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Project Cost Management - Coggle Diagram

- - - - estimates
      - budgeting
      - controlling costs
    - - project charter
      - pm plan
        
        schedule management plan
        
        risk management plan
      - eef
        
        currency eschange rates
        
        market conditions
      - opa
    - - expert judgment
      - data analysis
      - meetings
    - - cost management plan
        
        units of measures
        
        level of precision
        
        level of accuracy
        
        organizational procedure links
        
        control threasolds
        
        cost estimating approach
        
        rules of performance measurement
        
        reporting formats
  - - - cost vs buy
      - cost vs lease
    - - Rough Order of Magnitude
        
        -25% 75%
      - Budget estimate
        
        based on scope
        
        -10% +25%
      - definitive estimate
        
        bottom-up
        
        -5% 10%
    - - pm plan
        
        cost management plan
        
        quality management plan
        
        scope baseline
        
        funding constraints
        
        wbs
        
        shows deliverables relationships
        
        wbs dictionary
        
        description of the work
      - project documents
        
        lessons learned register
        
        project schedule
        
        resource availability
        
        timing of procurement
        
        know when a cost must be set
        
        seasonal cost variations
        
        resources requirements
        
        risk register
        
        management reserves
        
        unknown unknows
        
        risks cannot identify
        
        contingency reserves
        
        known risk events
        
        opportunities
        
        threats
      - eef
      - opa
    - - expert judgment
      - analogous estimating
      - parametric estimating
      - bottom-up estimating
      - three-point estimating
      - data analysis
        
        alternative analysis
        
        reserve analysis
        
        cost of quality
      - pmis
      - decision making
      - voting
    - - cost etimates
      - basis of estimates
      - pm documents udates
        
        assumption log
        
        lessons learned register
        
        risk register
    - - direct costs
        
        project work
        
        cannot be shared among projects
      - indirect costs
        
        shared among projects
        
        es. facilities, pmis licences
      - variable costs
        
        vary based on conditions
        
        es. supply and demand of materials
        
        es. travel costs
      - fixed costs
        
        costant throughout the project
        
        es. rented equipment
  - - - exclude management reserve
      - incudes contingency reserves
        
        known risks
    - - pm plan
        
        cost management plan
        
        resource management plan
        
        scope baseline
      - project documents
        
        basis of estimates
        
        cost estimates
        
        project schedule
        
        risk register
      - business documents
        
        business case
        
        benefits management plan
      - agreements
      - eef
      - opa
    - - expert judgment
      - cost aggregation
      - data analysis
        
        reserve analysis
      - historical information review
        
        parametric estimates
        
        analogous estimats
        
        scalable models
        
        funzione lineare
        
        quantifiable models
        
        accuracy fo historical data
      - funding limit reconciliation
        
        reconcile planned and actual costs
        
        cost variances
        
        corrective actions
        
        improve estimate
        
        reduce costs
      - financing
    - - cost baseline
        
        x schedule
        
        y cost
        
        cost-to-date
        
        variance
        
        measures performances
        
        spend more
        
        es. due to crashing
        
        spend less
        
        chash flow
        
        also cash back from
        deliverables
      - project funding requirements
        
        cost baseline will determine
        when project need cash
        
        step fundings
        
        phases
        
        phase gates
        
        stage gates
        
        time to complete the next phase
        
        review gates
        
        kill points
        
        instead of step funding
      - project documents updates
        
        cost estimate
        
        project schedule
        
        risk register
- - - - BAC
        
        Budget ad Completition
        
        Remain budget
        
        es. 250.000 dollars
      - EV
        
        Earned Value
        
        %Complete*BAC
        
        example
        
        40% completed schedule
        
        EV = 0.4*250.000 = 100.000 dollars
      - PV
        
        Planned Value
        
        %Planned*BAC
        
        example
        
        55% expected completed schedule
        (as planned)
        
        PV = 0.55*250.000 = 137.000 dollars
      - AC
        
        Actual Cost
        
        Planned Budget - BAC
        
        es. 112.000 dollars
      - variances
        
        Cost Variance
        
        EV-AC
        
        es = 100.000-112.000=-12.000 dollars
        
        Schedule Variance
        
        EV-PV
        
        100.000-137.000=-37.000 dollars
      - performances
        
        CPI
        
        Cost Performance Index
        
        EV/AC
        
        es. 100.000/112.000=0.89
        
        for every dollar spent we loose 11 cents
        
        SPI
        
        Schedule Performance Index
        
        EV/PV
        
        es. 100.000/137.000=0.73
        
        27% off schedule
      - forecast
        
        EAC
        
        Estimate At Completion
        
        es 250.000/0.89=280.000 dollars
        
        BAC/CPI
        
        Estimateat Competition (based on current cost performances)
        
        AC+(BAC-EV)
        
        Final project costs based on current performance
        
        es 112.000 + (250.000 - 100.000) = 262.000 dollars
        
        Estimate at Completition (based on SPI and CPI factors)
        
        AC+[(BAC-EV)/(CPI*SPI)]
        
        ES 112 + [(250.000-100.000)/(0.89*0.73)] = 342.769 dollars
        
        ETC
        
        Estimate to Complete
        
        EAC-AC
        
        es 280.000-112.000=168.000 dollars
        
        TCPI
        
        To-Complete Performance Index (based on BAC)
        
        TCPI=(BAC-EV)/(BAC-AC)
        
        can you meet the BAC?
        
        es. (250.000-100.000)/(250.000-112.000)=1.09
        
        minus one is better
        
        To-Complete Performance Index (based on EAC)
        
        TCPI=(BAC-EV)/(EAC-AC)
        
        can you meet the EAC?
        
        es (250.000-100.000)/(280.000-112.000)=0.89
        
        minus one is better
        
        VAC
        
        Variance At Completition
        
        BAC-EAC