E2 Project Management

Module 3

Cost and Quality Management

Introduction
This module examines the two core project management functions – cost
and quality management. Project Cost Management encompasses the
processes required to ensure that a project is completed within an
approved budget. The four key processes involved in cost management
are resource planning, cost estimating, cost budgeting and cost control.

At the end of this Module, you will be given an assignment, which is

based on the body of knowledge of cost management. You will complete
an earned value analysis based on a question provided.

Upon completion of this module you will be able to:

 describe the importance of cost management and the fundamental

reasons for the project cost over runs.
 construct a basic project calendar incorporating the different
types of durations, e.g. effort hours and elapsed time.
Outcomes
 construct a basic Responsibility Assignment Matrix to allocate
the resources of a project.
 explain the three most common organisation structures in project
management.
 discuss the attributes of various cost estimation tools and
techniques used in project.
 apply the Earned Value Analysis (EVA) concept and calculation
in analysing the progress of a project.
 explain the common definitions of quality in project
management.
 discuss the three main processes in project quality management.
 apply various quality tools; cause-and-effect diagram, control
chart, Pareto Analysis, in project management.

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Project cost The management processes required to ensure that

management: a project is completed within an approved budget.

Life cycle costing: Considers the total cost of the project including
both development (capital) costs, support
Terminology (maintenance) costs and disposal costs (when the
project is no longer useful).

Cash flow analysis: A technique used to determine monthly or annual

costs and benefits for a project.

Internal rate of return: Discounted (interest) rate that would make the net
present value of a project equal zero.

Direct costs: Directly related to the project (e.g., salaries of

project staff, consultants, material).

Indirect costs: Intangible and indirectly related to the project and

cannot be traced back in a cost-effective way (e.g.,
overhead costs such as office supplies, general
utilities).

Sunk costs: Money that have already been spent and are likely
to be not recoverable.

Resource Table or matrix assigning available

responsibility matrix: individuals/contractors/resources to the
appropriate tasks.

Project calendars: Tasks and resources are scheduled and applied on

workdays (excludes holidays and rest days).

Matrix organisation The members of this organisation structure reports

structure: to the functional department manager as well as
the project manager.

Analogous estimates Use the actual costs of a similar project as the

or top-down basis for estimating current project costs.
estimates:

Bottom-up estimating: Costs are estimated for individual work items and
then summed to get a total costs for the project.
Applicable for small projects only.

Earned value analysis: A project performance measurement technique

that takes into consideration project scope, time,
and cost and compares actual performance to a
project baseline.

Cost variance: The difference between the budgeted and actual

cost of work performed.

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Schedule variance: The difference between the work performed and

the work scheduled.

Cost performance The ratio of the work performed to actual costs

index: incurred.

Schedule performance The ratio of work completed to work scheduled or

index: planned.

Project quality Conformance to project owners’ and key

management: stakeholders’ expectations.

Quality planning: Identifying and mandating quality standards

relevant to the project and cascading down to the
plans and processes.

Quality assurance: Periodically evaluating overall project

performance to ensure the project will satisfy the
relevant quality standards.

Quality control: Measuring specific project outputs to ensure that

they comply with the stipulated quality standards
and identifying ways to improve overall quality.

Required Reading
Cost Estimation, COCOMO II:
http://sunset.usc.edu/csse/research/COCOMOII/cocomo_main.html
Quality Management Works by Tony Yep (if available)
Reading
The Deming System of Profound Knowledge:
http://deming.org/index.cfm?content=66

Product Quality – A Prescription for the West:

http://www.juran.com/elifeline/elifefiles/2009/11/Product-Quality-A-
Prescription-for-the-West_JMJuran-94.pdf
Quality is Free – The Art of Making Quality Certain (if available)
American Society for Quality:
http://asq.org/index.aspx

Project cost management

The importance of project cost management

There are many reasons for project cost over runs:

 Poor scope definition
 Cost estimates that were too low to begin with
 Poorly defined requirements

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 Many projects involve the use of new technology or business

processes where there is no previous cost track record
 Poor overall planning.

Because projects cost money and take away resources that could be used
elsewhere in the organisation, it is important for project managers to
understand project cost management.

Project Cost Management – the processes required to ensure that a

project is completed within an approved budget.

The four core processes involved in cost management are:

1. Resource planning – developing a list of project resource
requirements. What resources are required (people, materials,
equipment) and in what quantities?
2. Cost estimating – developing an estimate of the cost of
resources needed to complete the project.
3. Cost budgeting – allocating the overall cost estimate to
individual work items to create a performance measurement
baseline.
4. Cost control – controlling changes to the project budget.
Principles of cost management
Life cycle costing considers the total cost of the project including
both development (capital) costs and support (maintenance) costs.
Net present value calculations are often used to compare total costs
and benefits over the expected life of the development.
Cash flow analysis is used to determine monthly or annual costs and
benefits for a project. This is especially important when a company is
undertaking a number of projects simultaneously to ensure that they
don’t create a “cash crunch” or severe cash shortage in any one given
period.
Internal rate of return (IRR) or time-adjusted rate of return - This
is the discount (interest) rate that would make the net present value of
a project equal zero.
Tangible cost and benefits are those costs or benefits that can be
monetised or easily measured in dollars.
Intangible costs and benefits are difficult to measure in monetary
terms.
Direct costs are those costs directly related to the project (e.g.,
salaries of project staff, consultants) that can be traced back in a cost-
effective way.
Indirect costs are related and allocated to the project but cannot be
traced back in a cost-effective way (e.g., overhead costs such as
hydro, office supplies, etc.).
Sunk costs are funds that have been spent in the past. Sunk costs
should not be considered in future project investment decisions. This

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can lead to “escalation of commitment”. The logic goes something

like this – “We’ve already invested too much in this to let it die. If we
just spend $XXX more, we will see some benefit.”
Learning curve theory states that when a task is done repetitively,
the time and effort (and therefore the cost) it takes to do the task
decreases in a regular pattern the more often it is done. For example,
the first time you create a work breakdown structure in MS Project it
will take you a fair amount of time. However, after you have done 50
of them and as you get more familiar with the software, the amount
of time and effort it takes you to do one will likely decline. If your
project involves the production of a large quantity of items, learning
curve theory should be used to estimate the costs because when many
items are produced repetitively, the unit cost of those items normally
decreases as more units are produced.
Reserves are a monetary amount included as part of a cost estimate
to manager risk by allowing for future situations that are difficult to
predict
 Contingency reserves (known/unknowns). These funds are
included in a cost estimate to allow for future situations that
may be partially planned for and are included in the project
cost baseline (e.g., risks that have been identified in a work
package)
 Management reserves (unknown/unknowns). These funds
are included in a cost estimate to allow for future situations
that are unpredictable (e.g., a supplier goes out of business,
acts of god, etc.)
Resource planning

If you know who’s doing what in your project, you’re halfway to a decent
estimate. To start the process of resource allocation, there are some
fundamental questions that a project manager needs to ask:
1. What skill set do you require to complete the major project
activities?
2. Who is available to complete the activities?
3. Do the available resources have the required skill sets to
complete the activities?
4. What level of authority do you need to free up internal resources?
Procure external resources?
5. How will the resources obtained affect the schedules and costs?
6. How will you use these resources?

The answers to these questions will go a long way toward driving how
your project performs in terms of scheduling and cost control. To further
clarify resource requirements use the WBS to plan out your resource
requirements. Then ask the question:
7. What level of excellence is essential given the project constraints
and the tasks identified?

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Personnel affect schedules and costs based on their hourly rate and their
ability to handle the tasks at hand (skill sets). These issues often drive the
differences as to whether or not an organisation can meet schedule or
quality demands of a project. The best and the brightest in any field often
cost more than those who are less professionally adept, which in turn,
drives costs.

Another factor for the project manager to consider is that the best
resources are always in demand and become over-allocated very quickly,
as they are often assigned too many projects. The project manager needs
to ensure that there is a clear understanding up front on the availability
and commitment of these resources for their project.

Start the process of resource allocation by developing a Resource

Responsibility Matrix (RRM). The RRM is developed after completion of
the WBS. The project manager can use the WBS to create a matrix to
assign resources according to the key deliverables of the project. Below is
an example of a simple resource matrix using WBS activities/tasks to
assign resources.

Resource responsibility matrix

Project: xyz

Resource WBS Fred Rose Bob Barb Fran Len Sue

1.0 Design P S A P I P I
2.0 Development A S P P I I
3.0 Test R S A P I
4.0 Pilot A S P P I P
5.0 Implementation A S P P I P I
6.0 Training S A P P P
7.0 Documentation S P A I I I

Used with permission of Enterprise Project Management Ltd

Legends are an important part of the responsibility matrix: simply putting

Xs into the boxes will not designate roles clearly. The PMBOK ™ uses:

P = Participant

A = Accountable

R = Review

I = Input

S = Signature required

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The development of a responsibility matrix is an elementary project

management process. First identify the available individuals and place
them on the matrix against the appropriate tasks. The second and most
important task is to ensure that everyone knows what task he/she is
assigned to. This is to ensure that who does what becomes an integral part
of the project baseline.

Project calendars
Once the project resources have been identified and committed the focus
is now on establishing a project calendar. In today’s flexible work
environment, project team members work many different hours, shifts
and days. Project calendars must be established up front. Consistent work
calendars are necessary to ensure that tasks and resources are not
scheduled and applied on non-workdays. Project calendars also establish
a common frame of reference with the project sponsor, customer and the
team. This makes it essential that the project manager develops a project
calendar related to each resource on the project in order to ensure that
there is an accurate assessment of the project timelines. Here are some
key concepts to consider:
1. What are the working hours?
2. How about the teams?
3. How many hours do they work? Depending on the organisation,
some employees work seven, eight or ten-hour days and modified
work weeks.

A base calendar has a standard number of workdays per week, recurring

holidays, and special, company-wide one-time holidays; these should be
adjusted to reflect the work schedules of the individual team members.

Multiple calendars should be established for each team member. Some

team members may be willing to work Christmas or other statutory
holidays. The project manager can establish a calendar for each major
variance or standard. This critical information has a significant impact on
the project manager’s ability to meet the client deadline.

Definitions (durations)
Effort hours: Total resource hours required to complete a task (24 hours
= three resource days) e.g. effort is three resource days if three people
work on a task that can be completed in eight hours
Elapsed time: Calendar durations including weekends, holidays, and
breaks (24 hours = one day)
Working time: Activity duration based on number of hours in a workday
or work week (24 hours = three days)
Productivity: Rate at which work is produced, e.g. if a resource is twice
as efficient it can get the work done in half the time.

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Availability: Resource is present and ready to work, e.g. resource only

available half time.
Contiguous duration: Work time that cannot be interrupted
Interruptible duration: Work time that can be interrupted

A project manager must clearly understand and communicate with the

team, sponsor and stakeholders, the type of durations being used in the
project. A difference in interpretation of working time vs. elapsed time
can make several months of difference in project completion.

Task durations
The project manager can use different approaches to modify the project
duration that may allow the project manager to buy some time he/she did
not know existed.

The project manager must examine the established time frame for the
project and then establish the time frames for individual activities/tasks.
The project manager will need specific and accurate information to
ensure that the activity/task is completed within the time allotted and to
the agreed upon specifications. This can be accomplished by developing
project completion criteria. It is important to establish clear and agreed to
completion criteria for the project. Completion criteria are developed
from clear objectives that are specific, measurable, agreed upon, realistic
and time constrained. Each project activity must produce a defined
deliverable.

As discussed earlier, it is essential that the project manager obtain

commitment to the resources required to complete the project activities
within the timeframe. If the resources available do not have the full skill
set required for the project, then project durations will be impacted.
Availability of the correct resources is critical to determining the overall
duration of an activity and the entire project completion.

If the ideal resources are not readily available, it is often necessary to take
on lesser-qualified individuals. The project manager is then faced with a
challenge. This is where reviewing approaches to task duration will assist
the project manager. Usually, we only ask the standard question of how
long an activity will take without clearly understanding all of these issues
which are critical in controlling the project. Looking at the options for
task distribution will provide us with some ability to affect change by
modifying an activity. For example:
 Must the activity bear a contiguous duration? Must it keep going?
 Is the activity/task Interruptible? Can it be broken up or
interrupted?

Without considering this information the activity/task duration becomes

static and lacking potential for well-considered change.

Key questions to ask when establishing duration:

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1. What are the completion criteria? (Twenty computers, installed,

networked)
2. Are the data sources of the durations relevant, current, and
realistic?
3. Are the required resources available? (Len Jones for three days.)
4. Is this a contiguous duration? (Yes, all machines are required to
be installed before networking can be completed)
5. What can we do with this data? (Have another resource pulling
cables while Len does the installation of each computer)

Acquiring resources
How can the project manager gain commitment from functional managers
for critical project resources? Good planning and communication will
provide you with the best tools to get what you need, when you need it!

Organisations vary in structure. The three most common structures in

place are:
1. Functional
2. Project
3. Matrix.
Functional

In a functional organisation people are organised into function groups or

specialties such as human resources, marketing, operations, sales,
information technology and finance. The projects are staffed with
resources from these functional groups. In essence this means that the
functional manager is responsible for each and every project.
Project

A project organisation has staff aligned around major projects. All the
people required for the project are assigned full time to the project
manager. The project manager is the functional head.
Matrix

A matrix organisation is a hybrid of the functional and project

organisation. The resources are assigned to a functional group but will be
temporarily assigned full or part-time to a project. The team members’
workload is assigned organisationally by the functional manager and for
the project by the project manager. This can create conflicts in priorities
and is the most common form of organisation today. The matrix is most
efficient in using people’s time and skills and if the project does not
require full time commitment from the people in the functional groups.
However, this type of structure only works if the functional manager and
project manager recognise the challenges and work together.

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Most of us work in some type of matrix structure when managing

projects. In order to gain commitment for resources for our projects we
need to establish good internal relationships with the functional managers
and negotiate for our key resources. This process is often difficult due to
conflicting operational priorities and demand for the most skilled
resources. The functional manager has personal and organisational
objectives to meet and sees the project manager as depleting the available
resources to accomplish these objectives. This is where planning and
effective communications will assist the project manager. What normally
happens during the discussion of resources is the project manager
requests a key resource full time for a period of time. This takes the
person away from the operational tasks and impacts the functional
organisation. By developing a detailed Task Assignment Matrix, the
project manager can reflect a much better estimate of the time required
for a specific resource, which in turn may facilitate better negotiations
with the functional manager for the resource time, you are then asking for
resources only when you need them. Below is an example of a Task
Assignment Matrix (TAM) – developed from the Resource
Responsibility Matrix.

Task Assignment Matrix (TAM)

Task Days Resource Fred Rose Bob Kate Steve

Conceptual Design 10 5 8 3 8

Prototype specification 12 15 1 2 6

Prototype design 10 5 8 3 10

Prototype development 30 21 15

Coding 35 24 14

Develop Test Plan 15 10 5 5

Used with permission of Enterprise Project Management Ltd

This is only one example of how you might visually view the task
assignments. Project management tools such as MS Project ™ have
facilities to provide resource allocation reporting as well. By using a tool
such as the TAM, the project manager can plan out the activities in the
project schedule against the defined task duration and resource. A great
negotiating and communications tool!

A proactive communications strategy should follow this planning effort.

Monthly meetings should be scheduled with the functional managers that
you are sharing resources with. Use the TAM as a tool to communicate
requirements. Remember, you need the resources to accomplish the
project tasks but you do not normally own them. The onus is on you, the
project manager to communicate requirements and gain commitment to
the resources you need when you need them!

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Cost estimating

One of the key outputs of project cost management is a cost estimate.

There are several types of cost estimates including:
1. Order of magnitude: This estimate is made very early in project
planning with an accuracy of –25 per cent to +75 per cent (often
mistaken for SWAG – Silly Wild Ass Guess).
2. Budgetary estimate is a cost estimate used to allocate money
into an organisation’s money. (As in, “Jane we need a number to
put into next year’s budget for your project. How much should
we allow for it?”) Accuracy is typically – 10 per cent to +25 per
cent
3. Definitive estimate is the most accurate of the three types. Based
on itemized costing of all anticipated project resources, it is
usually made within one year of project completion. Accuracy is
typically –5 per cent to + 10 per cent.

All cost estimates should include supporting documentation that

describes the assumptions used in arriving at the estimate.

A cost management plan is a document that describes how project cost

variances (i.e., costs that are higher or lower than the original estimates)
will be managed.

Cost Estimation Tools and Techniques

 Analogous Estimates or Top-Down Estimates
o Use the actual costs of a previous or similar project as the
basis for estimating current project costs.
o Accuracy depends on how close the two projects actually are
in terms of scope.
 Bottom-Up Estimating
o Costs are estimated for individual work items and then
summed to get a project total.
o Accuracy is determined by the size of the work items and the
experience of the estimators.
o Usually too time-consuming to be practical on large projects.
 Parametric Modelling
o Uses project parameters (or characteristics) in a mathematical
model to predict project costs (e.g., $50 per line of
programming code or $10,000 per workstation, cost per
square foot in construction)
o Can be quite simple or very complex.
o Accuracy depends on accuracy of historical information used
to create the model, whether those parameters are
quantifiable, and the scalability of the model.

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 COCOMO (Constructive Cost Model)

o COCOMO is a parametric model for estimating software
development costs developed by Barry Boehm. COCOMO II
is the latest computerised model that allows you to estimate
cost, effort and schedule when planning new software
development. For more information, check out the following
website:
http://sunset.usc.edu/csse/research/COCOMOII/cocomo_mai
n.html.

Typical problems with cost estimates

Problem Possible solution

Cost estimation for large projects is Recognise the need to re-do estimates at
complex and requires significant effort. various stages of project completion.
Cost estimates are often asked for Anticipate that later more accurate
before there is a clear understanding of estimates will likely be larger than earlier
the requirements. estimates. Use progressive resource
commitment and ‘stage gates’ as decision
points to weigh costs against anticipated
benefits. Don’t get caught in ‘escalation of
commitment’. Be prepared to kill a project
if the benefits no longer outweigh the
costs.

Lack of experience on the part of Establish a repository of project

estimators and lack of data on which to information to assist in future project cost
base estimates. estimation. Provide training and mentoring
to estimators.

Human nature is to underestimate costs. Get peers and senior managers to review
Also easy to forget items on a large cost estimates and ask questions to
project. improve accuracy.

Cost Goal Seeking – senior managers or Project managers must develop

others may have ‘a figure in mind’ for a confidence in their estimates and be
project. prepared to defend them.

Cost budgeting

Project cost budgeting is the process of allocating the overall project cost
estimate to individual work items to establish a baseline for measuring
project performance. Required inputs are the WBS to identify individual
work items and the project schedule to allocate costs over time.
Cost control

Project cost control is basically controlling changes to the project budget.

It includes monitoring cost performance; ensuring only appropriate
project changes are included in a revised cost baseline, and informing
project stakeholders of authorised changes to the project that will impact
project costs.

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Earned value analysis (EVA)

If you’re planning on writing the PMP certification exam, I can guarantee
there will be several questions on this, and you will need to memorise the
formulas!

Note it!

EVA is a project performance measurement technique that takes into

consideration project scope, time, and cost and compares actual
performance to a project baseline. The baseline is the original project
plan plus any approved changes. Earned value analysis requires the
calculation of three values for each activity of summary activity from the
work breakdown structure:
1. Budgeted Cost of Work Scheduled (PV- Planned Value) – the
amount budgeted for that activity
2. Actual Cost of Work Performed (AP – Actual Cost) – the
actual cost (direct and indirect) for that activity over a given time
period
3. Budgeted Cost of Work Performed (EV) or Earned Value –
the percentage of the work actually completed multiplied by the
planned cost.
EV = PV x percent complete (% complete obtained from person
working on the actual work package).

There are several conventions used to calculate the percentage complete.

1. The 50-50 estimate rule: Fifty per cent completion is assumed
when the task has begun, and remaining 50 per cent when the
work is complete.
2. The 0-100 per cent rule: There is no credit for work until the
task is 100 per cent complete. With the project following a flat
curve (S-curve) it seems to be running late until the very end of
the project, then it appears to suddenly catch up.
3. Critical input use: Sometimes the rule is based on critical input
that has been used in a project in terms of skilled labour or
machine.
4. The proportionality rule: It calculates the percentage complete.
The rule divides “planned time-to-date by total scheduled time”
or “actual cost-to-date by total budgeted cost” to calculate
percentage complete.

Other earned value calculations – variance and performance indices

Cost Variance (CV) – the difference between the budgeted and actual
cost of work performed.
CV = EV - AP

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Schedule Variance (SV) – the difference between the work performed

and the work scheduled.
SV = EV - PV
Cost performance index (CPI) – the ratio of the work performed to
actual costs. If the CPI is < 1, the project is over budget; if the CPI is > 1
the project is under budget.
CPI = EV/AP
Schedule performance index (SPI) – the ratio or work performed to
work scheduled. If the SPI < 1, the project is behind schedule; if the SPI
is >1, the project is ahead of schedule.
SPI= EV/PV

Note: Negative variance numbers or index values less than 1 indicate

that a project is in trouble.

The earned value for the entire project is determined by summing the EV
values for the individual project activities.

Time and cost projection calculations

Budget at completion (BAC) – the original time and cost estimate
Estimate at completion (EAC) – an estimate of what it will cost to
complete the project based on performance to date. Calculated by
dividing the original project budget by the cost performance index
EAC = BAC (cost)/CPI
Estimated time to complete (ETC) – estimated time it will take to
complete the entire project based on schedule performance to date.
Calculated by dividing the original total time or duration estimate for the
project by the schedule performance index
ETC = BAC (time)/SPI

Often, the easiest way to evaluate project status and performance over
time is by displaying some of these key performance indicators in a
graphical form. (See example)

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Sample Earned Value Calculations

Sample Earned Value Calculations

Example 1

Given:

Original Total Project Budget (BAC = $250,000 for a two year or 24-
month project)

Budgeted Cost of Work Scheduled to date (PV = $50,000)

Actual Cost of Work Performed to date (AP = $45,000)

Percentage of work actually completed that was scheduled to be done by

now: 80%

Calculations:

Earned Value

= Budgeted Cost of Work Performed (EV = PV x % complete)

= $50,000 x 80% = $40,000

Cost Variance = CV

= EV – AP = $40,000 - $45,000 = -$5,000

Schedule Variance = SV

= EV – PV = $40,000 - $50,000 = - $10,000

Cost Performance Index = CPI

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= EV/AP = $40,000/$45,000 = 0.89 or 89%

Schedule Performance Index = SPI

= EV/PV = $40,000/$50,000 = 0.80 or 80%

Estimated Cost at Completion = EAC

= BAC/CPI = $250,000/0.89 = $280,899

(In other words, at the rate we’re going we will end up $30,899 over
budget.)

Estimated Time to Complete (ETC)

= BAC/SPI = 24 months/.80 = 30 months

(In other words, at the rate we’re going we will end up six months behind
schedule.)

Based on the performance to date, this project is in fairly serious trouble.

Example 2

A mini project was estimated to be $25,000 and to be completed on 15

December 2009. The calculated actual cost at the end of September 2009
is $18,500. The remaining 20 per cent work is to be completed as soon as
possible to maintain the completion due date.

What are the cost and schedule variances at this stage?

If the original project duration was 18 months and total budget was
$35,000, can you calculate the estimated cost of completion and
estimated time to complete?

Calculation:

Earned Value

= Budgeted Cost of Work Performed (EV = PV x % complete)

= $25,000 x 80% = $20,000

Cost Variance = CV

= EV – AP = $20,000 - $18,500 = $1500 (within control)

Schedule Variance = SV

= EV – PV = $20,000 - $25,000 = - $5,000 (-ve means beyond

control)

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Cost Performance Index = CPI

= EV/AP = $20,000/$18,500 = 1.08 or 108%

Schedule Performance Index = SPI

= EV/PV = $20,000/$25,000 = 0.80 or 80%

Estimated Cost at Completion = EAC

= BAC/CPI = $35,000/1.08 = $32,407

Estimated Time to Complete (ETC)

= BAC/SPI = 18 months/.80 = 22.5 months (that means 4.5

months delayed)

The project is doing fairly well in cost and in serious trouble in time
perspective based on the performance to date.

Project quality management

Quality management is a key core function in project management.
Quality is a somewhat nebulous term that is somewhat difficult to define.

Quality – the totality of characteristics of an entity that bear on its ability

to satisfy stated or implied needs. (ISO definition)

Others have defined quality in terms of conformance to requirements or

fitness for use. The main purpose of project quality management is to
ensure that it satisfies stakeholder expectations. This is why it is
important to identify the key stakeholders early in the project and clearly
define their expectations. As one experienced project manager puts it, the
key questions to ask are:
1. How do we know when we’ve won?
2. How do we know when we’re done?
3. Who gets to decide 1.and 2.?

Project quality management involves three main processes:

1. Quality planning – identifying which quality standards are
relevant to the project and how to satisfy them,
2. Quality assurance – periodically evaluating overall project
performance to ensure the project will satisfy the relevant quality
standards, and
3. Quality control – monitoring specific project results to ensure
that they comply with the relevant quality standards and
identifying ways to improve overall quality.

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Modern quality management gurus

Several noteworthy people have contributed to the current understanding

of quality management and the emphasis on customer satisfaction,
prevention versus inspection, and management responsibility for quality.
They include:
 W. Edwards Deming
 Joseph M. Juran
 Philip B. Crosby
 Koaru Ishikawa
 Genichi Taguchi
 Arnold V. Feigenbaum

The following is a brief overview of the contributions of some of these

key contributors. More detailed articles on some of these quality
practitioners can be found by exploring the Web links that appear
throughout this module.
Deming

Dr. W. Edwards Deming gained his reputation for his work on quality
control in Japan after World War II. He taught that higher quality resulted
in greater productivity and lower cost. This is captured in the phrase “it’s
cheaper to do it right than to do it over”. Deming is known for his ‘Cycle
for Improvement – plan, do, check and act’ and his 14 Points for
Management. Also visit the following websites: http://www.deming.org
and http://www.qualitygurus.com/gurus/list-of-gurus/w-edwards-
deming/.
Juran

Joseph M. Juran also helped Japanese manufacturers improve their

productivity before his theories were discovered by United States firms.
His Quality Control Handbook, first published in 1974, remains a
perennial favourite. It is now in its sixth edition. Juran stressed the
difference between the product and manufacturing focus on meeting
specifications versus the customers’ focus on ‘fitness-for-use’.

He developed what is known as the Juran Quality Trilogy and the 10-step
programme for quality improvement:
1. Quality improvement
2. Quality planning
3. Quality control.

Also see the following websites for more details: http://www.juran.com/

and http://www.qualitygurus.com/gurus/list-of-gurus/joseph-juran/.

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Crosby

Philip Crosby is best known for suggesting that organisations strive for
zero defects and that the costs of not doing the job right in the first place
are so high that companies can afford to spend unlimited amounts on
improving quality. His book Quality is Free was first published in 1979.
In it, he developed 14 steps for quality improvement. In 1995, he
published Quality is Still Free: Making Quality Certain in Uncertain
Times.

This work provides an analysis of the author’s entrepreneurial experiment

in which he took quality ideas learned in corporate settings and adapted
them to the business world at large. It re-examines concepts such as “The
5 Erroneous Assumptions about Quality” and “Zero-Defects Mantra”.
Please visit the following websites:
http://www.philipcrosby.com/pca/index.html and
http://www.qualitygurus.com/gurus/list-of-gurus/philip-crosby/.
Ishikawa

Kaoru Ishikawa developed the concept of quality circles and the use of
fishbone diagrams. Quality circles are groups of non-supervisors and
work leaders in a single organisation department who volunteer to
conduct group studies on how to improve the effectiveness of work in
their department. Fishbone diagrams trace complaints about quality
problems back to the responsible production operations. His ideas were
published in a 1972 book entitled Guide to Quality Control.

Kaoru Ishikawa paid particular attention to making technical statistical

techniques used in quality attainment accessible to those in industry. At
the simplest technical level, his work emphasised good data collection
and presentation, the use of Pareto Diagrams to prioritise quality
improvements, and cause-and-effect (or Ishikawa or Fishbone) diagrams.

Ishikawa saw the cause-and-effect diagram, like other tools, as a device

to assist groups or quality circles in quality improvement. As such, he
emphasised open group communication as critical to the construction of
the diagrams. Ishikawa diagrams are useful as systematic tools for
finding, sorting out and documenting the causes of variation of quality in
production and organising mutual relationships between them. Other
techniques Ishikawa has emphasised include control charts, scatter
diagrams, Binomial probability paper and sampling inspection. For more
information, please see the following websites:
http://www.skymark.com/resources/leaders/ishikawa.asp and
http://www.qualitygurus.com/gurus/list-of-gurus/kaoru-ishikawa/.

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Taguchi

Dr. Genichi Taguchi was the Executive Director of American Supplier

Institute. Dr. Taguchi is best known for developing the “Taguchi
Methods” and “Robust Design” methods which focus on eliminating
defects by using a scientific approach rather than trial and error to control
product quality. Key concepts of the Taguchi method are that quality
should be designed into a product rather than inspected into it and that
quality is best achieved by minimising deviation from the target value.
For more information on Dr. Taguchi and his approaches to quality
management, visit the following website:
http://www.qualitygurus.com/gurus/list-of-gurus/genichi-taguchi/
Feigenbaum

Arnold V. Feigenbaum developed the concept of total quality control

(TQC) and proposed that responsibility for quality should lie with the
people who do the work. Workers should be empowered to stop
production when a quality problem occurs. These concepts were first
published in 1983 in a book entitled Total Quality Control: Engineering
and Management. The third edition of this book was published in 1991.
Feigenbaum says the two critical success factors to implementing total
quality control are:
1. Building quality controls into every phase of operations - product
and service development, production, engineering, marketing,
distribution, sales, customer service.
2. Driving communication and the implementation of quality
control strategies down and across organisational lines,
mobilising commitment at every level.

For more information on Feigenbaum’s 40 steps to quality improvement

see the following website: http://www.qualitygurus.com/gurus/list-of-
gurus/armand-v-feigenbaum/.

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Quality Standards and Awards

ISO 9000 - a quality system standard developed by the International
Organisation for Standardisation (ISO) that includes a three-part
continuous cycle of planning, controlling and documenting quality in an
organisation. See the following website for further information:
http://www.iso.ch/
Malcolm Baldrige Award – an award started in 1987 to recognise
companies that have achieved a level of world-class competition through
quality management. See the following website for further details:
http://www.quality.nist.gov
Canadian Quality Awards - The Canada Awards for Excellence (CAE)
programme is administered by the National Quality Institute. The criteria
for the Quality Award are rigorous. Organisations considered for an
award must show outstanding continuous achievement in seven key
areas: Leadership, Planning for Improvement, Customer Focus, People
Focus, Process Optimisation, Supplier Focus and Organisational
Performance. See the following website for further details:
http://www.nqi.ca
European Quality Awards - The European Quality Prizes are presented
to organisations that demonstrate excellence in the management of
quality as their fundamental process for continuous improvement. Each
year several prizes are presented for each of the following categories:
Companies, Operational Units of companies, Public Sector organisations,
and Small and Medium-sized enterprises. See the following website for
further details: http://www.efqm.org/award.htm

Quality planning

Quality planning consists of identifying which quality standards are

relevant to the project and determining how to satisfy them. Design of
experiments is a quality technique that helps identify which variables
have the most influence on the overall outcome of a process.

Quality planning inputs include:

 Organisational policies
 Project scope statement and product descriptions
 Related standards and regulations.

Key quality planning outputs are:

 Quality management plan
 Project quality checklists.

Key quality aspects that should be clearly defined in the scope and
business requirements of information technology projects are:
 Functionality – the degree to which a system performs its
intended function.

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 Features – special characteristics that appeal to users. Functions

and features may be mandatory (must-have) or optional (nice-to-
have).
 System outputs – usually screens and reports.
 Performance – how well a product or service performs the
customers’ intended use. In IT systems this is often related to
speed, response time and ability to handle a large volume of
transactions or users.
 Reliability – the ability of a product or service to perform as
expected under normal conditions without unacceptable failures.
 Maintainability – the ease with which maintenance can be
performed on a product.

It is up to the stakeholders to define their most critical quality needs and

communicate them to the project team. However, the project manager is
ultimately responsible for quality management.
Quality assurance

Quality assurance involves periodically evaluating overall project

performance to ensure the project will satisfy the relevant quality
standards. Another goal of quality assurance is continuous quality
improvement.

Tools used in quality assurance:

1. Design of experiments
2. Benchmarking – a technique used to generate ideas for quality
improvement by comparing specific project practices or product
characteristics to those of other projects or products within or
outside of the performing organisation (How are we doing
compared to those other guys?).
3. Quality audits – structured reviews of specific quality
management activities that help identify lessons learned and can
improve performance on current or future projects.
Quality control

Quality control involves monitoring specific project results to ensure that

they comply with the relevant quality standards and identifying ways to
improve overall quality.

The three main outputs of quality control are:

1. Acceptance decisions – decisions that determine if the products
or services produced as part of the project will be accepted or
rejected
2. Rework – actions taken to bring rejected items into compliance
with product requirements or specifications or other stakeholder
expectations

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3. Process adjustments – adjustments made to correct or prevent

further quality problems based on quality control measurements
Tools and techniques for quality control

Pareto analysis

Pareto analysis involves identifying the few vital contributors that

account for the majority of quality problems in a system. This is often
referred to as the 80-20 rule because often 20 per cent of a system causes
80 per cent of the problems.

Pareto diagrams are histograms (bar graphs) that help to identify and
prioritise problem areas. Problems are grouped into categories; totals are
calculated for each category and then graphed as bar graphs to illustrate
the relative magnitude of each problem area.
Statistical sampling and standard deviation

Statistical sampling consists of choosing part of a population of interest

for inspection. The key steps in statistical sampling are:
1. determining the relevant population
2. determining the appropriate sample size to provide the desired
level of confidence
3. ensuring the sample is taken randomly (i.e., it is not biased)

Standard deviation is a statistical measure of variability. A small

standard deviation indicates relatively little variability. In a normally
distributed population, 68.27 per cent of the population falls within one
standard deviation of the mean, 95.45 per cent falls within two standard
deviations and 99.73 per cent falls within three standard deviations of the
mean or population average. Standard deviation is represented by the
Greek symbol sigma (σ). Thus three sigma or three standard deviations
would represent a 0.3 per cent defect rate or 2.7 million defects in a
billion. Many companies strive for six sigma or two defects per billion
as their quality standard.

A control chart is a graphic display of data that illustrates the results of a

process over time. Control charts are primarily used as a monitoring and
preventative rather than a diagnostic tool. They are typically used to
monitor manufacturing processes but can also be used to monitor project
change requests, documentation errors, costs, and schedule variances.

Processes are deemed to be “in control” when deviations from the mean
are caused by random events. When non-random events occur, the graph
will trend above or below the mean and the process is said to be “out of
control”. The seven run rule says that any time seven data points in a
row are all above or below the mean, or are all increasing or decreasing it
is likely a non-random event is occurring and the process will run out of
control if corrective action is not taken. Sample control chart – mean is
depicted by the X on the chart and UCL = Upper control limit, LCL is
lower control limit.

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Diagram used with Permission Enterprise Project Management Ltd.

Information technology project testing

In order for testing to be effective in IT projects, it should be conducted at

every major phase of the product development life cycle, not just at the
end. The key types of tests to be employed in a software development
project are as follows:
1. Unit testing – testing of each individual component or program
to ensure it is defect free
2. Integration testing – testing of functionally grouped components
to ensure that subsets of the system work together without error
3. System testing – testing of the entire system as one entity to
ensure that all components of the entire system are working
properly
4. User acceptance testing – independent testing performed by the
end user to ensure it meets specified requirements prior to
accepting the delivered system
Improving information technology project quality

There are several other factors that can contribute to the quality of
projects. These include strong leadership, understanding the cost of
quality, providing a supportive workplace and working towards higher
maturity levels in project management.
Leadership

Juran and other quality experts argue that leadership is key to improving
quality. Senior management must take responsibility for creating,
supporting and promoting quality programmes.
Cost of quality

The cost of quality is defined as the cost of conformance plus the cost of
non-conformance, where conformance means delivering products that
meet requirements and fitness for use. The cost of non-conformance
means taking responsibility for failures or not meeting quality

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expectations. In other words – what is it cost associated with it not

working properly? American Airlines estimates it costs them more than
$20,000 per minute if their reservation system is not functioning. The five
major cost categories related to quality are as follows:
1. Prevention cost – the cost of planning and executing a project so
that it is error-free or within an acceptable error range. This
includes the cost of any action taken to investigate and prevent
non-conformities. Examples include design/review; training on
quality and reliability; vendor quality planning; design,
development, installation and testing of equipment; and
preparation of quality manual standard and procedure.
2. Appraisal cost – the cost of evaluating processes and their
outputs to ensure that a project is error-free or within an
acceptable error range. It includes the cost of testing of raw
material, semi-finished products and component parts that are
received from outside vendors. Examples include testing and
inspection, routine maintenance and calibration, analysis and
regular reporting of tests results and Vendor rejection.
3. Internal failure cost – a cost incurred to correct and identified
defect before the customer receives the product. That means the
cost resulting from a product/service failing to meet quality
requirement prior to delivery. This happens quite often if
something is not done right first time. Examples include faulty
products or scrap used, rework/repair, re-inspection/ retesting.
4. External failure cost – a cost related to all errors not detected
and corrected before delivery to the customer. That means the
failure cost arise when the customers reject the product/service
due to poor quality. Examples include complaints, rejection,
warranty claim, loss of sales.
5. Measurement and test equipment costs – the capital cost of
equipment used to perform prevention and appraisal activities.
The cost incurred in procuring and implementing this equipment
would prevent the quality cost discussed in the other four
categories above.

We can draw a cost of quality curve to have trade off among all the
failure costs discussed.

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As we are moving from 100 per cent defective products/services in the

left to 100 per cent good products/services in the right, the internal and
external failure costs keep on decreasing while the appraisal and
prevention cost keep on increasing. That means if the internal and
external failure costs are kept to the minimum to get 100 per cent good
products the appraisal and prevention cost might go abruptly high. We
need to balance and establish a trade-off between these two groups of
failure costs. That brings in a curve known as total cost of quality curve,
the bottom-most tip of which explains the quality of a product or services
at the minimum cost incurred.
Organisational influences

A study conducted in 1987 by DeMarco and Lister3 showed that

organisational issues had a much greater influence on productivity in
software development companies than did the technical environment or
programming languages. The study also showed that providing a
dedicated workspace and quiet work environment were key factors in
improving productivity.
Maturity models

Maturity models are frameworks for helping organisations improve their

processes and systems. Three popular models include the Software
Quality Function Deployment (SQFD) model, the Capability Maturity
Model (CMM) and the Project Management Maturity Model. Developing
and following maturity models can help organisations systematically
improve their project management processes to increase the quality and
success rate of projects. Maturity models will be discussed in greater
detail in the final module of this course.

3
DeMarco, Tom and Lister, Timothy, (1987) Peopleware: Productive Projects and Teams, New
York, Dorset House.

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Module summary
This module explains the concept of project cost management, the
principles and processes of cost management. There are two important
aspects in cost management; resource planning and resource acquisition.
The functions of project calendar in resource planning are essential.
Summary Consistent work calendars are necessary to ensure that tasks and
resources are not scheduled and applied on non-workdays. Project
calendars also establish a common frame of reference with the project
sponsor, customer and the team. This makes it essential that the project
manager develops a project calendar related to each resource on the
project in order to ensure that there is an accurate assessment of the
project timelines. Elements in project calendar are definition on duration
and task durations. The next stage is resource acquisition. After resource
planning is made, the project manager must acquire proper and adequate
resources. One of the alternatives undertaken by the project manager is by
allocating the individual to resource responsibility using the resource
responsibility matrix. After allocating the resource responsibility, other
tools such as cost estimating, cost budgeting, and control are used for
managing project cost. This module also describes the project
performance measurement such as EVA, Time Cost Project calculations.
Finally, the module incorporates the quality management philosophy in
project management by introducing quality gurus, quality planning,
assurance, and control concepts, and quality control tools and techniques.

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Assignment
1. What do you understand by statistical sampling and standard
deviation, and how are they applied to improve quality management
in project?
2. Explain the following indicators of the performance of a project:-
a. the Cost Performance Index; and
Assignment
b. the Schedule Performance Index.

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Assessment
1. Define the following terms: BAC, EAC and ETC.
2. Discuss the Earn Value Analysis concept. Indicate the formula for
using EVA.
Assessment 3. What are the quality principles highlighted by Feigenbaum and
Taguchi?
4. What is quality planning? Identify the key quality planning inputs
and outputs.
5. Explain in detail the purpose of using control chart .How does control
chart work?
6. Describe in your understanding the meaning of acceptance decisions,
rework, and process adjustments.

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Assessment answers
1. Budget at Completion (BAC) – the original time and cost estimate.
Estimate at Completion (EAC) – an estimate of what it will cost to
complete the project based on performance to date. Calculated by
dividing the original project budget by the cost performance index.
EAC = BAC (cost)/CPI
Estimated Time to Complete (ETC) – estimated time it will take to
complete the entire project based on schedule performance to date.
Calculated by dividing the original total time or duration estimate for
the project by the schedule performance index.
ETC = BAC (time)/SPI
2. EVA is a project performance measurement technique that takes into
consideration project scope, time, and cost and compares actual
performance to a project baseline. The baseline is the original project
plan plus any approved changes. Earned Value Analysis requires the
calculation of three values for each activity of summary activity from
the work breakdown structure:
 Budgeted Cost of Work Scheduled (PV- Planned Value) –
the amount budgeted for that activity
 Actual Cost of Work Performed (AP – Actual Cost) – the
actual cost (direct and indirect) for that activity over a given
time period
 Budgeted Cost of Work Performed (EV) or Earned Value –
the percentage of the work actually completed multiplied by
the planned cost.
The formula is:-
EV = PV x per cent of work actually completed (Per cent
complete obtained from person working on the actual work
package).
3. Taguchi
Dr. Taguchi is best known for developing what are known as the
“Taguchi Methods” and what he calls “Robust Design” methods. The
key principles are:
 Focus on eliminating defects by using a scientific approach
(proactive) rather than trial and error to control product
quality (reactive).
 Quality should be designed into a product rather than
inspected into it.
 Quality is best achieved by minimising deviation from the
target value.

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Feigenbaum
A.V. Feigenbaum developed the concept of total quality control
(TQC). The key principles are:
Responsibility for quality should lie with the people who do the
work. Workers should be empowered to stop production when a
quality problem occurs.
 Building quality controls into every phase of operations -
product and service development, production, engineering,
marketing, distribution, sales, customer service; and
 Driving communication and the implementation of quality
control strategies down and across organisational lines,
mobilising commitment at every level.
4. Quality planning consists of identifying which quality standards are
relevant to the project and determining how to satisfy them. Design
of experiments is a quality technique that helps identify which
variables have the most influence on the overall outcome of a
process. Quality planning inputs include:
 Organisational policies
 Project scope statement and product descriptions
 Related standards and regulations
Key quality planning outputs are:
 Quality management plan
 Project quality checklists
5. A control chart is a graphic display of data that illustrates the results
of a process over time. Control charts are primarily used as a
monitoring and preventative (what has gone wrong) rather than a
diagnostic tool (why it has gone wrong). They are typically used to
monitor manufacturing processes but can also be used to monitor
project change requests, documentation errors, costs, and schedule
variances etc.
Sample Control Chart – mean is depicted by the horizontal line X on
the chart and UCL = Upper control limit, LCL is lower control limit.
Processes are deemed to be “in control” when deviations from the
mean are within the UCL and LCL. Processes are also deemed to be
in control if deviations out of the UCL and LCL caused by random
events. For example, the regular machine operator is on medical
leave and his place is taken by an untrained operator, this constitutes
a random event. When non-random events occur, the graph will trend
above or below the mean and the process is said to be “out of
control”. The seven run rule says that any time seven data points in a
row are all above or below the mean, or are all increasing or
decreasing it is likely a non-random event is occurring and the
process will run out of control if corrective action is not taken.
6. The meaning of acceptance decisions, rework, and process
adjustments are:

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 Acceptance decisions – decisions that determine if the

products or services produced as part of the project will be
accepted or rejected
 Rework – actions taken to bring rejected items into
compliance with product requirements or specifications or
other stakeholder expectations
 Process adjustments – adjustments made to correct or prevent
further quality problems based on quality control
measurements.

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