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18 views20 pages

0chap005 Estimating Project Times and Costs

Uploaded by

sadeelkhalil5
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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CHAPTER FIVE

Estimating Project
Times and Costs

McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill Companies, Inc. All
rights reserved.
Where We Are Now

5–2
Estimating Projects

• Estimating
–The process of forecasting or approximating the time
and cost of completing project deliverables.
–The task of balancing expectations of stakeholders
and need for control while the project is implemented.
• Types of Estimates
–Top-down (macro) estimates: analogy, group
consensus, or mathematical relationships
–Bottom-up (micro) estimates: estimates of elements
of the work breakdown structure

5–3
Why Estimating Time and Cost Are Important

• To support good decisions.


• To schedule work.
• To determine how long the project should take
and its cost.
• To determine whether the project is worth doing.
• To develop cash flow needs.
• To determine how well the project is progressing.
• To develop time-phased budgets and establish the
project baseline.

EXHIBIT 5.1

5–4
Factors Influencing the Quality of Estimates

Planning Horizon

Other
Project
(Nonproject)
Duration
Factors

Quality of
Organization Estimates People
Culture

Padding Project Structure


Estimates and Organization

5–5
Estimating Guidelines for Times,
Costs, and Resources

1. Have people familiar with the tasks make the estimate.


2. Use several people to make estimates.
3. Base estimates on normal conditions, efficient methods,
and a normal level of resources.
4. Use consistent time units in estimating task times.
5. Treat each task as independent, don’t aggregate.
6. Don’t make allowances for contingencies.
7. Adding a risk assessment helps avoid surprises
to stakeholders.

5–6
Top-Down versus Bottom-Up Estimating

• Top-Down Estimates
–Are usually are derived from someone who uses
experience and/or information to determine the project
duration and total cost.
–Are made by top managers who have little knowledge
of the processes used to complete the project.
• Bottom-Up Approach
–Can serve as a check on cost elements in the WBS
by rolling up the work packages and associated cost
accounts to major deliverables at the work package
level.

5–7
Top-Down versus Bottom-Up Estimating

Conditions for Preferring Top-Down or Bottom-up


Time and Cost Estimates

Condition Macro Estimates Micro Estimates


Strategic decision making X
Cost and time important X
High uncertainty X
Internal, small project X
Fixed-price contract X
Customer wants details X
Unstable scope X

TABLE 5.1

5–8
Estimating Projects: Preferred Approach

• Make rough top-down estimates.


• Develop the WBS/OBS.
• Make bottom-up estimates.
• Develop schedules and budgets.
• Reconcile differences between top-down
and bottom-up estimates

5–9
Top-Down Approaches for Estimating Project
Times and Costs

• Consensus methods
• Ratio methods
• Apportion method
Project Estimate
Times
• Function point methods for Costs
software and system projects
• Learning curves

5–10
Apportion Method of Allocating Project Costs
Using the Work Breakdown Structure

FIGURE 5.1

5–11
Phase Estimating over Product Life Cycle

FIGURE 5.3

5–12
Top-Down and Bottom-Up Estimates

FIGURE 5.4

5–13
Level of Detail

• Level of detail is different for


different levels of management.
• Level of detail in the WBS varies
with the complexity of the project.
• Excessive detail is costly.
–Fosters a focus on departmental outcomes
–Creates unproductive paperwork
• Insufficient detail is costly.
–Lack of focus on goals
–Wasted effort on nonessential activities

5–14
Types of Costs

• Direct Costs
–Costs that are clearly chargeable
to a specific work package.
• Labor, materials, equipment, and other
• Direct (Project) Overhead Costs
–Costs incurred that are directly tied to an identifiable
project deliverable or work package.
• Salary, rents, supplies, specialized machinery
• General and Administrative Overhead Costs
–Organization costs indirectly linked to a specific
package that are apportioned to the project

5–15
Contract Bid Summary Costs

Direct costs $80,000


Direct overhead $20,000
Total direct costs $100,000
G&A overhead (20%) $20,000
Total costs $120,000
Profit (20%) $24,000
Total bid $144,000

FIGURE 5.5

5–16
Refining Estimates

• Reasons for Adjusting Estimates


–Interaction costs are hidden in estimates.
–Normal conditions do not apply.
–Things go wrong on projects.
–Changes in project scope and plans.
• Adjusting Estimates
–Time and cost estimates of specific activities are
adjusted as the risks, resources, and situation
particulars become more clearly defined.

5–17
Creating a Database for Estimating

FIGURE 5.7

5–18
WBS Figure

TABLE 5.4

5–19
Key Terms

Apportionment methods Overhead costs


Bottom-up estimates Padding estimates
Contingency funds Phase estimating
Delphi method Range estimating
Direct costs Ratio methods
Function points Template method
Learning curves Time and cost databases

5–20

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