1. A Few Words about Stakeholder Management

2. Identifying as Many Stakeholders as You Can Identify anyone who would be impacted by project outcome – including their roles, departments, interests, knowledge levels, expectations and influence levels. Identify level of their impact upon /support for project, and classify Assess how key stakeholders are likely to react or respond to various situations and plan how to influence them

6. Project Cost Management

7. High Level Overview Cost Estimating  (activity cost estimates) Cost Budgeting  (cost baseline) Cost Control

8. Project Cost Management “The processes involved in planning, estimating, budgeting, and controlling costs so that the budget can be completed within the approved budget” Someone other than me talking...

9. The cost estimating process generates the cost estimates for the resources needed to complete the schedule activities. ---these become the input to the cost budgeting process which generates the cost baseline as its major output. The cost baseline is an input to the cost control process … WHICH IS USED TO INFLUENCE AND CONTROL THE CHANGES TO THE BUDGET

10. What Went Wrong? According to the San Francisco Chronicle front-page story, "Computer Bumbling Costs the State $1 Billion," the state of California had a series of expensive IT …costing taxpayers nearly $1 billion…ironic that the state which leads in creation of computers is the state most behind in using computer technology to improve state services. …The Internal Revenue Service (IRS) managed a series of project failures that cost taxpayers over $50 billion a year—roughly as much money as the annual net profit of the entire computer industry. …Connecticut General Life Insurance Co. sued PeopleSoft over an aborted installation of a finance system.

11. What is Project Cost Management? Cost is a resource sacrificed or foregone to achieve a specific objective or something given up in exchange Costs are usually measured in monetary units like dollars Project cost management includes the processes required to ensure that the project is completed within an approved budget

12. Project Cost Management Processes Resource planning: determining what resources and quantities of them should be used Cost estimating: developing an estimate of the costs and resources needed to complete a project Cost budgeting: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Cost control: controlling changes to the project budget

14. Basic Principles of Cost Management  Profits are revenues minus expenses  Life cycle costing is estimating the cost of a project plus the maintenance costs of the products it produces  Cash flow analysis is determining the estimated annual costs and benefits for a project  Benefits and costs can be tangible or intangible, direct or indirect  Sunk cost should not be a criteria in project selection

15. Be aware of projects that benefit from early, rather than later investments….(software example below) It is important to spend money up-front on projects to avoid spending a lot more later.

16. Auto Defect Hypothetical Example

17. Basic Principles of Cost Management Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars. Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms. Direct costs are costs that can be directly related to producing the products and services of the project. Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project. Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs.

18. Basic Principles of Cost Management Learning curve theory states that when many items are produced repetitively, the unit cost of those items decreases in a regular pattern as more units are produced. Reserves are dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict.  Contingency reserves allow for future situations that may be partially planned for (sometimes called known unknowns) and are included in the project cost baseline.  Management reserves allow for future situations that are unpredictable (sometimes called unknown unknowns).

19. Resource Planning The nature of the project and the organization will affect resource planning Some questions to consider:  How difficult will it be to do specific tasks on the project?  Is there anything unique in this project’s scope statement that will affect resources?  What is the organization’s history in doing similar tasks?  Does the organization have or can they acquire the people, equipment, and materials that are capable and available for performing the work?

20. Cost Estimating An important output of project cost management is a cost estimate There are several types of cost estimates and tools and techniques to help create them It is also important to develop a cost management plan that describes how cost variances will be managed on the project

21. Types of Cost Estimates

22. Cost Estimation Tools and Techniques 3 basic tools and techniques for cost estimates:  analogous or top-down: use the actual cost of a previous, similar project as the basis for the new estimate  bottom-up: estimate individual work items and sum them to get a total estimate  parametric: use project characteristics in a mathematical model to estimate costs

23. Cost Management Plan A cost management plan is a document that describes how the organization will manage cost variances on the project. A large percentage of total project costs are often labor costs, so project managers must develop and track estimates for labor.

24. Typical Problems with Cost Estimates Developing an estimate for a large project is a complex task requiring a significant amount of effort. Remember that estimates are done at various stages of the project Many people doing estimates have little experience doing them. Try to provide training/mentoring, direction People have a bias toward underestimation. Review estimates and ask important questions to make sure estimates are not biased Management wants a number for a bid, not a real estimate. Project managers must negotiate with project sponsors to create realistic cost estimates

25. Determine Budget Budgeting is allocating costs to work packages to establish a cost baseline to measure project performance Remember Contingency items are for unplanned but required changes- it is not to cover things such as:  Price escalation  Scope & Quality Changes

26. Cost Budgeting Cost budgeting involves allocating the project cost estimate to individual work items and providing a cost baseline

27. Cost Control Project cost control includes  monitoring cost performance  ensuring that only appropriate project changes are included in a revised cost baseline  informing project stakeholders of authorized changes to the project that will affect costs Earned value management is an important tool for cost control

28. Earned Value Management (EVM) EVM is a project performance measurement technique that integrates scope, time, and cost data Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals

29. Earned Value Management Terms The planned value (PV), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period Actual cost (AC) is the total of direct and indirect costs incurred in accomplishing work on an activity during a given period The earned value (EV) is an estimate of the value of the physical work actually completed

30. Rules of Thumb for Earned Value Numbers To Help on CAPM Negative numbers for cost and schedule variance indicate problems in those areas. The project is costing more than planned or taking longer than planned

31. Earned Value Formulas – Study for CAPM Let's get a grip on what EVM is Let's get a grip on what EVM is.

32. Terms to be Generally Familiar With… Present Value Net Present Value (NPV) Internal Rate of Return (IRR) Payback Period Benefit Cost Ratio = BCR>1, Payback is greater than the cost Opportunity Cost Sunk Cost Working Capital Straight Line Depreciation Accelerated Depreciation Double Declining Balance Double Declining Balance Sum of Years Digits Sum of Years Digits Value Analysis (Value Engineering) You won’t be calculating most (or perhaps any) of these numbers on the test, just remember the concepts for general questions!

33. Using Software to Assist in Cost Management Spreadsheets are a common tool for resource planning, cost estimating, cost budgeting, and cost control. Many companies use more sophisticated and centralized financial applications software for cost information. Project management software has many cost-related features, especially enterprise PM software.

34. Project Cost Management Processes Review Resource planning: determining what resources and quantities of them should be used Cost estimating: developing an estimate of the costs and resources needed to complete a project Cost budgeting: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Cost control: controlling changes to the project budget