1. Budget Management

2. 57 Budget Management Budget Development Good scheduling skills and abilities Understanding of the project scope Well developed WBS and project schedule

3. 57 Budget Management Key reasons for overspending… Bad Luck Overly optimistic initial estimates Poor communication Poor cost/time estimating practices

4. 57 Budget Management Three methods of estimating 1.Analogous Estimating Uses values from previous, similar projects as the basis for estimating the same values for future activities or projects. Also called “Top-down” estimating.

5. 57 Budget Management Three methods of estimating 2.Parametric Estimating Uses statistical relationship between historical data and other variables to calculate an estimate for an activity or project.

6. 58 Budget Management Three methods of estimating 3.Bottom-up Estimating Decomposition of the work into smaller packages or more detail. Estimates are made at the lowest level and then summarizes, or aggregated, into the higher level activities.

7. Cost Budgeting The planning process that involves summarizing, or aggregating, the estimated costs for individual activities to establish a total cost baseline for the project. Budget Management 58

8. Cost Baseline Time based budget that is used as a basis for measuring, monitoring, and controlling the overall cost performance of the project. Also represents “Planned Value” Budget Management 58

9. Cost Baseline Budget Management 58

10. Cost Control The process of influencing factors that create variances, and controlling changes to the project budget. Budget Management 58

11. Project cost control includes: Ensuring changes are agreed upon Managing changes when they occur Assure potential cost overruns do not exceed authorized funding Monitor cost performance and understand variances Budget Management 58

12. Project cost control includes: Recording all appropriate changes against the cost baseline Preventing incorrect, inappropriate, or unapproved changes Inform stakeholders of approved changes Acting to bring overruns within limits Budget Management 59

13. Cost Change Control System Defines the procedures by which the cost baseline can be changed. WSDOT policy found in the Project Control & Reporting Guide Also documented in the Project Management Plan Budget Management 59

14. What is Earned Value Management (EVM)? A method of integrating scope, schedule, and resources, and for measuring project performance. 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. Earned Value Management 59

15. What is needed for EVM? A baseline plan A project budget (BAC – Budget at Completion) A project end date Tasks are identified & scheduled Each task has a budget or effort (resource loaded / weighting) Actuals tracked Earned Value Management 59

16. To perform EVM, three values need to be determined Planned Value (PV or BCWS) Actual Costs (AC or ACWP) Earned Value (EV or BCWP) Earned Value Management 59

17. Planned Value (PV) What are the budgeted costs of the work scheduled? Time phased based on baseline budget Only changes when baseline is changed Also referred as “BCWS” & “BAC” Earned Value Management 60

18. Earned Value Management 60 Actual Costs (AC) What are the actual costs of the work performed? Based on the actual completion of work packages Actual costs for reported work Also referred as “ACWP”

19. Earned Value Management 60 Earned Value (EV) What are the budgeted costs of the work performed? Based on the actual completion of work packages Baseline value of the reported work Also referred as “BCWP”

20. Earned Value Management Example Task – Drill & install 10 piezometers Budget - $100,000 ($10K per piezometer) Time – 10 weeks (1 piezometer per week) At week 5: 4 piezometers drilled and installed $47,500 spent to date PV = $50,000 AC = $47,500 EV = $40,000

21. Calculating Earned Value and interpreting results to measure the progress of the project help identify trends forecast costs and identify ways to correct/mitigate project pitfalls. Earned Value Management 60

22. Cost Variance (CV) CV = EV - AC Good News: If CV value is positive, the project is currently under budget (spending less than planned for the work) Bad News: If CV value is negative, the project is currently over budget (spending more than planned for the work) Earned Value Management 60

23. Earned Value Management 60 Cost Performance Index (CPI) CPI = EV / AC Good News: If CPI value is >1 or =1, the project cost trend is currently under or at planned budget Bad News: If CPI value <1, the project cost trend is currently over budget

24. Earned Value Management 60 Cost Variance % (CV%) CV% = CV / EV Good News: If CV% value is positive, the project is currently under budget by the CV% Bad News: If CV% value is negative, the project is currently over budget by the CV%

25. Earned Value Management 61 Schedule Variance (SV) SV = EV - PV Good News*: If SV value is positive, the project is currently ahead of schedule Bad News: If SV value is negative, the project is currently behind schedule * - not all positive SVs are good

26. Earned Value Management 61 Schedule Performance Index (SPI) SPI = EV / PV Good News: If SPI value is >1 or =1, the project schedule trend is currently ahead or on planned schedule Bad News: If SPI value <1, the project schedule trend is currently behind schedule

27. Earned Value Management 61 Schedule Variance % (SV%) SV% = SV / PV Good News: If SV value is positive, the project is currently ahead of schedule Bad News: If SV value is negative, the project is currently behind schedule

28. Earned Value Management 61 Estimate at Completion (EAC) #1 Actual costs to date plus a new estimate for all remaining work (original plan no longer valid) EAC = AC + ETC (ETC  Estimate to Complete)

29. Earned Value Management 61 Actual costs to date plus remaining budget (current variances are viewed as atypical of future variances) EAC = AC + BAC - EV Estimate at Completion (EAC) #2

30. Earned Value Management 62 Estimate at Completion (EAC) #3 & #4 Actual costs to date plus remaining budget modified by a performance factor (CPI) (current variances are viewed as typical of future variances). EAC = AC + [(BAC - EV) / CPI] EAC = BAC / CPI

31. Earned Value Management Example Task – Drill & install 10 piezometers Budget - $100,000 ($10K per piezometer) Time – 10 weeks (1 piezometer per week) At week 5: 4 piezometers drilled and installed $47,500 spent to date PV = $50,000 AC = $47,500 EV = $40,000 CV = -$7,500 CPI = 0.82 CV% = -19% SV = -$10,000 SPI = 0.80 SV% = -20%

32. Earned Value Scenario 62

33. Earned Value Scenario 63

34. Earned Value Scenario 64

35. Earned Value Scenario 65

36. Earned Value Scenario 65 BAC = $100,000 (current project budget) EV = $42,000 (42% of project completed, $100,000 planned) PV = $56,000 (56% of project planned $100,000 completed – initial aging report) AC = $48,000 (from actual expenditures reporting) Is this project on schedule / budget? Or is it in trouble?

37. Earned Value Scenario 66 Cost Variance (CV): CV = EV – AC = $42,000 - $48,000 = - $6,000 Cost Performance Index (CPI): CPI = EV / AC = $42,000 / $48,000 = 0.875 Cost Variance % (CV%): CV% = CV / EV = - $6,000 / $42,000 = 14% OVER BUDGET

38. Earned Value Scenario 66 Schedule Variance (SV): SV = EV – PV = $42,000 - $56,000 = - $14,000 Schedule Performance Index (SPI): SPI = EV / PV = $42,000 / $56,000 = 0.750 Schedule Variance % (SV%): SV% = SV / PV = - $14,000 / $56,000 = 25% BEHIND SCHEDULE

39. Earned Value Scenario 67 Estimate at Completion (EAC): Method #1: EAC = AC + ETC (say $68,000) = $48,000 + $68,000 = $116,000 (Change Management for $16,000 funds request) Method #2: EAC = AC + BAC – EV = $48,000 + $100,000 - $42,000 = $106,000 (Change Management for $6,000 funds request)

40. Earned Value Scenario 67 Estimate to Complete (ETC): Method #3 EAC = AC + [(BAC – EV) / CPI] = $48,000 + [($100,000 - $42,000) / 0.875] = $48,000 + $66,285 = $114,285 (Change Management for $14,285 funds request) Method #4 EAC = BAC / CPI = $100,000 / 0.875 = $114,285 (Change Management for $14,285 funds request)

41. Earned Value Scenario 68

42. Budget Management 69 Module 6 Exercise Work as a team to perform EVM on assigned project on page 69. Prepare a report similar to the module scenario reporting project progress. Brief class on methods of recovery, if needed, for project.

43. Budget Management Graphing Earned Value exercise Gantt chart baseline (report) EVM graph Task information Cost distribution EVM worksheets

44. Budget Management Graphing Earned Value exercise Planned Value (PV) is always shown in blue with circle nodes Actual Cost (AC) is always shown in red with square nodes Earned Value (EV) is always shown in green with triangle nodes

45. Budget Management Graphing Earned Value exercise Work together as a team to calculate the task cost (task budget) for each task Record these values on the worksheet with the total (BAC) calculated Warning: Wait to plot on the EVM graph as a class – we will use the Cost Distribution Report

46. 1w2w3w4w5w6w7w8w9w10w $10K $20K $30K $40K $50K $60K

47. Budget Management Graphing Earned Value – week 1 Task A started on time – 30% complete Task B started 2 days late – 30% complete Task C started 1 day late – 25% complete Tasks D, E, F, G, H, and J have not started Project Management is on-going Actual Costs reported for week 1 = $5000

48. 1w2w3w4w5w6w7w8w9w10w $10K $20K $30K $40K $50K $60K

49. 1w2w3w4w5w6w7w8w9w10w $10K $20K $30K $40K $50K $60K Schedule Variance Cost Variance