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0 -1,000 -1,000
1 500 100
2 400 300
3 300 400
4 100 600
0 1 2 3 4
10%
2. Analytical Techniques
3. Meetings
6. Reserve Analysis
7. Cost of Quality
A. fixed cost.
B. sunk cost.
C. net present value (NPV).
D. opportunity cost.
1. Cost Aggregation
2. Reserve Analysis
3. Expert Judgment
4. Historical Relationships
• Cost Baseline
use EVM.
PV = $42,000
EV = $38,000
AC = $48,000
CV = EV – AC
= $38,000 - $48,000 = -$10,000
CV% = CV / EV
= -$10,000 / $38,000 = -26%
PMP - Project Cost Management 43
EVM Example – contd.
PV = $42,000
EV = $38,000
AC = $48,000
SV = EV – PV
= $38,000 - $42,000 = -$4,000
SV% = SV / EV
= -$4,000 / $42,000 = -9.5%
PMP - Project Cost Management 44
EVM Example – contd.
PV = $42,000
EV = $38,000
AC = $48,000
CPI= EV / AC
= $38,000 / $48,000 = 0.79
For each $1 spent, a work worth $0.79 was
actually performed.
PMP - Project Cost Management 45
EVM Example – contd.
PV = $42,000
EV = $38,000
AC = $48,000
SPI= EV / PV
= $38,000 / $42,000 = 0.90
• judgment.
• EV = $ 1,860
• AC = $ 1,860
Spending Variance
= EV – AC = - $ 200
• AC = $ 1,700
SV = EV – PV = - $ 400
SV % = SV / PV x 100 = - 21 %
CV = EV – AC = - $ 200
CV % = CV / EV x 100 = -13 %
SPI = EV / PV = $ 0.79
CPI = EV / AC = $ 0.88
• EV = $ 1,500
• AC = $ 1,700
EV = $ 2,400
AC = $ 2,200
AC = $ 2,200
SPI = 0.92
SV = - $ 200; SV % = - 8 %
CV = $ 200; CV % = 8 %
CPI = 1.09
SV = - $ 200; SV % = - 12 %
SPI = 0.88
PMP - Project Cost Management 59
Case 4
PV = $ 1,700
...but the cost of EV = $ 1,500
the work
accomplished is
AC = $ 1,500
just as we
budgeted.
CV = $ 0.00
CPI = 1.00
SPI = 1.14
CPI = 1.14
PMP - Project Cost Management 62
Case 5
PV = $ 1,400
EV = $ 1,600
...work is ahead of
schedule by 14 AC = $ 1,400
percent and
under-running cost
by 12.5%.
SV = $ 200; SV % = 14 %
CV = $ 200; CV % = 12.5 %
PMP - Project Cost Management 63
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