1. Chapter 9 Cost Planning and Performance1 1 1 1 1 1 1 1 1

2. Learning Objectives Items to consider when estimating cost
Preparing a baseline budget
Cumulating actual costs
Determining the earned value of work performed
Analyzing cost performance
Forecasting project cost at completion
Controlling project costs
Managing cash flow 2 2 2 2 2 2 2 2 2 2 2 2

3. Real World Example Vignette: eBay
eBay understands the importance of analyzing project data to produce performance indicators
eBay’s mission is to provide a trading platform for people all over the world. They do this by continually improving the user’s experience on the eBay site
Decisions for change are based on measurable factors like the number of visitors to the site, length of time customers spend on eBay, busiest day of the week for eBay transactions etc.
Managers regularly collect data from the site to develop new marketing and merchandising techniques. This mentality has helped eBay to continually improve the buy-sell process for eBay customers
Project managers should understand the valuable of measurable factors, and apply them to make responsible decisions about their projects 3 3 3 3 3 3 3 3 3 3 3 3

4. Real World Example Vignette: London Traffic
Ken Livingstone was London’s first directly elected mayor in He created Transport for London to oversee the city’s road and transport services that were previously managed separately. Mission: to upgrade London’s transportation infrastructure with a toll system project
Traffic congestion is a major problem for central London. Transport for London developed a plan to install a system that would identify and charge car owners that enter defined congestion zones
Technological risks were identified, and the project was divided into 5 smaller components (to be managed separately, as opposed to purchasing one large system)
Project team worked together in one location on the five components to the system
The project was successfully implemented by February Transport for London reports that traffic in the congestion zone has decreased by 20%, with a 5% increase during travel times

5. Project Cost Estimates
Cost planning starts with the proposal.
The cost section may include:
Labor
Materials
Subcontractors and consultants (if used)
Equipment and facilities rental
Travel 4

6. Project Budgeting: Two Steps
First, the project cost estimate is allocated to the various work packages in the project work breakdown structure.
Second, the budget for each work package is distributed over the duration of the work package. 5 5 5 4 5 4 5 4 4 4

7. Allocating the Total Budgeted Cost
Allocating total project costs for the various elements to the appropriate work packages will establish a total budgeted cost (TBC) for each work package.
There are two approaches to establishing the TBC for each work package: top-down and bottom-up.
When all budgets are summed, they cannot exceed the TBC. 6 7 7 5 7 5 6 5 5 5

8. Developing the Cumulative Budgeted Cost
The second step is to distribute each TBC over the duration of its work package.
A cost is determined for each period.
The cumulative budgeted cost (CBC) is the amount that was budgeted to accomplish the work that was scheduled to be performed up to that point in time.
One uses the CBC as the standard against which actual cost is compared. 7 8 8 6 8 6 7 6 6 6

9. Determining Actual Cost
Track actual cost by establishing a system to collect data on funds actually expended.
Periodically assign a portion of the total committed cost to actual cost.
Total actual and committed cost by work package for comparison to the CBC.
Cumulative actual cost (CAC) should be calculated. 8 10 10 7 10 7 8 7 7 7

10. Determining the Value of Work Performed
Earned value is the value of the work actually performed.
Determine earned value by collecting data on the percent complete for each work package.
Convert this percentage to a dollar amount by multiplying the TBC of the work package by the percent complete. 9 11 11 8 11 8 9 8 8 8

11. Cost Performance Analysis Four Measures
TBC (total budgeted cost)
CBC (cumulative budgeted cost)
CAC (cumulative actual cost)
CEV (cumulative earned value) 10 14 14 9 14 9 10 9 9 9

12. Cost Performance Index (CPI)
A measure of the cost efficiency with which the project is being performed.
Cost performance index = F(Cumulative earned value,Cumulative actual cost)
CPI = F(CEV,CAC) 11 1 16 16 10 16 10 11 10 10 10

13. Cost Variance (CV)
The difference between the cumulative earned value of the work performed and the cumulative actual cost.
Cost variance =Cumulative earned value – Cumulative actual cost
CV = CEV – CAC 12 17 17 11 17 11 12 11 11 11

14. Cost Forcasting Three Methods
Three methods for determining forecasted cost at completion (FCAC):
FCAC = F(Total budgeted cost,Cost performance index)
FCAC = Cumulative actual cost + (Total budgeted cost – Cumulative earned value)
FCAC = CAC + Re-estimate of remaining work to be performed 13 18 18 12 18 12 13 12 12 12

15. Cost Control
The key is to analyze cost performance on a regular and timely basis.
Identify cost variances and inefficiencies early. 14 19 19 13 19 13 14 13 13 13

16. Cost Control (Cont.) Involves the following:
Analyzing cost performance to determine which work packages may require corrective action.
Deciding what corrective action should be taken
Revising the project plan. 15

17. Ways to Reduce Costs of Activities
Substitute less expensive materials.
Assign a person with greater expertise to perform or help with the activity.
Reduce the scope or requirements.
Increase productivity through improved methods or technology. 16 20 20 14 20 14 16 14 14 14

18. Managing Cash Flow
Make sure that sufficient payments are received from the customer in time for you to cover the costs of performing the project.
The key to managing cash flow is to ensure that cash comes in faster than it goes out. 17 21 21 15 21 15 17 15 15 15

19. Project Management Software
All costs associated resources can be stored. The software calculates the budget for each work package and for the entire project.
The software allows the user to define different rate structures for each resource and when charges for those resources will be accrued.
Cost tables and graphs are available to help analyze cost performance. 18 22 22 16 22 16 18 16 16 16