PMdistilled ForumExample Category: PMdistilled forumCost estimation and budgetingPost Reply

Post Reply: Cost estimation and budgeting

<blockquote><div class="quotetitle">Quote from <a class="profile-link highlight-admin" href="https://pmri.in/forum/profile/pmdistilled/">Abrachan</a> on 03/09/2024, 9:16 PM</div>
Cost estimation is the process of approximating the costs associated with a project, typically involving the identification and quantification of various expenses across different project components. Let's explore cost estimation with examples from both EPC (Engineering, Procurement, and Construction) and IT projects:

<ol class="wp-block-list">
<li>Cost Estimation in EPC Projects:Example: Construction of a Power Plant
<ul class="wp-block-list">
<li class="has-medium-font-size">Materials and Equipment: Estimate the costs of raw materials such as steel, concrete, pipes, and equipment like turbines, boilers, and generators. This estimation involves analyzing market prices, supplier quotes, and historical data.</li>

<li class="has-medium-font-size">Labor Costs: Estimate the costs associated with hiring skilled and unskilled labor for construction activities, including wages, benefits, and overtime. This estimation may consider labor productivity rates, local labor market conditions, and labor union agreements.</li>

<li class="has-medium-font-size">Subcontractor Costs: Estimate the costs of subcontracting specialized tasks such as electrical work, plumbing, and HVAC installation. This estimation involves obtaining quotes from subcontractors and negotiating contracts.</li>

<li class="has-medium-font-size">Engineering and Design Costs: Estimate the costs of engineering and design services, including feasibility studies, architectural plans, and engineering drawings. This estimation may involve hourly rates for engineers and consultants and the anticipated hours required for design work.</li>

<li class="has-medium-font-size">Permitting and Regulatory Costs: Estimate the costs associated with obtaining permits, licenses, and complying with regulatory requirements. This estimation may involve fees charged by regulatory agencies, consultants, and legal advisors.</li>

<li class="has-medium-font-size">Contingency and Overhead Costs: Include contingency allowances and overhead costs to account for unforeseen events, project delays, administrative expenses, and profit margins. This estimation involves applying a percentage markup to the total estimated costs to cover contingencies and overhead.</li>
</ul>
</li>

<li class="has-medium-font-size">Cost Estimation in IT Projects:Example: Development of an Enterprise Resource Planning (ERP) System
<ul class="wp-block-list">
<li>Software Development Costs: Estimate the costs associated with software development activities, including programming, coding, testing, and debugging. This estimation may involve breaking down the project into modules or sprints and estimating the effort required for each component.</li>

<li>Hardware and Infrastructure Costs: Estimate the costs of hardware components such as servers, networking equipment, storage devices, and other infrastructure required to support the software application. This estimation may involve obtaining quotes from hardware vendors and considering scalability and future expansion needs.</li>

<li>Software Licensing and Subscription Costs: Estimate the costs of purchasing or licensing software tools, development frameworks, databases, and other third-party applications required for the project. This estimation involves researching pricing plans, subscription models, and volume discounts offered by software vendors.</li>

<li>Implementation and Integration Costs: Estimate the costs of implementing the software solution, including installation, configuration, data migration, and integration with existing systems. This estimation may involve consulting fees, training costs, and travel expenses for onsite support.</li>

<li>Maintenance and Support Costs: Estimate the ongoing costs of software maintenance, updates, patches, and technical support services. This estimation may involve annual maintenance contracts, service-level agreements (SLAs), and anticipated costs for bug fixes and enhancements.</li>

<li>Training and Change Management Costs: Estimate the costs of training end-users, administrators, and support staff on how to use the new software system effectively. This estimation may involve developing training materials, conducting training sessions, and providing ongoing user support during the transition period.</li>

<li>Contingency and Overhead Costs: Similar to EPC projects, include contingency allowances and overhead costs to cover unforeseen risks, project management expenses, and profit margins. This estimation may involve applying a percentage markup to the total estimated costs to account for contingencies and overhead.</li>
</ul>
</li>
</ol>

In both EPC and IT projects, accurate cost estimation is essential for budget planning, resource allocation, risk management, and decision-making. It requires a combination of industry knowledge, project management expertise, financial analysis skills, and collaboration among stakeholders.

<h5 class="wp-block-heading has-medium-font-size">Different types of estimates based on accuracy</h5>

Cost estimates can vary in accuracy depending on the stage of project development, the availability of information, and the level of detail considered. Generally, there are three main types of cost estimates based on accuracy:

<li>Stage of Project: Conceptual or early planning stages</li>

<li>Purpose: Provides a broad estimate of project costs based on limited information and assumptions. It is typically used to assess the feasibility of the project, establish initial budgets, and make high-level decisions.</li>

<li>Method: Often based on historical data, industry benchmarks, or expert judgment. Estimates are typically presented as a range or single value with a wide margin of error (e.g., -50% to +100% of the actual cost).</li>
</ul>
</li>

<li>Stage of Project: Preliminary design or planning stages</li>

<li>Purpose: Refines the cost estimate based on additional project details and specifications. It is used to develop detailed project budgets, secure funding, and inform project stakeholders about anticipated costs.</li>

<li class="has-medium-font-size">Method: Incorporates more detailed information about project scope, requirements, and assumptions. Estimates are typically presented as a single value with a moderate margin of error (e.g., ±20% of the actual cost).</li>
</ul>
</li>

<li>Stage of Project: Detailed design or execution stages</li>

<li>Purpose: Provides a highly accurate estimate of project costs based on comprehensive project documentation and specifications. It is used for procurement, contract negotiation, and project control purposes.</li>

<li>Method: Based on detailed engineering designs, material quantities, labor rates, vendor quotes, and other specific project data. Estimates are typically presented as a single value with a narrow margin of error (e.g., ±5% of the actual cost).</li>
</ul>
</li>
</ol>

In addition to these primary types of cost estimates, there are also variations and hybrids based on project requirements, such as parametric estimating, analogous estimating, and bottom-up estimating. Each type of estimate serves a specific purpose in the project lifecycle and requires appropriate methods, data, and expertise to produce accurate results.

<h5 class="wp-block-heading has-medium-font-size">Tools and techniques used for cost estimation </h5>

Cost estimation in project management involves various tools and techniques to predict the expenses associated with completing a project. Here are some commonly used tools and techniques for cost estimation:

<ol class="wp-block-list">
<li class="has-medium-font-size">Analogous Estimating:
<ul class="wp-block-list">
<li>Description: This technique relies on historical data from similar past projects to estimate costs for the current project.</li>

<li>How it works: The cost of the current project is estimated by comparing it to similar completed projects, adjusting for differences in scope, size, and complexity.</li>

<li>Applicability: Analogous estimating is useful when there is limited information available for the current project or when the project scope is similar to past projects.</li>
</ul>
</li>

<li class="has-medium-font-size">Parametric Estimating:
<ul class="wp-block-list">
<li>Description: This technique uses mathematical models or algorithms to calculate project costs based on specific parameters or variables.</li>

<li>How it works: Cost estimates are derived by multiplying the quantity of a project attribute (e.g., size, volume) by a unit cost or rate derived from historical data or industry standards.</li>

<li>Applicability: Parametric estimating is suitable for projects with well-defined attributes that can be quantified and for which historical data is available.</li>
</ul>
</li>

<li class="has-medium-font-size">Bottom-Up Estimating:
<ul class="wp-block-list">
<li>Description: This technique involves estimating costs for individual project components or work packages and then aggregating them to determine the total project cost.</li>

<li>How it works: Cost estimates are developed by breaking down the project scope into smaller, more manageable components, and estimating the costs for each component based on detailed analysis and input from subject matter experts.</li>

<li>Applicability: Bottom-up estimating is effective for projects with a high level of detail and complexity, where costs can be accurately estimated at the task or activity level.</li>
</ul>
</li>

<li>Three-Point Estimating:
<ul class="wp-block-list">
<li>Description: This technique accounts for uncertainty in cost estimates by considering optimistic, pessimistic, and most likely scenarios.</li>

<li class="has-medium-font-size">How it works: Three estimates are made for each activity or task: an optimistic estimate (best-case scenario), a pessimistic estimate (worst-case scenario), and a most likely estimate. These estimates are then combined using a weighted average or probability distribution to calculate the overall cost estimate.</li>

<li>Applicability: Three-point estimating is useful for projects with significant uncertainty or risk, allowing project managers to account for variability in cost estimates.</li>
</ul>
</li>

<li class="has-medium-font-size">Vendor Quotes and Bids:
<ul class="wp-block-list">
<li>Description: This involves obtaining cost estimates directly from vendors, suppliers, or subcontractors through requests for quotes (RFQs) or requests for proposals (RFPs).</li>

<li>How it works: Vendors provide pricing information based on the specific requirements and scope of work outlined in the RFQ or RFP. These quotes are then compared and evaluated to select the most cost-effective option.</li>

<li class="has-medium-font-size">Applicability: Vendor quotes and bids are valuable for procuring goods and services for the project, especially when accurate cost estimates are needed for budgeting and decision-making.</li>
</ul>
</li>

<li class="has-medium-font-size">Cost Estimating Software:
<ul class="wp-block-list">
<li>Description: Specialized software tools and applications are available to facilitate cost estimation and management processes.</li>

<li>How it works: These software tools provide features such as cost modeling, resource allocation, budget tracking, and reporting to support the cost estimation process. They may also integrate with other project management tools for seamless workflow management.</li>

<li>Applicability: Cost estimating software is beneficial for projects of all sizes and complexities, providing project managers and stakeholders with tools to streamline the estimation process and improve accuracy and efficiency.</li>
</ul>
</li>
</ol>

By utilizing these tools and techniques, project managers can develop accurate and reliable cost estimates to support effective project planning, budgeting, and decision-making throughout the project lifecycle.

<h5 class="wp-block-heading has-medium-font-size">Deriving budget from cost estimates </h5>

Deriving a project budget from cost estimates involves aggregating and consolidating the estimated costs for various project components to establish a total budget for the project. Here's how it can be done, along with examples from both EPC (Engineering, Procurement, and Construction) and IT projects:

<ol class="wp-block-list">
<li class="has-medium-font-size">Identify and Summarize Cost Estimates:
<ul class="wp-block-list">
<li class="has-medium-font-size">EPC Project Example:
<ul class="wp-block-list">
<li class="has-medium-font-size">Identify cost estimates for materials, labor, equipment, subcontractors, engineering, permitting, and other project components.</li>

<li>Summarize the estimates for each category and subcategory to obtain a detailed breakdown of project costs.</li>
</ul>
</li>

<li>IT Project Example:
<ul class="wp-block-list">
<li>Identify cost estimates for software development, hardware procurement, infrastructure setup, licensing, implementation, training, and support.</li>

<li>Summarize the estimates for each component and phase of the project to create a comprehensive overview of project costs.</li>
</ul>
</li>
</ul>
</li>

<li class="has-medium-font-size">Account for Contingencies and Reserves:
<ul class="wp-block-list">
<li>EPC Project Example:
<ul class="wp-block-list">
<li>Add contingency allowances to account for unforeseen risks, project delays, scope changes, and inflation. Contingencies are typically expressed as a percentage of the total estimated project cost.</li>
</ul>
</li>

<li>IT Project Example:
<ul class="wp-block-list">
<li>Allocate reserves for potential scope changes, technology upgrades, software licensing fees, and other unforeseen expenses. Reserves are typically expressed as a percentage of the total estimated project cost or as a separate line item in the budget.</li>
</ul>
</li>
</ul>
</li>

<li class="has-medium-font-size">Incorporate Overhead and Indirect Costs:
<ul class="wp-block-list">
<li>EPC Project Example:
<ul class="wp-block-list">
<li>Include overhead costs such as project management, administrative expenses, insurance, and general office overhead in the budget. These costs are usually allocated as a percentage of direct project costs.</li>
</ul>
</li>

<li>IT Project Example:
<ul class="wp-block-list">
<li>Incorporate indirect costs such as project management, quality assurance, testing, documentation, and training into the budget. These costs may be estimated based on labor rates, effort hours, or as a percentage of direct project costs.</li>
</ul>
</li>
</ul>
</li>

<li class="has-medium-font-size">Consider External Factors and Risks:
<ul class="wp-block-list">
<li>EPC Project Example:
<ul class="wp-block-list">
<li>Consider external factors such as market conditions, material price fluctuations, currency exchange rates, regulatory changes, and geopolitical risks that may impact project costs.</li>
</ul>
</li>

<li>IT Project Example:
<ul class="wp-block-list">
<li>Evaluate external risks such as changes in technology trends, vendor dependencies, cybersecurity threats, regulatory compliance requirements, and software licensing agreements that may affect project costs.</li>
</ul>
</li>
</ul>
</li>

<li class="has-medium-font-size">Review and Finalize Budget:
<ul class="wp-block-list">
<li>EPC Project Example:
<ul class="wp-block-list">
<li>Review the detailed project budget with key stakeholders, including the client, project sponsor, and finance team, to ensure alignment with project objectives, constraints, and constraints.</li>
</ul>
</li>

<li>IT Project Example:
<ul class="wp-block-list">
<li>Review the budget with project sponsors, IT stakeholders, business users, and procurement teams to validate cost estimates, identify any discrepancies or omissions, and finalize the budget for approval.</li>
</ul>
</li>
</ul>
</li>

<li class="has-medium-font-size">Monitor and Control Budget Throughout Project Lifecycle:
<ul class="wp-block-list">
<li>EPC Project Example:
<ul class="wp-block-list">
<li>Implement robust project controls, cost tracking mechanisms, and change management processes to monitor and control project costs throughout the construction phase.</li>
</ul>
</li>

<li>IT Project Example:
<ul class="wp-block-list">
<li>Utilize project management tools, budget tracking software, and periodic financial reports to monitor expenditure, track budget variances, and manage scope changes throughout the project lifecycle.</li>
</ul>
</li>
</ul>
</li>
</ol>

By following these steps and incorporating relevant examples from EPC and IT projects, project managers can derive realistic and achievable project budgets that support successful project execution and delivery within cost constraints.

<h6 class="wp-block-heading has-medium-font-size">Difference between management reserves and contingency reserves</h6>

Management reserves and contingency reserves are both components of project budgets that serve to address uncertainties and risks, but they are allocated for different purposes and managed differently. Here's the difference between the two:

<ol class="wp-block-list">
<li class="has-medium-font-size">Contingency Reserves:
<ul class="wp-block-list">
<li>Purpose: Contingency reserves are funds set aside within the project budget to address identified risks and uncertainties that are inherent to the project. These risks may include scope changes, technical uncertainties, resource constraints, or external factors beyond the project team's control.</li>

<li>Allocation: Contingency reserves are allocated based on a quantitative or qualitative assessment of project risks. The amount of contingency reserve allocated depends on the level of uncertainty associated with the project and the risk tolerance of the organization.</li>

<li>Management: Contingency reserves are typically managed by the project manager, who has the authority to allocate these funds to specific activities or tasks as needed to mitigate identified risks. Contingency reserves are released and utilized when risks materialize or when changes occur that impact project costs or schedules.</li>

<li>Usage: Contingency reserves are used to address specific risks and unforeseen events that arise during the project execution phase. They are not intended to cover normal project management activities or routine fluctuations in resource usage.</li>
</ul>
</li>

<li class="has-medium-font-size">Management Reserves:
<ul class="wp-block-list">
<li>Purpose: Management reserves are funds set aside outside of the project budget to address unidentified or unforeseen risks that may arise during project execution. They serve as a buffer to cover unexpected expenses or changes that are not accounted for in the project budget.</li>

<li>Allocation: Management reserves are typically determined by senior management or project sponsors based on their assessment of overall project risk and the organization's risk appetite. The amount of management reserves allocated is often expressed as a percentage of the total project budget.</li>

<li>Management: Management reserves are held and managed at a higher organizational level, such as the project sponsor or portfolio management office. Project managers do not have direct control over management reserves and must request approval from senior management to access these funds.</li>

<li>Usage: Management reserves are only used in exceptional circumstances when unforeseen risks materialize, and the project budget is insufficient to cover the associated costs. They are intended to address major project disruptions or emergencies that cannot be managed within the allocated contingency reserves.</li>
</ul>
</li>
</ol>

In summary, contingency reserves are allocated within the project budget to address identified risks, managed by the project manager, and used to mitigate specific project risks. Management reserves, on the other hand, are allocated outside of the project budget, managed at a higher organizational level, and used to address unforeseen risks or emergencies that exceed the allocated contingency reserves.

<h6 class="wp-block-heading has-medium-font-size">What is a cost baseline?</h6>

A cost baseline is a fundamental component of project management that represents the approved budget for the project. It serves as a reference point against which actual project costs are monitored, tracked, and compared throughout the project lifecycle. The cost baseline is typically developed during the planning phase of the project and provides a benchmark for evaluating project performance and controlling expenditures. Here's a more detailed explanation:

<ol class="wp-block-list">
<li>Definition:
<ul class="wp-block-list">
<li class="has-medium-font-size">A cost baseline is a time-phased budget plan that details the estimated costs for completing the project activities over the duration of the project. It includes all cost elements necessary to execute the project, such as labor, materials, equipment, overhead, and indirect costs.</li>
</ul>
</li>

<li>Purpose:
<ul class="wp-block-list">
<li class="has-medium-font-size">The primary purpose of a cost baseline is to establish the planned expenditure for the project and provide a reference against which actual costs can be compared. It serves as a management tool for controlling project costs, identifying variances, and making informed decisions to keep the project on track.</li>
</ul>
</li>

<li class="has-medium-font-size">Components:
<ul class="wp-block-list">
<li>A cost baseline typically consists of several key components, including:
<ul class="wp-block-list">
<li>Cost Breakdown Structure (CBS): A hierarchical breakdown of project costs organized by work packages, tasks, or deliverables.</li>

<li>Time Phasing: The allocation of budgeted costs to specific time periods or project phases, typically represented in the form of a project timeline or schedule.</li>

<li>Cost Elements: The detailed breakdown of costs by category, such as direct costs, indirect costs, contingency reserves, and management reserves.</li>

<li>Total Project Budget: The sum of all planned costs across the project's duration, representing the total approved budget for the project.</li>
</ul>
</li>
</ul>
</li>

<li class="has-medium-font-size">Development Process:
<ul class="wp-block-list">
<li>The cost baseline is developed during the project planning phase in collaboration with relevant stakeholders, including project managers, cost estimators, finance professionals, and project sponsors.</li>

<li>It is based on the project scope, schedule, resource requirements, and cost estimates derived from various estimation techniques, such as bottom-up estimating, parametric estimating, or analogous estimating.</li>

<li>Once the cost baseline is established and approved, it becomes the basis for measuring and controlling project costs throughout the project lifecycle.</li>
</ul>
</li>

<li class="has-medium-font-size">Control and Monitoring:
<ul class="wp-block-list">
<li>During project execution, the cost baseline serves as a reference point for comparing actual project costs against planned costs. Any deviations or variances from the baseline are identified, analyzed, and managed through cost control measures such as corrective actions, change management, or reforecasting.</li>

<li>Periodic performance reports, such as cost performance reports (CPRs) or earned value management (EVM) analyses, are used to track project performance relative to the cost baseline and communicate project status to stakeholders.</li>
</ul>
</li>
</ol>

In summary, a cost baseline is a comprehensive budget plan that forms the foundation for managing and controlling project costs. It provides a framework for estimating, planning, monitoring, and controlling project expenditures to ensure the project is completed within the approved budget constraints.
</blockquote>

Cancel