# INSE 6230 Total Quality Project Management

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1 Lecture 5 Project Cost Management

2 Project cost management introduction Estimating costs and budgeting Earned Value Management (EVM) 2

3 IT projects have a poor track record for meeting budget goals Cost overrun is the additional percentage or dollar amount by which actual costs exceed estimates The average cost overrun ranges from 33% to 180%, depending on the study and year But overruns can be a result of unrealistic estimates! 3

4 Cost is a resource sacrificed or foregone to achieve a specific objective or something given up in exchange Usually measured in monetary units (e.g. \$,,, ) Project cost management includes the processes required to ensure that the project is completed within an approved budget. It involves 3 processes: Estimating costs: developing an approximation or estimate of the costs of the resources needed to complete a project Determining the budget: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Controlling costs: controlling changes to the project budget 4

5 5

6 Based on the resource requirements People, skills, hours, equipment, etc. Types of cost estimates: Type Purpose Accuracy Rough Order of Magnitude (ROM) Budgetary Definitive Project selection decisions -50% to +100% Creation of the budget -10% to +25% Details for purchases -5% to +10% 6

7 Top-down estimates (analogous estimates) Use the actual cost of a previous, similar project as the basis for estimating the cost of the current project Bottom-up estimates (activity based costing) Involve estimating individual work items or activities and summing them to get a project total Based on WBS Parametric modeling Uses project characteristics (parameters) in a mathematical model to estimate project costs 7

8 Cost index Dimensionless number reflecting the change in price over time (Commodity Price Index CPI, e.g. labor costs, composite index, e.g. Manufacturer s Price Index) Cost at time A = Cost at time B Index value at time A Index value at time B Power-sizing model Used to estimate costs of industrial plants and equipment Reflects the differences in costs due to the change in size or capacity Uses the power-sizing exponent x, to represent economies of scale in size or capacities Cost of size A = ( size A ) x Cost of size B size B x<1 economies of scale x=1 no economies of scale x>1 diseconomies of scale 8

9 Examples of power sizing exponent (x) values 9

10 Estimate annual labor and material costs for a new production facility based on the following data: Labor costs: Labor cost index value was 124 ten years ago and is 188 today. Annual labor costs for a similar facility were \$575,500 ten years ago Material costs: Material cost index value was at 544 three years ago and is 715 today. Annual material costs for a similar facility were \$2,455,000 three years ago Solution: Labor costs: Annual cost today = Index value today Annual cost 10 yrs ago Index value 10 yrs ago Annual cost today = (188/124)*\$575,500 = \$872,532 Material costs: Annual cost today = Index value today Annual cost 3 yrs ago Index value 3 yrs ago Annual cost today = (715/544)*\$2,455,000 = \$3,226,700 10

11 See pages for the details 11

12 Cost budgeting involves allocating the project cost estimate to individual work items over time Required inputs to the cost budgeting process WBS Activity cost estimates Project schedule Important goal is to produce a cost baseline A time-phased budget that project managers use to measure and monitor cost performance 12

13 13

14 Project cost control includes: Monitor cost performance Comparing budgeted and actual Determine the appropriate project changes to be included in a revised cost baseline Inform project stakeholders of authorized changes to the project that will affect costs Earned Value Management (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 You must enter actual information periodically to use EVM 14

15 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Planned value (PV) BCWS - Budgeted cost of work scheduled = the budget The portion of the approved total cost estimate planned to be spent on an activity during a given period June BCWS PV

16 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Actual cost (AC) ACWP = actual cost of work performed The total of all costs incurred in accomplishing work on an activity or on the project during a given period BCWP BCWS ACWP PV AC

17 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Earned value (EV) BCWP = budgeted cost of work performed An estimate of the value of the physical work actually completed EV is based on the original planned costs for the project or an activity and the rate at which the team is completing work on the project or on an activity to date BCWS BCWP ACWP PV EV AC

19 The EV of Task 1.2 is the sum of the EVs for each of the three subtasks that comprise Task 1.2., i.e , and 1.2.3: Percent-complete method: EV = \$31,000 Milestone method: EV = \$10,000 50/50 method: EV = \$35,000 19

20 According to the plan, a web server installation project should take 1 week and \$10,000 to be completed. After the first week, the cost was already \$15,000 and the project was only 75% complete. What is PV, AC and EV after the first week? Planned value: budgeted cost until this point PV = 10,000 Actual cost: actual cost spent until this point AC = 15,000 Earned value: actual cost of the work performed EV = budgeted cost for the project * % project complete to date EV = 10,000*75% EV = 7,500 20

21 What is PV, AC and EV on day X? Planned Value (budgeted cost until this point) PV = (20*0.8) + (40*0.15) = = \$50 Earned Value (actual cost of the work performed) EV = 18 + (10*0.8) + (20*0.7) + 0 = = \$40 Actual Cost (actual cost spent until this point) AC = \$45 (Data from the accounting system, not evident from the above chart) 21

22 Cost (Person-Hours) Actual Cost (AC): what you have actually spent to this point in time. Today Planned Value (PV): what was budgeted in your plan for the tasks planned to be completed by this date. Earned Value (EV): value (cost) of what you have accomplished to date, per the cost baseline plan. Time (Date) 22

23 At week 8 it looks like we spent much less than we were supposed to, but we do not see how much work has been done! 23

24 Behind Schedule Under Budget At week 8, the value of the work performed is only \$90,000 but it was supposed to be \$120,000 We are behind schedule At week 8, the value of the work performed is \$90,000, but the cost incurred is only \$60,000 We are under budget 24

25 Variance - any schedule or cost deviation from a specific plan. Used within an organization to verify the budget and schedule for a project and as a key component of plan reviews and performance measurement Cost variance (CV) CV = EV AC A comparison of the budgeted cost of work performed with actual cost. CV=0: according to the plan Negative CV: performing the work was more expensive than planned Positive CV: performing the work was less expensive than planned SV much greater than 0 could be a bad sign as well At week 8, the value of the work performed is \$90,000 (EV), but the cost incurred is only \$60,000 (AC): CV = EV AC = \$ 30,000 Positive CV 25

26 Schedule variance (SV) SV = EV PV A comparison of amount of work performed during a given period of time to what was scheduled to be performed. SV=0: according to the plan SV equals zero at project completion Negative SV: it took longer than planned to perform the work Positive SV: it took shorter than planned to perform the work SV much greater than 0 could be a bad sign as well At week 8, the value of the work performed is only \$90,000 (EV) but it was supposed to be \$120,000 (PV): SV = EV PV = - \$30,000 Negative SV (\$) The work which is valued at \$90,000 should have been completed at 6 ½ weeks, but it was completed at week 8 Negative SV (weeks) 26

27 Cost performance index (CPI) CPI = EV / AC To estimate the projected cost of performing the project CPI = 1 the costs are exactly as budgeted CPI < 1 the project is over budget CPI > 1 the project is under budget Schedule performance index (SPI) SPI = EV / PV To estimate the projected time to complete the project SPI = 1 the project is on schedule SPI < 1 the project is behind the schedule SPI > 1 the project is ahead of schedule 27

28 PV = 10,000 AC = 15,000 EV = 7,500 CV, SV, CPI, SPI? Cost variance: CV = EV AC CV = 7,500 15,000 CV = -7,500 Schedule variance: SV = EV PV SV = 7,500 10,000 SV = -2,500 Cost performance index: CPI = EV/AC CPI = 7,500/15,000 CPI = 50% Schedule performance index: SPI = EV/PV SPI= 7,500/10,000 SPI = 75% The project is over budget and behind schedule. 28

29 On day X: Planned Value: PV = \$50 Earned Value: EV = \$40 Actual Cost: AC = \$45 Therefore: Schedule Variance: SV = EV PV = = -10 (behind schedule) Schedule Performance Index: SPI = EV / PV = 0.8, or 80% of plan Cost Variance: CV = EV - AC = = -5 (over budget) Cost Performance Index CPI = EV / AC = 40 / 45 = 0.89, or you are getting an 89 return on every \$ (person-hour) spent on this project 29

30 30

31 Budget at completion (BAC) The original total budget for the project Estimate at completion (EAC) An estimate of what it will cost to complete the project based on performance to date Medium estimate: EAC = BAC / CPI Most common/popular calculation It is expected that the project continues under the same conditions as until now We encountered a variance which will likely continue We expect all future task overrun at the same rate as now Low estimate: EAC= AC + (BAC - EV) It is expected that the project continues under the conditions as originally planned There was a one-time atypical variance We have fixed the problems behind the current cost overrun High estimate: EAC = AC + (BAC - EV) / (CPI * SPI) There was a variance, and it is expected that the project continues even worse than experienced to date We expect further problems 31

32 Estimate to Complete (ETC) An estimate of the cost to complete the remainder of the project ETC = EAC AC Can be also determined by re-estimating the remaining costs for the project ETC = new estimates Bottom-up estimate (e.g. ask work package owners, team members, or vendors for revised estimates) Variance at Completion (VAC) The difference between what the project was expected to cost (baseline) and what it is expected to cost now VAC = BAC EAC Negative VAC: is unfavourable and means that we expect a cost overrun (over budget) Positive VAC: is favourable and is a forecast of a cost underrun (under budget) 32

33 A project has an original total budget of \$1,000,000. At month 10, the AC is \$800,000. Suppose CPI=0.87, and SPI=0.93. Calculate EAC under the 3 following situations: (1) The project continues under the same conditions as experienced to date; (2) The project continues under the conditions as originally planned; (3) We expect further problems. For case (1) calculate also ETC and VAC. BAC=1,000,000, at month 10: AC = 800,000, CPI=0.87, and SPI=0.93 1) EAC = BAC/CPI = 1,000,000/0.87 = 1,149,425 2) EAC = AC + (BAC-EV) EV = CPI*AC = 0.87*800,000 = 696,000 EAC = AC + (BAC EV) = 800,000 + (1,000, ,000) = 1,104,000 3) EAC = AC + (BAC-EV) / (CPI * SPI) EAC = 800,000 + (1,000, ,000) / (0.87 * 0.93) = 1,175,726 ETC = EAC AC = 1,149, ,000 = 349,425 VAC = BAC EAC = 1,000,000 1,149,425 = - 149,425 33

34 You are in the middle of your bathroom remodeling project. The original budget was \$1,500 and you have completed approximately 40% of the work. The costs spent until now have been \$900. Calculate EAC, ETC and VAC for two scenarios: (A) You learn that the contractor found some mold in the sheetrock and needed to replace it. (B) You learn that the workers that are being used are actually much more expensive than what you originally estimated. BAC = \$1,500; at this point: 40% complete, AC = \$900 EV = budgeted cost for the project * % project complete to date EV = \$1,500 * 40% = 600 (A): Replacing mold will cause a one-time variance use the low estimate formula for EAC: EAC = AC + BAC EV = \$900 + \$1,500 - \$600 = \$1,800 ETC = EAC AC = \$1,800 - \$900 = \$900 VAC = BAC EAC = \$1,500 - \$1,800 = - \$300 34

35 BAC = \$1,500; at this point: 40% complete, AC = \$900 (B): The workers that are being used are actually much more expensive. The more expensive workforce will continue during the whole project use the medium estimate formula EAC = BAC / CPI For this we need CPI CPI = EV/AC CPI = EV/AC = \$ 600 / \$ 900 = 0.67 We are over budget EAC = BAC / CPI = \$1,500 / 0.67 = \$2,239 ETC = EAC AC = \$2,239 - \$900 = \$1,339 VAC = BAC EAC = \$1,500 - \$2,239 = - \$739 35

36 The chart below shows the progress of a project at t=24 days. The total budgeted cost for the activities and their durations are given in the table. The cost at day 24 is already \$2000, but at this point it is expected that the project continues under the conditions as originally planned. Evaluate the project progress at day 24: PV, EV? SV, SPI, CV, CPI? BAC, EAC? Budgeted cost (\$) Duration (days) A B C D E F G H

37 PV= (0.4*500)=2600 EV=100+(0.2*200)+150+(0.4*1 000)+(0.9*400)+300+(0.8*250)+ (0.5*500)=1800 SV=EV-PV=800 SPI=EV/PV=0.69 CV=EV-AC= -200 CPI=EV/AC=0.9 BAC= =2900 EAC= AC + (BAC - EV)=3100 Budgeted cost (\$) Duration A B C D E F G H The project is behind schedule and over budget. 37

38 Project Quality Management 38

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