule
PROJECT COST MANAGEMENT February 2016
43. Analysis
SV
Under budget
A head of schedule
Over budget
A head of schedule
+
Best
Case
SV
CV
Over budget
Behind schedule
Under budget
Behind schedule
+-
-
Worst
Case
PROJECT COST MANAGEMENT February 2016
44. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
2. Forecasting
Estimated at Completion (EAC); There are three scenarios
i A th t k f ifi i t f d ill t l d ti. Assumes that work from a specific point forward will progress at planned rates
where or not these rates have prevailed to this point.
EAC = AC + (BAC – EV)
ii. Assumed that the rate of progress to date will continue to prevail.
( )
iii Uses current project status and tender for forecasting (SPI and CPI)
EAC =
BAC
CPI
iii. Uses current project status and tender for forecasting (SPI and CPI)
EAC = AC + ETC (Estimated to complete)
(BAC – EV)( )
CPI X SPI
PROJECT COST MANAGEMENT February 2016
45. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
Variance at Completion (VAC);
Estimate to Complete (ETC);
VAC = BAC - EAC
ETC = EAC - AC
PROJECT COST MANAGEMENT February 2016
46. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
3. To-complete performance index (TCPI)
In order to stay within budget, what rate must we meet for the
i i k?remaining work?
It is the calculated projection of cost performance that must be achieved on the
remaining work to meet a specified management goal, such as the BAC or the
EAC.
Equation for the TCPI based on the BAC:
Equation for the TCPI based on the EAC:
=
(BAC – EV) work remaining
(BAC – AC) Funds remaining
q
=
(BAC – EV) work remaining
(EAC – AC) Funds remaining
PROJECT COST MANAGEMENT February 2016
48. TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
4. Performance reviews
If EVM is being used, the following information is determined:
Variance analysis.
Trend analysis.
Earned value performance. Earned value performance.
5. Project management software
Project management software is often used to monitor the three EVM dimensions
(PV, EV, and AC), to display graphical trends, and to forecast a range of possible
final project results.
6 Reserve analysis6. 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.
PROJECT COST MANAGEMENT February 2016
52. ExampleExample
Analysis
SV 6 500 6 000 500 Ah d f S h d l
Schedule Variance (SV)
Cost Variance (CV)
SV = 6,500 - 6,000 = 500 Ahead of Schedule
CV = 6,500 - 7,000 = - 500 Over budget
SPI =
6,500
= 1.08 Ahead of Schedule
6,000
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
CPI
6,500
0 93 O b d tCPI = = 0.93 Over budget
7,000
PROJECT COST MANAGEMENT February 2016
53. ExampleExample
Analysis
SV
Under budget
A head of schedule
+
SV
Over budget
A head of schedule CV
Over budget
Behind schedule
+-
Under budget
Behind schedule
-
PROJECT COST MANAGEMENT February 2016
55. ExampleExample
Equation for the TCPI based on the BAC:
TCPI =
(13,500) work remaining
= 1.04
(13 000) Funds remaining
Equation for the TCPI based on the EAC:
(13,000) Funds remaining
(13 500) work remaining
TCPI =
(13,500) work remaining
= 0.93
(14,505) Funds remaining
+
1.00
+
TCPI
(BAC)
Status
Date
Baseline plan
1.00
TCPI‐ TCPI
(EAC)
PROJECT COST MANAGEMENT February 2016
56. OUTPUTSOUTPUTS
1. Work performance information
The calculated CV, SV, CPI, and SPI values for WBS components, in particular the
k k d t l t d t d d i t d twork packages and control accounts, are documented and communicated to
stakeholders.
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.baseline or other components of the project management plan.
4. Project management plan updates
Cost baseline.
Cost management plan
PROJECT COST MANAGEMENT February 2016
57. RefreshmentsRefreshments
Q1: One common way to compute estimate at completion (EAC) is to take the budget at
completion (BAC) and:
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 isQ2: 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
PROJECT COST MANAGEMENT February 2016
58. RefreshmentsRefreshments
Q3: A project manager needs to analyze the project costs to find ways to decrease
costs. It would be BEST if the project manager looks at:
A. Variable costs and fixed costs.
B. Fixed costs and indirect costs,
C. Direct costs and variable costs.
D. Indirect costs and direct costs.
PROJECT COST MANAGEMENT February 2016
59. RefreshmentsRefreshments
Q4: You provide a project cost estimate for the project to the project sponsor. He is
unhappy with the estimate, because he thinks the price should be lower. He asks you to
cut 15 percent off the project estimate. What should you do?
A Start the project and constantly look for cost savingsA. Start the project and constantly look for cost savings.
B. Tell all the team members to cut 15 percent from their estimates.
C Inform the sponsor of the activities to be cutC. Inform the sponsor of the activities to be cut.
D. Add additional resources with low hourly rates.
PROJECT COST MANAGEMENT February 2016
60. RefreshmentsRefreshments
Q5: Although the stakeholders thought there was enough money in the budget, halfway
through the project the cost performance index (CPI) is 0.7. To determine the root
cause, several stakeholders audit the project and discover the project cost budget was
estimated analogously. Although the activity estimates add up to the project estimate,
the stakeholders think something was missing in how the estimate was completed.
Which of the following describes what was missing?
A. Estimated costs should be used to measure CPI.
B. SPI should be used, not CPI.
C. Bottom-up estimating should have been used.
D. Past history was not taken into account.
PROJECT COST MANAGEMENT February 2016