Project Management: Achieving
Competitive Advantage
Fifth Edition
Chapter 8
Cost Estimation and
Budgeting
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Learning Objectives
8.1 Understand the various types of common project costs
and key differences between them.
8.2 Apply common forms of cost estimation for project
work, including ballpark estimates, definitive estimates,
parametric estimates, and learning curve.
8.3 Apply top-down, bottom-up, activity-based, and time-
phased budgeting procedures for cost management.
8.4 Recognize the appropriateness of applying contingency
funds for cost estimation.
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PMBoK Core Concepts
Project Management Body of Knowledge (PMBoK) covered
in this chapter includes:
1. Plan Cost Management (PMBoK 7.1)
2. Estimate Costs (PMBoK 7.2)
3. Determine Budget (PMBoK 7.3)
4. Control Costs (PMBoK 7.4)
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Cost Management
• Cost management has been defined to encompass data
collection, cost accounting, and cost control.
• Cost accounting and cost control serve as the chief
mechanisms for identifying and maintaining control over
project costs.
• Cost estimation processes create a reasonable budget
baseline for the project.
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Common Sources of Project Cost
• Labor
• Materials
• Subcontractors
• Equipment and facilities
• Travel
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Types of Costs
• Direct Versus Indirect
• Recurring Versus Nonrecurring
• Fixed Versus Variable
• Normal Versus Expedited
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Figure 8.2 Project Price Breakdown
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Table 8.2 Cost Classifications
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Cost Estimation
• Ballpark (order of magnitude) 30%
• Comparative 15%
• Feasibility 10%
• Definitive 5%
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Learning Curves
Each doubling of output results in a reduction in time to
perform the last iteration.
Yx aX b
Where :
Yx = the time required for the x unit of output
a = the time required for the initial unit of output
X = the number of units to be produced
b = learning curve slope = log learning % log(2)
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Figure 8.6 Unit Learning Curve Log-
Linear Model
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Software Project Estimation—Function
Points
Function Point Analysis is a system for estimating the
size of software projects based on what the software does.
Function Points are a standard unit of measure that
represents the functional size of a software application.
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Figure 8.7 Software Project Development
Activities as a Function of Size
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Table 8.4 Complexity Weighting Table for
Function Point Analysis
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Table 8.5 Function Point Calculations for
Restaurant Reorder System
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Problems with Cost Estimation
• Low initial estimates
• Unexpected technical difficulties
• Lack of definition
• Specification changes
• External factors
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Creating a Project Budget
The budget is a plan that identifies the resources, goals, and schedule
that allows a firm to achieve those goals.
Figure 8.8 The Relationship Among WBS, Scheduling, and Budgeting
• Top-down
• Bottom-up
• Activity-based costing (ABC)
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Activity-Based Costing
Projects use activities and activities use resources.
1. Assign costs to activities that use resources.
2. Identify cost drivers associated with this activity.
3. Compute a cost rate per cost driver unit or transaction.
4. Multiply the cost driver rate times the volume of cost
driver units used by the project.
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Table 8.6 Sample Project Budget
Activity Direct Costs Budget Overhead Total Cost
Survey 3,500 500 4,000
Design 7,000 1,000 8,000
Clear Site 3,500 500 4,000
Foundation 6,750 750 7,500
Framing 8,000 2,000 10,000
Plumb and Wire 3,750 1,250 5,000
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Table 8.7 Sample Budget Tracking Planned
and Actual Activity Costs
Activity Direct Costs Budget Overhead Total Cost
Survey 4,000 4,250 250
Design 8,000 8,000 -0-
Clear Site 4,000 3,500 (500)
Foundation 7,500 8,500 1,000
Framing 10,000 11,250 1,250
Plumb and Wire 5,000 5,150 150
Total 38,500 40,650 2,150
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Table 8.8 Example of a Time-Phased
Budget
Months Total by
Activity January February March April May Activity
Survey 4,000 Blank Blank Blank Blank 4,000
Design Blank 5,000 3,000 Blank Blank 8,000
Clear Site Blank 4,000 Blank Blank Blank 4,000
Foundation Blank Blank 7,500 Blank Blank 7,500
Framing Blank Blank Blank 8,000 2,000 10,000
Plumb and Wire Blank Blank Blank 1,000 4,000 5,000
Monthly Planned 4,000 9,000 10,500 9,000 6,000 Blank
Cumulative 4,000 13,000 23,500 32,500 38,500 38,500
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Figure 8.9 Cumulative Budgeted Cost of
the Project
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Budget Contingencies
The allocation of extra funds to cover uncertainties and
improve the chance of finishing on time.
Contingencies are needed because:
1. Project scope may change
2. Murphy’s Law is present
3. Cost estimation must anticipate interaction costs
4. Normal conditions are rarely encountered
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Benefits to Contingency Funding
1. Recognizes future contains unknowns
2. Adds provision for company plans for an increase in
project cost
3. Applies contingency fund as an early warning signal to a
potential overdrawn budget
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Summary
1. Understand the various types of common project costs
and key differences between them.
2. Apply common forms of cost estimation for project work,
including ballpark estimates, definitive estimates,
parametric estimates, and learning curve.
3. Apply top-down, bottom-up, activity-based, and time-
phased budgeting procedures for cost management.
4. Recognize the appropriateness of applying contingency
funds for cost estimation.
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Copyright
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