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Type of Estimate
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Rough order of magnitude (ROM) Definitive estimate (sometimes a budget-level estimate can be used from -10 to +25 percent)
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Accuracy Range When Used
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50 percent Early in the project life cycle or when confidence is low concerning the information available (for example, for a new and unique project) Later in the life cycle or when confidence is high concerning the information available (for example, for a repeat project)
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10 percent
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Table 7-1
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Range of Estimating Accuracy
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7: Project Cost Management
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As always, the best place to start the cost-estimating process is to look at the work (inputs and outputs) collected and created thus far from previous processes However, you need to look at the information from a slightly different perspective for example, dollars and cents as they tie to work (time, resources, deliverables, and so on) as opposed to descriptions For example, instead of looking at the scope statement as a way to define the deliverables, look at it for signs of the cost of the deliverables to the project You should also look for language that translates into a direct or indirect cost to your project, such as Security services will continue to be provided by Watchdog, Inc This means you are forced to use a security resource and are likely bound by an existing contract for predetermined cost to the project While reviewing the contract for Watchdog, Inc, you also see it is a five-year contract with 5 percent cost of living adjustment (COLA) increases every year over the life of the contract See what I mean Now you are looking at the dollars and cents of cost management This makes a big difference
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More and more companies are requiring that the project manager calculate the project costs and factor the ROI (return on investment) and other cost benefit models into the project product The goal is to see the value of the project once its deliverables are in operation[1]
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Cost vs Pricing Keep in mind that cost and pricing are two different things Cost is an expenditure of money, time, and labor to acquire or provide goods and/or services whereas pricing is the cost plus profit margin Profit Margin Profit is important to a company s ability to stay in business Profit margin (or net profit) is a measure of profitability that is calculated by finding the net profit as a percentage of the company s revenue (see Figure 7-1) A low profit margin indicates a low margin of safety: The risk is higher that a decline in sales will erase profits and result in a net loss For example, suppose a company produces a product that sells for $10 The cost to produce the product is $6, and the company also has to pay $2 in taxes That makes the company s net income $2 Because the revenue is $10, the profit margin would be (2/10) or 20 percent
Net profit (after taxes) 100 Revenue
Net profit margin =
Figure 7-1
Net profit margin formula
PMP Certification: A Beginner s Guide
Wikipedia provides the following definition: Profit margin is an indicator of a company s pricing policies and its ability to control costs Differences in competitive strategy and product mix cause the profit margin to vary among different companies [2]
Estimate Costs Inputs
Six inputs are identified for the Estimate Costs process:
Scope baseline The focus here is on the costs to the project Project schedule Specifically the activities and work packages converted from duration in days (most likely) to hours and cost Human resource plan Staffing is key to labor costs, including subcontractors, vendors, suppliers, hourly rates, cost of employee benefits (sometimes called a burden rate), cost of office space (occupancy), and equipment (phones, desks, PCs, and so on) Risk register The cost to mitigate risk events, should they occur, and the cost of inspection to ensure against risk Enterprise environmental factors The cost of information, impact of market conditions, and so on Organizational process assets Cost-estimating policies, templates, historical information, and cost to store the project documents
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