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COST AND VALUE MANAGEMENT IN PROJECTS Ray R. Venkataraman and Jeffrey K. Pinto John Wiley & Sons, Inc. This book is printed on acid-free paper. Copyright 2008 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. For general information on our other products and services please contact our Customer Care Department within the U.S. at 800-762-2974, outside the U.S. at 317-572-3993 or fax 317-572-4002. Wiley also publishes its books in a variety of electronic formats. Some content that appears in print, however, may not be available in electronic books. For more information about Wiley products, visit our Web site at www.wiley.com. Library of Congress Cataloging-in-Publication Data: Venkataraman, Ray R. Cost and value management in projects / Ray R. Venkataraman and Jeffrey K. Pinto. p. cm. Includes bibliographical references and index. ISBN 978-0-470-06913-4 (cloth) 1. Project management. 2. Cost control. 3. Value analysis (Cost control) I. Pinto, Jeffrey K. II. Title. HD69.P75V46 2008 658.404—dc22a 2007024563 Printed in the United States of America. 10987654321 Contents 1 Introduction to the Challenge of Cost and Value Management in Projects 1 1.1 Importance of Cost and Value Management in Projects 2 1.2 Keys to Effective Project Cost Management 6 1.3 Essential Features of Project Value Management 8 1.4 Organization of the Book 9 References 14 2 Project Needs Assessment, Concept Development, and Planning 17 2.1 Needs Identification 19 2.2 Conceptual Development 22 2.3 The Statement of Work 23 2.4 Project Planning 27 2.5 Project Scope Definition 28 2.5.1 Purpose of the Scope Definition Document 29 2.5.2 Elements of the Scope Definition Document 29 2.5.3 Project Scope Changes 30 2.6 Work Breakdown Structure 32 2.6.1 Types of Work Breakdown Structures 34 2.6.2 Work Breakdown Structure Development 35 2.6.3 Coding of Work Breakdown Structures 38 2.6.4 Integrating the WBS and the Organization 38 2.6.5 Guidelines for Developing a Work Breakdown Structure 42 References 42 3 Cost Estimation 43 3.1 Importance of Cost Estimation 44 3.2 Problems of Cost Estimation 45 v vi Contents 3.3 Sources and Categories of Project Costs 49 3.4 Cost Estimating Methods 51 3.5 Cost Estimation Process 56 3.5.1 Creating the Detailed Estimate 56 3.6 Allowances for Contingencies in Cost Estimation 59 3.7 The Use of Learning Curves in Cost Estimation 61 References 64 Appendix 67 4 Project Budgeting 83 4.1 Issues in Project Budgeting 83 4.2 Developing a Project Budget 85 4.2.1 Issues in Creating a Project Budget 85 4.3 Approaches to Developing a Project Budget 85 4.3.1 Top-down Budgeting 86 Top-down Budgeting: Advantages 86 Top-down Budgeting: Disadvantages 87 4.3.2 Bottom-up Budgeting 88 Bottom-up Budgeting: Advantages 89 Bottom-up Budgeting: Disadvantages 90 4.4 Activity-based Costing 90 4.4.1 Steps in Activity-based Costing 90 4.4.2 Cost Drivers in Activity-based Costing 91 4.4.3 Sample Project Budget 1 91 4.4.4 Sample Project Budget 2 92 4.5 Program Budgeting 93 4.5.1 Time-phased Budgets 93 4.5.2 Tracking Chart 94 4.6 Developing a Project Contingency Budget 95 4.6.1 Allocation of Contingency Funds 95 4.6.2 Drawbacks of Contingency Funding 96 4.6.3 Advantages of Contingency Funding 97 4.7 Issues in Budget Development 98 4.8 Crashing the Project: Budget Effects 99 Crashing Project Activities—Decision Making 100 References 104 Contents vii 5 Project Cost Control 105 5.1 Overview of the Project Evaluation and Control System 105 5.1.1 Project Control Process 106 5.2 Integrating Cost and Time in Monitoring Project Performance: The S-Curve 107 5.3 Earned Value Management 111 5.4 Earned Value Management Model 112 5.5 Fundamentals of Earned Value 114 5.6 EVM Terminology 114 5.7 Relevancy of Earned Value Management 115 5.8 Conducting an Earned Value Analysis 117 5.9 Performing an Earned Value Assessment 119 5.10 Managing a Portfolio of Projects with Earned Value Management 122 5.11 Important Issues in the Effective Use of Earned Value Management 123 References 126 6 Cash Flow Management 127 6.1 The Concept of Cash Flow 127 6.2 Cash Flow and the Worth of Projects 131 6.2.1 The Time Value of Money, and Techniques for Determining It 132 6.2.2 Applying Discounting to Project Cash Flow 134 6.3 Payment Arrangements 137 6.3.1 Cost-reimbursable Arrangements 138 6.3.2 Payment Plans 140 6.3.3 Claims and Variations 142 6.3.4 Cost Variation Due to Inflation and Exchange Rate Fluctuation 144 6.3.5 Price Incentives 145 6.3.6 Retentions 146 References 148 7 Financial Management in Projects 149 7.1 Financing of Projects Versus Project Finance 149 7.2 Principles of Financing Projects 150 viii Contents 7.3 Types and Sources of Finance 151 7.4 Sources of Finance 153 7.5 Cost of Financing 153 7.6 Project Finance 154 7.7 The Process of Project Financial Management 156 7.7.1 Conducting Feasibility Studies 156 7.7.2 Planning the Project Finance 156 7.7.3 Arranging the Financial Package 157 7.7.4 Controlling the Financial Package 157 7.7.5 Controlling Financial Risk 158 7.7.6 Options Models 159 References 161 8 Value Management 163 8.1 Concept of Value 163 8.2 Dimensions and Measures of Value 166 8.3 Overview of Value Management 167 8.3.1 Definition 168 8.3.2 Scope 168 8.3.3 Key Principles of VM 168 8.3.4 Key Attributes of VM 169 8.4 Value Management Terms 169 8.5 Need for Value Management in Projects 171 8.6 The Value Management Approach 171 8.6.1 Cross-functional Framework 172 8.6.2 Use of Functions 172 8.6.3 Structured Decision Process 172 8.7 The VM Process 173 8.8 Benefits of Value Management 175 8.9 Other VM Requirements 175 8.10 Value Management Reviews 176 8.11 Relationship between Project Value and Risk 180 8.12 Value Management as an Aid to Risk Assessment 181 8.13 An Example of How VM and Risk Management Interrelate 182 References 184 9 Change Control and Configuration Management 185 9.1 Causes of Changes 186 9.2 Influence of Changes 190 Contents ix 9.3 Configuration Management 191 9.4 Configuration Management Standards 192 9.5 The CM Process 193 9.6 Control of Changes 196 9.7 Change Control Procedure and Configuration Control 197 9.8 Responsibility for the Control of Changes 200 9.9 Crisis Management 201 9.10 An Example of Configuration Management 202 References 206 10 Supply Chain Management 209 10.1 What Is Supply Chain Management? 210 10.2 The Need to Manage Supply Chains 211 10.3 SCM Benefits 212 10.4 Critical Areas of SCM 213 10.4.1 Customers 213 10.4.2 Suppliers 213 10.4.3 Design and Operations 214 10.4.4 Logistics 214 10.4.5 Inventory 215 10.5 SCM Issues in Project Management 215 10.6 Value Drivers in Project Supply Chain Management 217 10.7 Optimizing Value in Project Supply Chains 220 10.7.1 Total Quality Management 220 10.7.2 Choosing the Right Supply Chain 221 10.8 Project Supply Chain Process Framework 221 10.8.1 Procurement 221 Supply Chain Relationships 223 Supplier Development 224 10.8.2 Conversion 224 10.8.3 Delivery 225 10.9 Integrating the Supply Chain 225 10.10 Performance Metrics in Project Supply Chain Management 227 10.11 Project Supply Chain Metrics and the Supply Chain Operations Reference (SCOR) Model 230 10.12 Future Issues in Project Supply Chain Management 231 References 232 x Contents 11 Quality Management in Projects 235 11.1 Definition of Quality in Projects 235 11.2 Elements of Project Quality 237 11.2.1 The Project’s Product 238 Quality Engineering 239 11.2.2 Management Processes 243 11.2.3 Quality Planning 243 11.2.4 Quality Assurance (QA) 244 11.2.5 Quality Control 245 11.2.6 Corporate Culture 245 11.3 Total Quality Management (TQM) in Projects 245 11.4 Quality Management Methods for a Project Organization 247 11.4.1 The Six Sigma Methodology 249 11.4.2 The Six Sigma Model for Projects 250 11.4.3 Application of Six Sigma in Software Project Management 252 11.5 Quality Standards for Projects 252 References 253 12 Integrating Cost and Value in Projects 255 12.1 The Project Value Chain 255 12.2 Project Value Chain Analysis 257 12.3 Sources and Strategies for Integrating Cost and Value in Projects 259 12.3.1 The Project’s Inbound Supply Chain 260 12.3.2 Project Design 260 12.3.3 Project Development 265 12.3.4 Project Delivery/Implementation 267 Life-cycle Costing 268 12.3.5 Costs of Project Life Cycle Employing the LCC Model 271 12.4 Integrated Value and Risk Management 272 12.5 The Project Cost and Value Integration Process 274 References 277 Index 279 Chapter 1 Introduction to the Challenge of Cost and Value Management in Projects The past 30 years have witnessed a dramatic increase in the number and variety of organizations engaged in project-based work.
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