Cost Management英文版).ppt

1、PMPPreparationTraining,CostManagement,Chapter7,Project Cost Management,Resource Planning Cost Estimating Cost Budgeting Cost Control,Processes required to ensure the project is completed within the approved budget,Cost Management,7.1 Resource Planning,Planning,7.3 Cost Budgeting,7.4 Cost Control,Con

2、trolling,7.2 Cost Estimating,Resource Planning,Determining physical resources needed (i.e., material, equipment, and people) and what quantities of each should be used and when they would be needed to perform project activities,Resource Planning,Inputs Scope statement WBS Resource pool description O

3、rganizational policies Historical information Activity durations estimates,Tools Always scheduled to occur in the future,Work Packages Detailed, short-span tasks or material items; Required to accomplish the CA objectives; Typically for the near term,Control Account Elements,Cost Control,Performance

4、 Measurement Baseline (PMB),The plan against which actual performance can be compared Based on budgets assigned to scheduled segments of work Build PMB by summing the PV for all control accounts, by reporting period Budget at completion (BAC) Equal to the cumulative PV for the total project,Cost Con

5、trol,Time-Phased Budget,Performance Measurement Baseline (PMB),BAC,Cost Control,Work schedule to be accomplished,Planned Value (PV),Cost Control,Budgeted value of completed or in-process work,Performance Measurement Baseline,0,10000,20000,30000,40000,50000,60000,70000,80000,JANUARY,FEBRUARY,MARCH,AP

6、RIL,MAY,JUNE,JULY,CURRENT,EV,PV,PV,EV,JANUARY,0,0,FEBRUARY,2500,3600,MARCH,8000,8000,APRIL,13000,10000,MAY,42000,38000,JUNE,62000,JULY,70700,Earned Value,Cost Control,Actual Costs (AC),Actual expenditures for completed or in-process work,Cost Control,PV,EV,AC,JANUARY,0,0,0,FEBRUARY,2500,3600,6000,MA

7、RCH,8000,8000,8000,APRIL,13000,10000,8000,MAY,42000,38000,48000,JUNE,62000,JULY,70700,Schedule Variance,Comparing the EV, the amount originally budgeted for the work that has been completed or is in-process, to the PV, the amount budgeted for the work that was planned to have been accomplished SV =

8、EV PV A negative result means less work has been performed than was planned,Cost Control,SV Example,PV = $42,000 EV = $38,000 AC = $48,000 SV = EV PV = $38,000 $42,000 = - $4,000 SV% = SV / PV =- $4000 / $42,000 = - 0.095 = - 9.5%,Cost Control,Cost Variance,Comparing the amount originally budgeted f

9、or the work completed or in-process, the EV, to the actual costs of that work, the AC CV = EV AC A negative CV means more dollars were spent to accomplish the work than was planned,Cost Control,Cost Variance Example,PV = $42,000 EV = $38,000 AC = $48,000 CV = EV - AC = $38,000 $48,000 = - $10,000 CV

10、% = CV / EV = - $10,000 / $38,000 = - 26%,Cost Control,Performance Indices,Dfn: Cost- and schedule-performance efficiency calculations; expressed in $ Cost Performance Index (CPI) CPI = EV/AC Schedule Performance Index (SPI) SPI = EV/PV,Cost Control,CPI Example,PV = $42,000 EV = $38,000 AC = $48,000

11、 CPI = EV / AC = $38,000 / $48,000 = 0.79 $0.79 worth of work was actually done for each $1.00 spent,Cost Control,SPI Example,PV = $42,000 EV = $38,000 AC = $48,000 SPI = EV / PV = $38,000 / $42,000 = 0.90 $0.90 worth of work has been done for each $1.00 worth of work that was planned to be done,Cos

12、t Control,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 determined,Cost Control,EAC Example,One methodology: EAC = BAC / CPI BAC = $80,000 CPI = 0.79 EAC = $80,000 / 0.79 = $101,265,C

13、ost Control,Variance at Completion,BAC = $80,000 EAC = $101,265 VAC = BAC EAC = $80,000 $101,265 = -$21,265 Based on past performance, project will exceed planned budget by $21,265,Cost Control,To Complete Performance Index (TCPI),Work Remaining / Cost Remaining TCPI = (BAC EV) / (EAC AC) = ($ 80,00

14、0 $ 38,000) / ($ 101,265 $ 48,000) = $ 42,000 / $ 53,265 = .79,Cost Control,Earned Value Examples,PVEVAC $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$1Behind sche

15、duleUnder cost $2$1$3Behind scheduleOver cost $2$1$1Behind scheduleOn cost,Cost Control,Example,PVEV ACEAC BAC 100125 75600 560 125100 100850 800 75 75 75700560 100 75 100570 600,Cost Control,Sample Cost Problem,BAC = $ 40k EV = $ 20k PV = $ 28k AC = $ 26k,Calculate % of Work Scheduled % of Budget S

16、pent % of Work Accomplished Cost Variance Schedule Variance,Cost Control,Sample Solution,Calculate % of Work ScheduledPV / BAC = $ 28K / $ 40K = 70 % % of Budget SpentAC / BAC = $ 26K / $ 40K = 65 % % of Work Accomplished EV / BAC = $ 20K / $ 40K = 50 % Cost VarianceEV AC = $ 20K $ 26K = - $ 6K Sche

17、dule Variance EV PV = $ 20K $ 28K = - $ 8K,Cost Control,Summary,Review Questions,Case 1,PV = $ 1,860 EV = $ 1,860 AC = $ 1,860,This is the ideal situation, where everything goes according to plan.,Case 2,PV = $ 1,900 AC = $ 1,700,In this Case, without Earned Value measurements, it appears were in go

18、od shape. Expenditures are less than planned.,Spending Variance = - $ 200,Case 2,PV = $ 1,900 EV = $ 1,500 AC = $ 1,700,But with EV measurements, we see.$400 worth of work is behind schedule in being completed; i.e., we are 21 percent behind where we planned to be.,SV = EV PV = - $ 400 SV % = SV / P

19、V x 100 = - 21 %,Case 2,PV = $ 1,900 EV = $ 1,500 AC = $ 1,700,In addition, we can see. “Actuals” exceed “Value Earned” (EV), i.e., $1,500 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 = EV AC = - $ 200 CV % = CV / EV x 100 = - 1

20、3 %,Case 2,PV = $ 1,900 EV = $ 1,500 AC = $ 1,700,This means only 79 cents 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 spent,SPI = EV / PV = $ 0.79 CPI = EV / AC = $ 0.88,Case 2,PV = $ 1,900 EV = $ 1,500 AC

21、 = $ 1,700,This is the worst kind of scenario, where all performance indicators are negative.,SV = - $ 400; SPI = 0.79 CV = - $ 200; CPI = 0.88,PV = $ 2,600 EV = $ 2,400 AC = $ 2,200,In this case there is bad news and good news.,Case 3,PV = $ 2,600 EV = $ 2,400 AC = $ 2,200,The bad news is that our

22、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 3,PV = $ 2,600 EV = $ 2,400 AC = $ 2,200,The good news is that were under-running our budget. Were getting $1.09 worth of work done for

23、 each $1.00 were spending.,CV = + $ 200; CV % = + 8 % CPI = 1.09,Case 3,Case 4,PV = $ 1,700 EV = $ 1,500 AC = $ 1,500,In this case, the work is not being accomplished on schedule.,SV = - $ 200; SV % = - 12 % SPI = 0.88,Case 4,PV = $ 1,700 EV = $ 1,500 AC = $ 1,500,.but the cost of the work accomplis

24、hed is just as we budgeted.,CV = $ 0.00 CPI = 1.00,Case 5,PV = $ 1,400 EV = $ 1,600 AC = $ 1,400,A positive scenario; right? But is it because we are out-performing our learning-curve standards or because we planned too pessimistically?,Case 5,PV = $ 1,400 EV = $ 1,600 AC = $ 1,400,Here in this case

25、, we are getting work done at 114 percent efficiency.,SPI = 1.14 CPI = 1.14,Case 5,PV = $ 1,400 EV = $ 1,600 AC = $ 1,400,.work is ahead of schedule by 14 percent and under-running cost by 12.5%.,SV = + $ 200; SV % = + 14 % CV = + $ 200; CV % = + 12.5 %,Case 6,PV = $ 2,000 EV = $ 2,200 AC = $ 2,400,

26、In Case 6, work is being done efficiently, but a cost overrun is occurring.,SPI = 1.10 CV = - $ 200; CV % = - 9 %,Case 7,PV = $ 2,200 EV = $ 2,400 AC = $ 2,400,In Case 7, work is being done efficiently, and costs are right on target.,SPI = 1.09 CV = $ 0.00,Case 8,PV = $ 2,000 EV = $ 2,000 AC = $ 2,200,See if you can analyze this one!,Case 8,PV = $ 2,000 EV = $ 2,000 AC = $ 2,200,Were on schedule. But in order to be on schedule, its costing us $1.00 to do each 91-cents worth of work. Theres a $200 overrun as a result.,SV = $ 0.00 CV = - $ 200; C