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1、Chapter 7:Project Cost ManagementInformation Technology Project Management,Fourth Edition1Information Technology Project Management,Fourth EditionChapter 7:Project Cost ManagementThe Importance of Project Cost ManagementBasic Principles of Cost ManagementCost EstimatingCost BudgetingCost ControlUsin
2、g Software to Assist in Cost Management2Information Technology Project Management,Fourth EditionThe Importance of Project Cost ManagementIT projects have a poor track record for meeting budget goals.The 2003 CHAOS studies showed the average cost overrun(the additional percentage or dollar amount by
3、which actual costs exceed estimates)was 43 percent.U.S.lost$55 billion in IT projects in 2002 from cancelled projects and overruns compared to$140 billion in 1994.3Information Technology Project Management,Fourth EditionWhat Went Wrong?According to the San Francisco Chronicles front-page story,“Comp
4、uter Bumbling Costs the State$1 Billion,”the state of California had a series of expensive IT project failures in the late 1990s,costing taxpayers nearly$1 billionIt was ironic that the state that was leading in the creation of computers was also the state most behind in using computer technology to
5、 improve its services.The Internal Revenue Service(IRS)managed a series of project failures that cost taxpayers over$50 billion a yearroughly 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
6、 finance system.4Information Technology Project Management,Fourth EditionWhat is Cost?Cost is a resource sacrificed or foregone to achieve a specific objective,or something given up in exchange.The reasons of cost overrun:The original cost estimates for IT projects are low to begin with or based on
7、very unclear project requirementsNot emphasizing the importance of realistic project cost estimates from the outset.Many information technology professionals think preparing cost estimates is s job of accountants.Preparing good cost estimates is a very demanding,important skill that all information
8、technology professionals need to acquire.Many information technology projects involve new technology or business processes.Cost grow and failure are to be expected?Wrong.Using good project cost management can change this false perception.5Information Technology Project Management,Fourth EditionWhat
9、is Project Cost Management?Project cost management includes the processes required to ensure that the project is completed within an approved budget.It is project managers job to satisfy project stakeholders while continuously striving to reduce and control costs.Project Cost Management ProcessesCos
10、t estimating:Developing an approximation or estimate of the costs of the 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.6Infor
11、mation Technology Project Management,Fourth EditionChapter 7:Project Cost ManagementThe Importance of Project Cost ManagementBasic Principles of Cost ManagementCost EstimatingCost BudgetingCost ControlUsing Software to Assist in Cost Management7Information Technology Project Management,Fourth Editio
12、nBasic Principles of Cost ManagementMost members of an executive board have a better understanding and are more interested in financial terms than IT terms,so IT project managers must speak their language.Profits are revenues minus expenses.Life cycle costing considers the total cost of ownership,or
13、 development plus support costs,for a project.Cash flow analysis determines the estimated annual costs and benefits for a project and the resulting annual cash flow.Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars.Intangible costs or benefits
14、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.8Information Technology Project Management,Fourth EditionBasic Principles of Cost ManagementIndirect costs are costs that ar
15、e 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.Learning curve theory states that when many
16、 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 situati
17、ons 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).9Information Technology Project Management,Fourth EditionCost of Software Defe
18、ctsIt is important to spend money up-front on IT projects to avoid spending a lot more later.10Information Technology Project Management,Fourth EditionChapter 7:Project Cost ManagementThe Importance of Project Cost ManagementBasic Principles of Cost ManagementCost EstimatingCost BudgetingCost Contro
19、lUsing Software to Assist in Cost Management11Information Technology Project Management,Fourth EditionCost EstimatingProject managers must take cost estimates seriously if they want to complete projects within budget constraints.Its important to know the types of cost estimates,how to prepare cost e
20、stimates,and typical problems associated with IT cost estimates.12Information Technology Project Management,Fourth EditionTypes of Cost Estimates13Information Technology Project Management,Fourth EditionMore on Cost EstimatingAfter developing a good resource requirements list,project manager and the
21、ir team must develop several estimates of the costs for these resources.The number and type of cost estimates vary by application area,the main point is that estimates are usually done at various stages of a project and should become more accurate as time progresses.For IT project estimates,this acc
22、uracy range is often much wider.In addition to creating cost estimates,it is also important to provide supporting details for the estimates.These details should make it easier to prepare an updated estimate or similar estimate as needed.Ground rules and assumptionsA description of the project(scope
23、statement,WBS,and so on)usedDetails on the cost estimation tools and techniques used to create the estimate.14Information Technology Project Management,Fourth EditionCost Management PlanA cost management plan is a document that describes how the organization will manage cost variances on the project
24、.A large percentage of total project costs are often labor costs,so project managers must develop and track estimates for labor.15Information Technology Project Management,Fourth EditionCost Estimation Tools and TechniquesAnalogous or top-down estimates:Use the actual cost of a previous,similar proj
25、ect as the basis for estimating the cost of the current project.Bottom-up estimates:Also called Activity Based Costing,involve estimating individual work items or activities and summing them to get a project total.Parametric modeling:Uses project characteristics(parameters)in a mathematical model to
26、 estimate project costs.Function points:Technology-independent assessments of the functions involved in developing a system.Source Lines of Code(SLOC):A human-written line of code that is not a blank line or comment.Computerized tools:Tools,such as spreadsheets and project management software,that c
27、an make working with different cost estimates and cost estimation tools easier.16Information Technology Project Management,Fourth EditionTypical Problems with IT Cost EstimatesDeveloping an estimate for a large software project is a complex task that requires a significant amount of effort.Many esti
28、mate must be done quickly and before system requirements have been produced.Estimate are done at various stages of the project,and project manager need to explain the rationale for each estimate.People who develop estimates often do not have much experience.Human beings are biased toward underestima
29、tion.Management might ask for an estimate,but really desire a bid to win a major contract or get internal funding.17Information Technology Project Management,Fourth EditionSample Cost EstimateBefore creating an estimate,know what it will be used for,gather as much information about the project as po
30、ssibleClarify the ground rules and assumptions for the estimate.If possible,estimate costs by major WBS categories.Create a cost model to make it easy to change and document the estimate.18Information Technology Project Management,Fourth EditionSurveyor Pro Project Cost Estimate19Information Technol
31、ogy Project Management,Fourth EditionSurveyor Pro Software Development Estimate20Information Technology Project Management,Fourth EditionChapter 7:Project Cost ManagementThe Importance of Project Cost ManagementBasic Principles of Cost ManagementCost EstimatingCost BudgetingCost ControlUsing Softwar
32、e to Assist in Cost Management21Information Technology Project Management,Fourth EditionCost BudgetingCost budgeting involves allocating the project cost estimate to individual work items over time.The WBS is a required input for the cost budgeting process because it defines the work items.Important
33、 goal is to produce a cost baseline:A time-phased budget that project managers use to measure and monitor cost performance.22Information Technology Project Management,Fourth EditionSurveyor Pro Project Cost Baseline23Information Technology Project Management,Fourth EditionChapter 7:Project Cost Mana
34、gementThe Importance of Project Cost ManagementBasic Principles of Cost ManagementCost EstimatingCost BudgetingCost ControlUsing Software to Assist in Cost Management24Information Technology Project Management,Fourth EditionCost ControlProject cost control includes:Monitoring cost performance.Ensuri
35、ng 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.Many organizations around the globe have problems with cost control.25Information Technology Project Management,Fourth EditionMe
36、dia SnapshotAustralia:Problems with the installation of an ERP system at Crane Group Ltd.led to an estimated cost overrun of$11.5 million.India:As many as 274 projects currently under implementation in the Central sector are suffering serious cost and time overruns.Pakistan:Pakistan has sustained a
37、cost overrun of Rs 1.798 billion(over$30 million U.S.dollars)in the execution of the 66.5 megawatt Jagran Hydropower Project in the Neelum Valley.United States:Northern California lawmakers were outraged over Governor Arnold Schwarzeneggers announcement that commuters should have to pay construction
38、 costs on Bay Area bridges.Maybe it takes the Terminator to help control costs!26Information Technology Project Management,Fourth EditionEarned Value Management(EVM)EVM is a project performance measurement technique that integrates scope,time,and cost data.Given a baseline(original plan plus approve
39、d changes),you can determine how well the project is meeting its goals.You must enter actual information periodically to use EVM.Earned Value Management TermsThe 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 g
40、iven 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.It is based on the original planned costs for the project or activity and
41、 the rate at which the team is completing work on the project or activity to date.Rate of performance(RP)is the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity.27Information Technology Project Manage
42、ment,Fourth EditionEarned Value Calculations for One Activity After Week One28Information Technology Project Management,Fourth EditionProject Portfolio ManagementMany organizations collect and control an entire suite of projects or investments as one set of interrelated activities in a portfolio.Pro
43、ject portfolio management has five levels:1.Put all your projects in one database.2.Prioritize the projects in your database.3.Divide your projects into two or three budgets based on type of investment.4.Automate the repository.5.Apply modern portfolio theory,including risk-return tools that map pro
44、ject risk on a curve.29Information Technology Project Management,Fourth EditionBenefits of Portfolio ManagementSchlumberger saved$3 million in one year by organizing 120 information technology projects into a portfolio.META Group research shows that:Organizations that evaluate information technology
45、 projects by what their business impacts are and what their potential business values will be implement projects that result in 25 percent more improvement to the bottom line.By 2005-2006,more than 50 percent of the CIOs for Global 2000 companies will adopt project portfolio management tools and tec
46、hniques for IT projects,asset management,and budget planning and monitoring.Business executives state that using project portfolio management allows managers to make decisions faster and with more confidence30Information Technology Project Management,Fourth EditionUsing Software to Assist in Cost Ma
47、nagementSpreadsheets 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.31Information Technology Project Management,Fourth EditionSample Project Portfolio Management Screen Showing Project Health32Information Technology Project Management,Fourth Edition演讲完毕，谢谢观看！