5.Chapter Five.pptx

Chapter five: Project Budget management
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ProjectBudget
 A project budget is the total sum of money allocated for the particular
purpose of the project for a specific period of time. The goal of budget
management is to control project costs within the approved budget and
deliver the expected project goals.
 Project Budgeting is performed on the initial stages of project planning
and usually in parallel with the development of the project schedule.
 Budgeting serves as a control mechanism where actual costs can be
compared with and measured against the budget.
 The Project Manager should allocate all costs to project activities, and all
aspects of the project, including the cost of internal and external human
resources, equipment, travel, materials and supplies, should be
incorporated.
ResourceRequirements
 Resource requirements involve determining what resources (people,
equipment, services, and material) and the quantities of those resources are
required to complete the project.
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Resources under which all requirements can be grouped:
 Human or Labor resources; including consulting services, consist of the right
people with the expertise and skills needed to complete the activities on the
project schedule. People may come from the organization, or hired for the
duration of the project. People skills also include consultants who bring a
high level technical expertise that is not found in the organization or in the
local labor market. The project will develop a list of the human resource
requirements detailing the expertise level, areas of experience, education and
language requirements.
 Equipment and Material resources; equipment include all the specialized tools
needed by the project, from water pumps to electrical generators that will be
used by the project or delivered to the beneficiaries, it also includes the need
for vehicles and office equipment such as computers and printers. The
materials include a wider category of requirements such as utility services
such as electricity, telephone lines, access to the internet, office material,
office space and used by the project. The material may also include building
materials that will be used to build facilities, or food and medicines that will
be delivered to the beneficiaries

BudgetEstimate
 Once all project requirements have been documented, the next step is to
determine the costs of each requirement which will result in the creation of
the project budget.
 A cost estimate, which is the process to approximate the costs that the
project will spend to get or use the project resources.
 There are three types of budget estimates that occur during the project
cycle, these estimates – rough order of estimate, contract and definitive,
vary primarily on when they are done, how they are used and how accurate
they are.
1. Rough estimate
 Project managers develop the first budget estimate used before or
during the project initiation phase; to get a quick estimate of what
would the costs of the project be.
 It provides a rough idea of the project budget.
 Most rough estimates, depending on the project, have a range of
variance from –25% to +75%.
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2. Contractestimate
 Is more accurate, it is formulated late in the project's initiation stage.
 It is based on analogous estimating—taking budget lessons learned from a
similar project and applying them to the current project.
 A contract estimate is quick, but not very accurate. The range of variance
in the budget estimate is from –10 percent to +25 percent.
3. DefinitiveEstimate
 Is the most accurate of the estimate types, but takes the most time to
create. The definitive estimate makes use of the work breakdown structure
(WBS); which is a deliverables oriented decomposition of the project
scope.
 This type of estimate is usually made during the planning phase of the
project to get detailed information on all the project costs and it uses the
organization chart of accounts to track costs in the accounting system.
 The accuracy of this estimate is normally -5 percent to +10 percent,
meaning the actual costs could be 5 percent less or 10 percent more than
the definitive estimate.
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There are four basic methods to estimate a budget
1.Analogous
 This estimate technique uses the actual costs of a previous, similar project
for the basis for estimating the costs of the current project.
 This method is generally less costly than others, takes less time but is less
accurate.
2. Top-down
 It is a budget estimate when the total project budget is known and the
project needs to know the costs of each individual activity.
 Top down uses actual budgets from activities in similar past projects.
3. BottomUp
 Requires estimating the individual activities and the cost of each input and
is adding them up to get the project total.
4. Parametric
 Use standardized parameters that define the costs of an activity or task for a
specific rate or output.
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 For example the costs of training one person are a rate that can include
people, material and equipment costs that once it is multiplied for the
required number of people that need to be trained, gives the total budget
for the activity. For this example the parameter may include the type of
location, length of the training.
 Parametric model is quite popular in construction projects, costs can be
estimated based on square meters of construction to arrive at the total cost
for a building. The accuracy of this method depends on the data available
and whether or not the model can be scalable to different conditions.
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BudgetDevelopment
 This step involves putting it all together, including information from the
organization about cost recovery fees, shared cost pools, taxes, fees, and
donor regulations or restrictions.
 This step also includes the creation of a document that defines budget
authority and control mechanisms; the project budget management plan.
 The project budget is used to communicate what amounts will be spent on
categories of resources within a given time period. Most project budgets are
broken down by month.

BudgetApproval
 The final steps in estimating the budget are getting approval. The
completed project budget should be reviewed by the project team and be
reviewed by the representative from the finance department. Once the
project budget has been completed the next steps is to get approval for the
project budget, this occurs at three times during the project lifecycle,
During project negotiations with the donor which leads to the contact
budget, during the planning phase of the project when the project budget is
developed in more detail, following the organization chart of accounts, and
becomes the baseline budget.
 Approval of the project budget can result in negotiations between the
organization and the donor, depending on the size of the budget these
negotiations can take some time before the budget is approved and a
contract is signed.
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BudgetBaseline
 Once the project budget has been reviewed and approved the next step is to
create a budget baseline, the baseline is a time-phased budget that project
managers use to measure and monitor budget performance.
 The baseline will be used to compare with the actual costs incurred by the
project as it makes progress, every month new data come from the expenses
in personnel, purchases of goods and services and other project expenses
such as benefits and shared costs.
 The budget baseline will be used to control the budget using the Earned
Value calculations to determine how the project is performing according to
the progress made. Usually the total project is divided the total months/years
of the project duration.

Publish Budget
 The approved budget needs to be communicated to all people that will use it to
monitor, control and make decisions based on the information about the budget.
The list of people comes from the stakeholder communication needs developed
in the project communication management plan. Not all project stakeholders
need to have a copy of the budget and in some instances the organizations or
the donors regulations may dictate who has access to the budget information, as
these may contain private information such as salaries or benefits.
 An important element of publishing the budget is to include information on the
assumptions that were made to estimate the budget, it is important that the
donor, management and the project team understand these assumptions as they
will be revised as the project makes progress and if not treated accordingly can
create unnecessary risks to the project. For example, the donor may require the
purchase or a specific brand of vehicle and the costs is based on the assumption
that the vehicle can be acquired in the country at the cost quoted by a vendor,
but if the vendor is not able to provide the same vehicle at the costs originally
quoted, due to changes in market conditions, then the project will need to incur
in additional expenses to import the required vehicle as requested by the donor.
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BudgetExecution
 Executing the budget is the action of authorizing the expenses approved in
the project budget, the project manager then initiates to carry the activities
that lead to hiring project staff, purchase of equipment, materials and
services, all according to a project procurement plan developed during the
resource management process.
 This step occurs after the budget has been approved and the project
authorized to start its activities according to the project plan. At this
moment the finance department of the organization and the donor has
established the disbursement schedule that will put financial resources on a
bank account available for the project.
BUDGETCONTROL
 Controlling the budget is a critical responsibility of the project manager,
and it is equally important that the organization defines the roles and
responsibilities of all parties involved in budget control. Usually the
finance department's responsibility is to record, track and monitor the
budget and generates reports for the organization management.

Budget Targets
 Project budgets are usually set against finance department guidelines to
track against established targets such as a fiscal year, but the project may
need its own targets to monitor for specific areas of activities of the project.
One of these areas is the project milestones set in the project schedule and
its corresponding set of activities. By setting budget targets against a
schedule the project will be able to have a better opportunity to monitor and
control the budget.
 For example a phase target is set at $60,000 for starting March 1st for three
months. On May 30 the budget monthly reports that $55,000 were spent,
which may indicate the project is on track, but a revision of the activities
for that phase shows that only 60% have been completed, and with only $
$5,00 left the project will not be able to complete the activities of the phase.
The project manager needs to set budget targets to monitor the performance
of the project work.

AuthorizeExpenses
 Authorizing expenses follow the organization's policies that determine who
can authorize expenses on behalf of the project and the limits of the
authorizations, based on the amount some organizations choose to have
different levels of authorization, for large amounts two or three signature
may be needed to ensure the donor that proper controls are applied to
safeguard the correct use and application of the funds received from the
donor. The project manager usually approves the purchase orders for all
project expenditures for material, equipment and services following the
project schedule plan and the resource requirements list.
BUDGETCONTROL
 Monitoring and controlling the project budget ensures that only the
appropriate project changes are included in the budget baseline, that
information about authorized changes are communicated and corrective
actions are taken by those in charge. The action of budget control is also a
process of managing the budget.

BudgetReporting
 The typical report contains a list of all budget accounts (COA) and columns
that list the budget baseline, the cumulative expenses to date, the balance to
date and the burn ration or how the budget is spent according to the yearly
budget plan.
Belowisa simpleexampleof a budgetreport:
 Expense Reports: reports provide the expenses to date by account, project
number and funding code.
 Variance Reports: show the difference between what has been expensed and the
approved budget, the balance for each account.
BudgetPerformance
 Budget performance is the activity to see if the project expenses are being
executed according to the budget plan and helps identify deviations and
develop corrective actions.
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EarnedValueManagement
 Earned Value Management (EVM) is a project management technique that
measures project progress objectively.
 EVM combines measurements of scope performance, schedule
performance, and cost performance, within a single integrated
methodology.
 One of the most powerful aspects of EVM comes when a project measures
actual costs to earned value.
 For example: as of 10/1/07 , a project, having a budget of $1,000,000, is
planned to be 50 percent complete. The organization’s finance manager,
looking at the financial data that show that $400,000, or 40% has been
spent on the project to date, can report to management that the project is in
good financial shape. However, the project manager, measuring actual
percent complete, knows that they have only accomplished 30% of the
project scope. The project is not only behind schedule, but has spent
$400,000 to only do $300,000 worth of work.
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 EVM involves calculating three values for each activity or objective from
the project’s.
1. PlannedValue(PV)
 Is the total budget for an activity or the planned budget to be spent on an
activity during a give period. If an activity is scheduled to last 5 days and
will have a total cost of $1000, then each day costs $200.
2. ActualCost(AC)
 Is the total direct and indirect costs incurred in accomplishing work on an
activity during a given period. For the example above the actual costs
incurred for each day of work, even though the example above showed a
cost of $200 per day, the project may have incurred in $100 of additional
costs, making the actual costs in the third day higher than the planned
$600.
3. EarnedValue(EV)
 Is the percentage of work actually completed multiplied by the planned
value. Using the example above the project estimates a 50% completion,
multiplied by $600 gives a value of $300 for that activity on the third day.
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CostVariance(CV)
 Is the value obtained by deducting the project actual costs from the earned
value.
 It shows the difference between the estimated cost of an activity and the
actual costs of the activity.
 A negative number means that the work done cost more than planned, a
positive number means the work done cost less than planned. In the
example the Cost Variance will be $300- $700 = -$400 a negative value
meaning the work cost more than planned.
ScheduleVariance(SV)
 Schedule variance shows the difference between the scheduled completion
of an activity and the actual completion of that activity.
 SV is calculated by deducting planned value from earned value.
 A negative schedule means it took longer than planned to perform the work
of an activity, a positive schedule variance means it took less time than
planned to do the work.
 Using the example the SV will be $300 - $600 = -$300 a negative value meaning it took
longer to do the activity that originally planned.
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CostPerformanceIndex(CPI)
 Is the ratio of earned value to actual cost and is used to estimate the
projected cost of completing the project.
 A CPI equal to one or 100% means the planned and actual costs are equal
or the costs equal the budget.
 A value of less than 1 or less than 100% means the project is over budget, if
the CPI is greater than one or more than 100% then the project is under
budget.
SchedulePerformanceIndex(SPI)
 Is similar to the CPI, is used to estimate the projected time to complete the
project.
 A schedule performance index of one or 100% means the project is on
schedule, a value greater than one or higher than 100% means the project is
ahead of schedule, a value of less than one or less than 100% means the
project is behind schedule.
 Negative values on the performance indexes mean the project is either
running out of money faster than planned or will take longer than planned,
these are the value a project manager needs to monitor.
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Term Formula
Earned Value, EV EV = PV to date * percent completed
Cost Variance, CV CV = EV – AC
Schedule Variance, SV SV = EV – PV
Cost Performance Index, CPI CPI = EV / AC
Schedule Performance Index, SPI SPI = EV / PV
Example. A 12 month project is in its 4th month (33% of the time has been used),
but has accomplished only 25% of its activities and has spent 41% of its
financial resources according to the latest financial report. The project is at
33% planned progress. How can a project manager know if his project is on
track or not? The total budget for the projects is $1,200,000.
 The cost of activities planned for the 4th month is $400,000 (33%
x1,200,000), i.e. What we should have spent based on plans. Known as the
Planned Value (PV)
 The actual cost of activities completed is $500,000 (from financial reports).
The actual expenditures on month 4. Or Actual Cost – AC
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• The cost of activities delivered is $300,000 (25% x 1,200,000), the cost of
all activities completed to date. Or Earned Value - EV
• The above elements are part of the Earned Value analysis; Earned Value is
a performance measure that compares the amount of activities (work) that
was planned with what was actually performed to determine if cost and
schedule are proceeding as planned.
To knowwhetheror not the projectis on schedulecalculatethe following:
• Schedule Variance (SV) = EV – PV , SV = $300,000 - $400,00 =
($100,000). A negative number means the project is behind schedule. It has
spent more time than planned to deliver the activities
• Another way to calculate the variance is by the Schedule Performance
Index or SPI = EV/PV, SPI = $300,000/$400,00 = 0.75, a value less than 1
means the project is behind schedule.
To know whetheror not the projectis on budgetcalculate thefollowing:
• Cost Variance (CV) = EV – AC (or the difference between the budgeted
costs and the actual costs. For this example. CV = $300,000 - $500,000 =
($200,000). The negative result indicates a budget overrun.
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• Another way is by the Cost Performance Index (CPI) = EV/AC, CPI=
$300,000/$500,000 = 0.6. A value less than one means the project has a
budget overrun, in other words the project has spent more money that the
value of the activities delivered to date.
Exercises
1. You are managing a telecommunications project. The project is expected to
be completed in 10 months at a cost of $12000 per month. After 2 months,
you realize that the project is 30% completed at a cost of $60,000. What
are the Earned Value (EV) and the Cost Variance (CV)?
2. A software development project that you are managing has budget at
completion of $400,000. At month seven, 65% of the work was planned to
be complete but stands at 50%. Actual cost is $275,000. What is the
project's CPI and SPI?
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BudgetAnalysis
 Identify the causes for the deviations from plan. Major deviations from the
budget baseline need to be analyzed to determine what caused the difference
so that steps can be taken to prevent the situation from happening again in
the future, or with similar projects.
BudgetChanges
 Updates to the budget come from approved changes to the budget. For most
projects changes to the budget need to be approved by the donor, in some
instances the donor can give the project a small percentage that the project
can use to cover small budget modifications. In other instances the donor
may have strict limitations to allow budget changes, for example the donor
may specify that any unauthorized project expenses will not be covered by
the donor and leaving the organization with the responsibility to absorb
those charges.
 It is important that the project manager understands the donor contract
clauses and monitors, with special attention the accounts or budget items
that have restrictions. Not doing so may result in losses to the project and
the organization.

CorrectiveActions
 Some project may include a predefined limit by which a project may be
under or over budget during the project implementation phase, it is usually
set as a small percentage of the total, if the project is above the defined limit
then the project manager needs to take corrective actions to bring the budget
back on track, these actions may include trade-offs that will need to be
discussed with management and the donor, trade-off include reducing the
scope or lowering the quality.
 Corrective actions may include the use of alternative options to produce the
similar output using different inputs, the project manager will implement the
corrective actions and monitor their performance to see if they are effective
in reducing the project expenses and help bring the project back on track.
Corrective actions need to be consulted with the project team and the staff in
charge of the activities so that changes are implemented.

CaptureLessonsLearned
 The lessons can apply to the remainder of the project activities or two
future projects. For example, the initial estimates used to develop the
budget may have used wrong assumptions about the time it takes one
person to collect beneficiary data or poor road conditions increases the
costs of vehicle maintenance.
 The lessons captured need to be written as action steps that the project will
monitor and evaluate in the next reporting period. It makes no sense for a
project to capture lessons if the lessons are not used.
CommunicateChanges
 Changes to the budget need to be communicated and incorporated in the
system that track cost performance. Communicating the changes of the
budget to the people that will use the information helps reduce the chances
that the work will be done on activities that have been either cancelled or
postponed.

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