PMPTrainingcostmanagement

1、7-1source: pmbok guide 1996 1999 robbins-gioia, inc. pmp preparation trainingcost managementchapter77-2source: pmbok guide 1996 1999 robbins-gioia, inc. project cost managementresource planningcost estimatingcost budgetingcost controlprocesses required to ensure the project is completed within the a

2、pproved budget7-3source: pmbok guide 1996 1999 robbins-gioia, inc. cost management7.1resourceplanningplanning7.3cost budgeting7.4costcontrolcontrolling7.2cost estimating 7-4source: pmbok guide 1996 1999 robbins-gioia, inc. resource planningdetermining physical resources needed (i.e., material, equip

3、ment, and people) and number of resources required to perform the project activities 7-5source: pmbok guide 1996 1999 robbins-gioia, inc. resource planninginputs scope statement wbs resource pool description organizational policies historical informationtools & techniques expert judgment alterna

4、tives identificationoutputs resource requirements7-6source: pmbok guide 1996 1999 robbins-gioia, inc. inputs work breakdown structure (wbs) identifies the project elements that require resources historical information used to identify the types of resources that were required for similar work on pre

5、vious projects scope statement contains project justification and the project objectives, which need to be considered resource pool description description of resources available, if necessary, to work on a project organizational policies of the performing organization, regarding staffing and the re

6、ntal and purchase of supplies and equipmentresource planning7-7source: pmbok guide 1996 1999 robbins-gioia, inc. tools & techniques expert judgment expertise, provided by any group or individual, used to assess the inputs to this process other units within organization consultants professional a

7、nd technical associations industry groups alternatives identification resource planning7-8source: pmbok guide 1996 1999 robbins-gioia, inc. outputsresource requirements description of the types (e.g., skill levels) and numbers of resources required by each element of the wbsresource planning7-9sourc

8、e: pmbok guide 1996 1999 robbins-gioia, inc. cost estimating difference between cost estimating and pricing: cost estimating: assessing how much it will cost the organization to provide the product or service pricing: assessing how much the organization will charge for the product or service cost es

9、timating also includes identifying and considering cost alternativesprocess of developing an approximation (or estimate) for the cost of the resources necessary to complete the project activities 7-10source: pmbok guide 1996 1999 robbins-gioia, inc. cost estimatinginputs wbs resource requirements re

10、source rates activity duration estimates historical information chart of accountstools & techniques analogous estimating parametric modeling bottom-up estimating computerized toolsoutputs cost estimates supporting detail cost management plan7-11source: pmbok guide 1996 1999 robbins-gioia, inc. i

11、nputs wbs used to organize the cost estimates and to ensure that the cost of all identified work has been estimated resource requirements resource rates unit rates for each resource activity duration estimates affects cost estimates if project budget includes an allowance for the cost of financing (

12、i.e., interest) chart of accounts coding structure used by the organization to report financial information. cost estimates must be assigned to the correct accounting category.cost estimating7-12source: pmbok guide 1996 1999 robbins-gioia, inc. inputs (cont.) historical information information on th

13、e cost of resources project files records of previous project results that are detailed enough to aid in developing cost estimates commercial cost-estimating databases historical information available commercially project team knowledgecost estimating7-13source: pmbok guide 1996 1999 robbins-gioia,

14、inc. tools & techniques analogous estimating (expert judgment) used to estimate total project costs if there is a limited amount of detailed information parametric modeling using project characteristics (or parameters) in a mathematical model to predict costs (e.g., price per square foot) bottom

15、-up estimating estimating the cost of individual work items and then rolling up the costs to arrive at a project total computerized tools pm software and spreadsheetscost estimating7-14source: pmbok guide 1996 1999 robbins-gioia, inc. outputs cost estimates quantitative assessments of the cost of re

16、sources (e.g., units of currency or staff hours) types of estimatesorder of magnitude (-25% / +75%)budget estimate (-10% / +25%)definitive estimate(-5% / +10%) supporting detail description of estimated scope of work documentation of the basis for the estimate documentation of any assumptions made r

17、ange of possible results cost estimating7-15source: pmbok guide 1996 1999 robbins-gioia, inc. outputs (cont.) cost management plan describes how cost variances will be managed part of the overall project plancost estimating7-16source: pmbok guide 1996 1999 robbins-gioia, inc. cost budgetingallocatin

18、g the value of the overall cost estimate to individual work items, in order to establish a cost baseline to use in measuring project performance7-17source: pmbok guide 1996 1999 robbins-gioia, inc. cost budgetinginputs cost estimates wbs project scheduletools & techniques cost-estimatingtools an

19、d techniquesoutputs cost baseline7-18source: pmbok guide 1996 1999 robbins-gioia, inc. inputs cost estimates wbs identifies the project elements to which the costs will be allocated project schedule used to assign costs to project elements for the time period when costs will be incurredcost budgetin

20、g7-19source: pmbok guide 1996 1999 robbins-gioia, inc. tools & techniques cost estimating tools and techniques analogous estimating parametric modeling bottom-up estimating computerized toolscost budgeting7-20source: pmbok guide 1996 1999 robbins-gioia, inc. outputscost baseline time phased budg

21、et that will be used to measure and monitor the cost performance of the projectcost budgeting020406080100120140janfebmaraprmayjunreporting periodbcws ($k)7-21source: pmbok guide 1996 1999 robbins-gioia, inc. cost control controlling changes to the project budget monitoring cost performance to detect

22、 variances from the plan ensuring that all appropriate changes are recorded preventing incorrect, inappropriate, or unauthorized changes informing the appropriate stakeholders of authorized changes analyzing positive and negative variances and how they affect the other control processes7-22source: p

23、mbok guide 1996 1999 robbins-gioia, inc. cost controlinputs cost baseline performance reports change requests cost management plantools & techniques cost change control system performance measurement additional planning computerized toolsoutputs revised cost estimates budget updates corrective a

24、ction estimate at completion lessons learned7-23source: pmbok guide 1996 1999 robbins-gioia, inc. inputs cost baseline performance reports information on cost performance change requests oral or written requests to change the budget cost management plancost control7-24source: pmbok guide 1996 1999 r

25、obbins-gioia, inc. tools & techniques cost change control system procedures used for making changes to the cost baseline paperwork tracking system approval levels performance measurement assessment of the magnitude of any variation, the cause of the variance, and the corrective action neededcost

26、 control7-25source: pmbok guide 1996 1999 robbins-gioia, inc. tools & techniques (cont.) additional planning changes may require new or revised cost estimates or an analysis of alternative approaches computerized tools used for tracking the value of planned costs compared to actual costs and for

27、 predicting the effects of cost changescost control7-26source: pmbok guide 1996 1999 robbins-gioia, inc. outputs revised cost estimates budget updates corrective action estimate at completion lessons learnedcost control7-27source: pmbok guide 1996 1999 robbins-gioia, inc. earned value (ev)a method o

28、f measuring project performance by comparing the amount of work planned with that actually accomplished, in order to determine if cost and schedule performance are as plannedcost control7-28source: pmbok guide 1996 1999 robbins-gioia, inc. data elementtermacronymscheduled workbudgeted cost of work s

29、cheduledbcwsearned valuebudgeted cost of work performedbcwpactualsactual cost of work performedacwpauthorized workbudget at completionbacforecasted costestimate at completioneacwork varianceschedule variancesvcost variancecost variancecvcompletion variancevariance at completionvaccost controlev term

30、s7-29source: pmbok guide 1996 1999 robbins-gioia, inc. control account level of the wbs at which a budget is assigned and a control account manager (cam) is given responsibility for delivering the item create control accounts at the level that senior management wants to track cost and schedule use t

31、he responsibility assignment matrix (ram) as a toolestablishing control accountscost control7-30source: pmbok guide 1996 1999 robbins-gioia, inc. ram the integration of the wbs and the obs of a project proper creation of the ram results from locating the intersection of the obs unit that is assigned

32、 responsibility for the work and the specific wbs element that defines the work to be performedresponsibility assignment matrixcost control7-31source: pmbok guide 1996 1999 robbins-gioia, inc. ca #1 wbs element: obs element: cam: budget: schedule: control account example1.1 frameframe shopmr. i. m.

33、smart$ 125,000jan - jun 00cost control7-32source: pmbok guide 1996 1999 robbins-gioia, inc. control account managers receive work authorization develop work and planning packages assign a budget and schedule for each work and planning package build a baseline by summing the budgeted cost of work sch

34、eduled (bcws) for each reporting periodcost control7-33source: pmbok guide 1996 1999 robbins-gioia, inc. planning packagesfuture work that has not been planned in detail as work packages; always scheduled to occur in the futuretask 1task 2task 4task 5task 3work packagesplanning packageswork packages

35、detailed, short-span tasks or material items;required to accomplish the ca objectives; typically for the near termcontrol account elementscost control7-34source: pmbok guide 1996 1999 robbins-gioia, inc. performance measurement baseline (pmb) the plan against which actual performance can be compared

36、 based on budgets assigned to scheduled segments of work build pmb by summing the bcws for all control accounts, by reporting period budget at completion (bac) equal to the cumulative bcws for the total projectcost control7-35source: pmbok guide 1996 1999 robbins-gioia, inc. time-phased budgetperfor

37、mance measurement baseline (pmb)050010001500200025003000350040004500janfebmaraprmayjunreporting periodbcws $kbaccost control7-36source: pmbok guide 1996 1999 robbins-gioia, inc. work schedule to be accomplishedbudgeted cost of work scheduled (bcws)performance measurement baseline01000020000300004000

38、050000600007000080000januaryfebruarymarchaprilmayjunejulycurrentbcwsbaccost controlbcwsjanuary0february2500march8000april13000may42000june62000july707007-37source: pmbok guide 1996 1999 robbins-gioia, inc. budgeted value of completed or in-process workperformance measurement baseline0100002000030000

39、4000050000600007000080000januaryfebruarymarchaprilmayjunejulycurrentbcwpbcwsbcwsbcwpjanuary00february25003600march80008000april1300010000may4200038000june62000july70700budgeted cost of work performed (bcwp)cost control7-38source: pmbok guide 1996 1999 robbins-gioia, inc. actual cost of work performe

40、d (acwp)actual value of completed or in-process workperformance measurement baseline01000020000300004000050000600007000080000januaryfebruarymarchaprilmayjunejulycurrentbcwpbcwsacwpcost controlbcwsbcwpacwpjanuary000february250036006000march800080008000april13000100008000may420003800048000june62000jul

41、y707007-39source: pmbok guide 1996 1999 robbins-gioia, inc. schedule variance comparing the bcwp, the amount originally budgeted for the work that has been completed or is in-process, to the bcws, the amount budgeted for the work that was planned to have been accomplished sv = bcwp bcws a negative r

42、esult means less work has been performed than was plannedcost control7-40source: pmbok guide 1996 1999 robbins-gioia, inc. sv example bcws = $42,000 bcwp = $38,000 acwp = $48,000 sv = bcwp bcws = $38,000 $42,000 = - $4,000 sv% = sv / bcws =- $4000 / $42,000 = - 0.095 = - 9.5%cost control 7-41source:

43、 pmbok guide 1996 1999 robbins-gioia, inc. cost variance comparing the amount originally budgeted for the work completed or in-process, the bcwp, to the actual costs of that work, the acwp cv = bcwp acwp a negative cv means more dollars were spent to accomplish the work than was plannedcost control7

44、-42source: pmbok guide 1996 1999 robbins-gioia, inc. cost variance example bcws = $42,000 bcwp = $38,000 acwp = $48,000 cv = bcwp - acwp= $38,000 $48,000 = - $10,000 cv% = cv / bcwp= - $10,000 / $38,000= - 26%cost control 7-43source: pmbok guide 1996 1999 robbins-gioia, inc. performance indices dfn:

45、 cost- and schedule-performance efficiency calculations; expressed in $ cost performance index (cpi) cpi = bcwp/acwp schedule performance index (spi) spi = bcwp/bcwscost control7-44source: pmbok guide 1996 1999 robbins-gioia, inc. cpi example bcws = $42,000 bcwp = $38,000 acwp = $48,000 cpi = bcwp /

46、 acwp= $38,000 / $48,000 = 0.79 $0.79 worth of work was actually done for each $1.00 spentcost control 7-45source: pmbok guide 1996 1999 robbins-gioia, inc. spi example bcws = $42,000 bcwp = $38,000 acwp = $48,000 spi = bcwp / bcws= $38,000 / $42,000 = 0.90 $0.90 worth of work has been done for each

47、 $1.00 worth of work that was planned to be donecost control 7-46source: pmbok guide 1996 1999 robbins-gioia, inc. estimate at completion (eac) dfn: the managements assessment of the cost of the project at completion after variance analysis, the estimated cost at completion is determinedcost control

48、7-47source: pmbok guide 1996 1999 robbins-gioia, inc. eac exampleone methodology: eac = bac / cpi bac = $80,000 cpi = 0.79 eac = $80,000 / 0.79 = $101,265cost control 7-48source: pmbok guide 1996 1999 robbins-gioia, inc. variance at completion bac = $80,000 eac = $101,265 vac = bac eac = $80,000 $10

49、1,265 = $21,265 based on past performance, project will exceed planned budget by $21,265cost control 7-49source: pmbok guide 1996 1999 robbins-gioia, inc. to complete performance index (tcpi) work remaining / cost remaining tcpi = (bac bcwp) / (eac acwp)= ($ 80,000 $ 38,000) / ($ 101,265 $ 48,000)=

50、$ 42,000 / $ 53,265= 1.4cost control7-50source: pmbok guide 1996 1999 robbins-gioia, inc. earned value examplesbcwsbcwpacwp$1$1$1on scheduleon cost$2$2$1on scheduleunder cost$1$1$2on scheduleover cost$1$2$2ahead of scheduleon cost$1$2$3ahead of scheduleover cost$1$2$1ahead of scheduleunder cost$3$2$

51、1behind scheduleunder cost$2$1$3behind scheduleover cost$2$1$1behind scheduleon costcost control7-51source: pmbok guide 1996 1999 robbins-gioia, inc. examplebcwsbcwp acwpeac bac 100125 75600 560125100 100850 800 75 75 75700560100 75 100570 600cost control7-52source: pmbok guide 1996 1999 robbins-gio

52、ia, inc. sample cost problembac = $ 40kbcwp = $ 20kbcws = $ 28kacwp = $ 26kcalculate% of work scheduled% of budget spent% of work accomplishedcost varianceschedule variancecost control7-53source: pmbok guide 1996 1999 robbins-gioia, inc. sample solutioncalculate % of work scheduledbcws / bac = $ 28k

53、 / $ 40k = 70 % % of budget spentacwp / bac = $ 26k / $ 40k = 65 % % of work accomplished bcwp / bac = $ 20k / $ 40k = 50 % cost variancebcwp acwp = $ 20k $ 26k = - $ 6k schedule variance bcwp bcws = $ 20k $ 28k = - $ 8kcost control 7-54source: pmbok guide 1996 1999 robbins-gioia, inc. summary revie

54、w questions7-55source: pmbok guide 1996 1999 robbins-gioia, inc. case 1 bcws = $ 1,860 bcwp = $ 1,860 acwp = $ 1,860this is the ideal situation, where everything goes according to plan.7-56source: pmbok guide 1996 1999 robbins-gioia, inc. case 2 bcws = $ 1,900 acwp = $ 1,700in this case, without ear

55、ned value measurements, it appears were in good shape. expenditures are less than planned.spending variance = - $ 2007-57source: pmbok guide 1996 1999 robbins-gioia, inc. case 2 bcws = $ 1,900 bcwp = $ 1,500 acwp = $ 1,700but with ev measurements, we see.$400 worth of work is behind schedule in bein

56、g completed; i.e., we are 21 percent behind where we planned to be.sv = bcwp bcws = - $ 400sv % = sv / bcws x 100 = - 21 %7-58source: pmbok guide 1996 1999 robbins-gioia, inc. case 2 bcws = $ 1,900 bcwp = $ 1,500 acwp = $ 1,700in addition, we can see.“actuals” exceed “value earned” (bcwp), i.e., $1,

57、500 worth of work was accomplished but it cost $1,700 to do so. we have a $200 cost overrun (i.e., 13% over budget) .cv = bcwp acwp = - $ 200cv % = cv / bcwp x 100 = - 13 %7-59source: pmbok guide 1996 1999 robbins-gioia, inc. case 2 bcws = $ 1,900 bcwp = $ 1,500 acwp = $ 1,700this means only 79 cent

58、s worth of work was done for each $1.00 worth of work planned to be done. and, only 88 cents worth of work was actually done for each $1.00 spentspi = bcwp / bcws = $ 0.79cpi = bcwp / acwp = $ 0.887-60source: pmbok guide 1996 1999 robbins-gioia, inc. case 2 bcws = $ 1,900 bcwp = $ 1,500 acwp = $ 1,7

59、00this is the worst kind of scenario, where all performance indicators are negative.sv = - $ 400; spi = 0.79cv = - $ 200; cpi = 0.887-61source: pmbok guide 1996 1999 robbins-gioia, inc. bcws = $ 2,600 bcwp = $ 2,400 acwp = $ 2,200in this case there is bad news and good news.case 37-62source: pmbok g

60、uide 1996 1999 robbins-gioia, inc. bcws = $ 2,600 bcwp = $ 2,400 acwp = $ 2,200the bad news is that our work efficiency is a bit low; were getting only 92 cents of work done on the dollar. as a result, we are behind schedule.spi = 0.92 sv = - $ 200; sv % = - 8 %case 37-63source: pmbok guide 1996 1999 robbins-gioia, inc. bcws = $ 2