Tool Project Manager Template

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 This tool is provided as is, without warranty of any kind, either express or implied, respecting the contents of this tool, i tool’s quality, performance, or fitness for any particular purpose. Michael D. Taylor shall not be liable to the user of thi OOM Cost Estimating Budgetary Cost Estimating Profit Model RAM Example Stochastic Duration Estimating Stochastic Cost Estimating KTA Decision Making Model Benefit-Cost Table Critical Path Crashing Tool Risk Analysis - WRF Method Zone Tracking Method Earned Value Tracking Method Project Control Staff Size Calculations Time-Value of Money Example BOE Form Version 1.4 LIABILITY NOTICE rovided as is, without warranty of any kind, either express or implied, respecting the contents of this tool, including but not limited to implied warranties for the ty, performance, or fitness for any particular purpose. Michael D. Taylor shall not be liable to the user of this tool or any other person or entity with respect to liability, loss, or damage caused by, or alleged to have been caused directly or indirectly by this tool. Copyright Copyright (C) 2003-2005. All rights reserved. Michael D. Taylor but not limited to implied warranties for the any other person or entity with respect to OOM Cost Calculator Note: Shaded areas are calculated automatically after unshaded areas are filled in. Estimated Direct Labor Hours = Composite Burdened Labor Rate = Target Profit = 0 $0 0% hours per hour With Profit Estimated Direct Cost Target Profit Estimated Total Price OOM Minimum Price OOM Maximum Price $0 $0 $0 $0 $0 Without Profit $0 $0 $0 $0 of Cost Engineers. Note: Shaded areas are calculated automatically after unshaded areas are filled in. 1Q06 2Q06 WBS Level 2 Activity Labor Category Labor ID Code Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost 3Q06 Equivalent People Rq'd Direct Cost 4Q06 Equivalent People Rq'd Direct Cost 1Q06 Equivalent People Rq'd Direct Cost 2Q06 Equivalent People Rq'd Direct Cost 3Q06 Equivalent People Rq'd Direct Cost 4Q06 Equivalent People Rq'd Direct Cost TOTAL DIRECT COST $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Activity "A" Project Manager Sr. Systems Engineer Systems Engineer Sr. Design Engineer Software Engineer Quality Control Design Engineer Associate Design Engineer Sr. Test Engineer Test Engineer Project Coordinator Configuration Management Business Manager 100 110 112 120 122 124 125 127 130 135 140 142 150 Activity "A" Subtotal 0.33 0.33 0.50 0.50 0.25 0.33 2.00 2.00 0.00 0.00 0.33 0.33 0.33 7.23 $9,438 $7,722 $11,180 $11,700 $5,720 $5,834 $44,200 $36,400 $0 $0 $6,349 $6,349 $6,521 $151,414 0.33 0.33 0.70 2.00 0.75 0.33 2.00 3.00 0.00 0.00 1.20 0.70 0.50 11.84 $9,438 $7,722 $15,652 $46,800 $17,160 $5,834 $44,200 $54,600 $0 $0 $23,088 $13,468 $9,880 $247,842 0.33 0.33 0.80 2.00 1.00 0.50 3.00 3.00 1.00 2.00 1.50 1.00 1.00 17.46 $9,438 $7,722 $17,888 $46,800 $22,880 $8,840 $66,300 $54,600 $23,920 $45,760 $28,860 $19,240 $19,760 $372,008 0.33 0.33 0.80 2.00 1.00 0.50 2.00 3.00 1.00 2.00 1.50 1.00 1.00 16.46 $9,438 $7,722 $17,888 $46,800 $22,880 $8,840 $44,200 $54,600 $23,920 $45,760 $28,860 $19,240 $19,760 $349,908 0.33 0.33 0.50 0.50 0.25 0.33 1.00 2.00 1.00 4.00 1.00 0.50 0.50 12.24 $9,816 $8,031 $11,627 $12,168 $5,949 $6,068 $22,984 $37,856 $24,877 $95,181 $20,010 $10,005 $10,275 $274,845 0.33 0.33 0.30 0.40 0.50 1.00 1.00 1.00 3.00 5.00 0.70 0.70 0.50 14.76 $9,816 $8,031 $6,976 $9,734 $11,898 $18,387 $22,984 $18,928 $74,630 $118,976 $14,007 $14,007 $10,275 $338,649 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $57,383 $46,950 $81,212 $174,002 $86,486 $53,804 $244,868 $256,984 $147,347 $305,677 $121,174 $82,309 $76,471 $1,734,666 1Q06 WBS Level 2 Activity Labor Category Labor ID Code Equivalent People Rq'd Direct Cost 2Q06 Equivalent People Rq'd Direct Cost 3Q06 Equivalent People Rq'd Direct Cost 4Q06 Equivalent People Rq'd Direct Cost 1Q06 Equivalent People Rq'd Direct Cost 2Q06 Equivalent People Rq'd Direct Cost 3Q06 Equivalent People Rq'd Direct Cost 4Q06 Equivalent People Rq'd Direct Cost TOTAL DIRECT COST $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $57,383 $46,950 $81,212 $174,002 $86,486 $53,804 $267,852 $238,784 $147,347 $305,677 $38,603 $38,603 $39,646 $1,576,350 TOTAL DIRECT COST $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $173,888 $142,272 $81,212 $174,002 $86,486 $51,505 $233,376 $238,784 $171,267 $258,086 $38,603 $38,603 $39,646 $1,727,732 Activity "B" Project Manager Sr. Systems Engineer Systems Engineer Sr. Design Engineer Software Engineer Quality Control Design Engineer Associate Design Engineer Sr. Test Engineer Test Engineer Project Coordinator Configuration Management Business Manager 100 110 112 120 122 124 125 127 130 135 140 142 150 Activity "B" Subtotal 0.33 0.33 0.50 0.50 0.25 0.33 2.00 2.00 0.00 0.00 0.33 0.33 0.33 7.23 1Q06 $9,438 $7,722 $11,180 $11,700 $5,720 $5,834 $44,200 $36,400 $0 $0 $6,349 $6,349 $6,521 $151,414 0.33 0.33 0.70 2.00 0.75 0.33 1.00 2.00 0.00 0.00 0.33 0.33 0.33 8.43 2Q06 $9,438 $7,722 $15,652 $46,800 $17,160 $5,834 $22,100 $36,400 $0 $0 $6,349 $6,349 $6,521 $180,326 0.33 0.33 0.80 2.00 1.00 0.50 3.00 3.00 1.00 2.00 0.33 0.33 0.33 14.95 3Q06 $9,438 $7,722 $17,888 $46,800 $22,880 $8,840 $66,300 $54,600 $23,920 $45,760 $6,349 $6,349 $6,521 $323,367 0.33 0.33 0.80 2.00 1.00 0.50 3.00 3.00 1.00 2.00 0.33 0.33 0.33 14.95 4Q06 $9,438 $7,722 $17,888 $46,800 $22,880 $8,840 $66,300 $54,600 $23,920 $45,760 $6,349 $6,349 $6,521 $323,367 0.33 0.33 0.50 0.50 0.25 0.33 2.00 2.00 1.00 4.00 0.33 0.33 0.33 12.23 1Q06 $9,816 $8,031 $11,627 $12,168 $5,949 $6,068 $45,968 $37,856 $24,877 $95,181 $6,603 $6,603 $6,782 $277,528 0.33 0.33 0.30 0.40 0.50 1.00 1.00 1.00 3.00 5.00 0.33 0.33 0.33 13.85 2Q06 $9,816 $8,031 $6,976 $9,734 $11,898 $18,387 $22,984 $18,928 $74,630 $118,976 $6,603 $6,603 $6,782 $320,348 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3Q06 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4Q06 WBS Level 2 Activity Labor Category Labor ID Code Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Equivalent People Rq'd Direct Cost Activity "C" Project Manager Sr. Systems Engineer Systems Engineer Sr. Design Engineer Software Engineer Quality Control Design Engineer Associate Design Engineer Sr. Test Engineer Test Engineer Project Coordinator Configuration Management Business Manager 100 110 112 120 122 124 125 127 130 135 140 142 150 Activity "C" Subtotal 1.00 1.00 0.50 0.50 0.25 0.20 1.00 2.00 1.00 0.00 0.33 0.33 0.33 8.44 $28,600 $23,400 $11,180 $11,700 $5,720 $3,536 $22,100 $36,400 $23,920 $0 $6,349 $6,349 $6,521 $185,775 1.00 1.00 0.70 2.00 0.75 0.33 2.00 2.00 0.00 0.00 0.33 0.33 0.33 10.77 $28,600 $23,400 $15,652 $46,800 $17,160 $5,834 $44,200 $36,400 $0 $0 $6,349 $6,349 $6,521 $237,266 1.00 1.00 0.80 2.00 1.00 0.50 3.00 3.00 1.00 2.00 0.33 0.33 0.33 16.29 $28,600 $23,400 $17,888 $46,800 $22,880 $8,840 $66,300 $54,600 $23,920 $45,760 $6,349 $6,349 $6,521 $358,207 1.00 1.00 0.80 2.00 1.00 0.50 3.00 3.00 1.00 2.00 0.33 0.33 0.33 16.29 $28,600 $23,400 $17,888 $46,800 $22,880 $8,840 $66,300 $54,600 $23,920 $45,760 $6,349 $6,349 $6,521 $358,207 1.00 1.00 0.50 0.50 0.25 0.33 1.00 2.00 1.00 2.00 0.33 0.33 0.33 10.57 $29,744 $24,336 $11,627 $12,168 $5,949 $6,068 $22,984 $37,856 $24,877 $47,590 $6,603 $6,603 $6,782 $243,187 1.00 1.00 0.30 0.40 0.50 1.00 0.50 1.00 3.00 5.00 0.33 0.33 0.33 14.69 $29,744 $24,336 $6,976 $9,734 $11,898 $18,387 $11,492 $18,928 $74,630 $118,976 $6,603 $6,603 $6,782 $345,090 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 PROJECT TOTAL 22.90 $488,602 31.04 $665,434 48.70 $1,053,582 47.70 $1,031,482 35.04 $795,560 43.30 $1,004,087 0.00 $0 0.00 $0 $5,038,748 $4,282,936 $6,550,372 Budgetary Minimum Budgetary Maximum (NTE) Profit Model Fill in white cells only. All others will be calculated automatically. Assumptions MARKETING FORECAST Average sales price per unit 10% per year Market size (units) Market share Unit sales TOTAL PROJECTED SALES $4,400 10,000 65% 6,500 $28,600,000 $3,960 20,000 50% 10,000 $39,600,000 $3,564 40,000 40% 16,000 $57,024,000 $3,208 70,000 25% 17,500 $56,133,000 $2,887 40,000 15% 6,000 $17,321,040 $2,598 30,000 10% 3,000 $7,794,468 $206,472,508 YEAR 1 2 3 4 5 6 7 8 TOTAL PRODUCT COSTS Project Costs Product Conception Project Planning & Staffing Product Design Product Modeling Manufacture First Unit Test & Verification Total Product Development Costs 1 2 3 4 5 6 7 8 TOTAL $300,000 $757,000 $720,000 $135,000 $350,000 $250,000 $1,912,000 $600,000 $300,000 $757,000 $720,000 $135,000 $350,000 $250,000 $2,512,000 Product Support Costs Cost per unit (production) 5.0% per year Total production cost Maintenance Costs General & Administrative Expense 1.0% of sales Overhead Expense 5.0% of sales Marketing expenses 2.0% of total sales Total Product Support Costs TOTAL PRODUCT COSTS 1 2 3 $2,000 $13,000,000 $100,000 $286,000 $1,430,000 $572,000 $15,388,000 4 $1,900 $19,000,000 $100,000 $396,000 $1,980,000 $792,000 $22,268,000 $22,268,000 5 $1,805 $28,880,000 $100,000 $570,240 $2,851,200 $1,140,480 $33,541,920 $33,541,920 6 $1,715 $30,008,125 $100,000 $561,330 $2,806,650 $1,122,660 $34,598,765 $34,598,765 7 $1,629 $9,774,075 $100,000 $173,210 $866,052 $346,421 $11,259,758 $11,259,758 8 $1,548 $4,642,686 $100,000 $77,945 $389,723 $155,889 $5,366,243 $5,366,243 TOTAL $10,596 $105,304,886 $600,000 $2,064,725 $10,323,625 $4,129,450 $122,422,686 $124,934,686 $1,912,000 $600,000 $15,388,000 PROFITABILITY FORECAST Profit before tax (PBT) Return on investment (%) Cumulative PBT (Cash Flow) 1 -$1,912,000 2 -$600,000 3 $13,212,000 85.9% 4 $17,332,000 77.8% $28,032,000 5 $23,482,080 70.0% $51,514,080 6 $21,534,235 62.2% $73,048,315 7 $6,061,282 53.8% $79,109,597 8 $2,428,225 45.2% $81,537,822 TOTAL $81,537,822 -$1,912,000 -$2,512,000 $10,700,000 Total Product Costs Total Product Sales Benefit/Cost Ratio Total PBT Return on Investment Return on Sales $124,934,686 $206,472,508 1.65 $81,537,822 65.3% 39.5% KEPNER-TREGOE ANALYSIS Fill in unshaded cells only. Replace numbers & text with your own. MUSTS Product A Go/No Go Product B Go/No Go Product C Go/No Go Achieve an ROI of at least 30% 30% Go 40% Go 35% Go WANTS Weight Info Score Weighted Score Info Score Weighted Score Info Score Weighted Score Meets customer needs Favorable time-to-market (schedule) Minimal project cost Product can be easily modeled Minimal technology risks Predicted return-on-investment (ROI) Forecasted product reliability Producibility (can me made easily) 25 10 5 5 15 25 10 5 5 5 5 4 0 1 3 5 125 50 25 20 0 25 30 25 0 0 0 0 0 0 0 0 4 4 3 5 3 5 5 3 100 40 15 25 45 125 50 15 0 0 0 0 0 0 0 0 4 3 4 3 5 3 3 4 100 30 20 15 75 75 30 20 0 0 0 0 0 0 0 0 TOTAL 100 Weighted Score Risk Factor Adjusted Score 300 -35 265 Weighted Score 415 -45 Weighted Score 365 -8 Adjusted Score 370 Adjusted Score 357 Responsibility Allocation Matrix 1 = Primary responsibility 2 = Must be consulted 3 = May be consulted 4 = Has approval authority Project Systems Engineer Proj. Controls Leader Project Coordinator Team Leaders Manuf. Manager Marketing Specialists Subcontract Manager Design Engineers Configuration Manager PROJECT RESPONSIBILITIES Define overall project goals Oversee the development of a project plan Develop a Work Breakdown Structure (WBS) Establish top-level project requirements Establish hardware specifications Establish software specifications Develop the project organization breakdown structure (OBS) Define overall project workscope Develop the project responsibility allocation matrix (RAM) Identify major project technical risks & develop mitigation plans Identify major project business risks & develop mitigation plans Conduct make-or-buy decision process Develop a project tracking system Identify major project milestones Develop a project reporting requirements Conduct regular project status reviews Prepare project budgets Develop the detailed project schedule Conduct designated product design reviews Customer point-of-contact Develop a project change-control system Chair the change-control board Identify and track all project baseline changes Coordinate change-control board activities Manage subcontractors Develop a subcontract management plan Prepare a manufacturing plan Develop a team plan Develop a team RAM Provide regular team status Identify and monitor customer needs Manager 1,4 1,4 2,4 1,4 2 2 2 2 2,4 2,4 2 2 1 2 3 3 3 3 3 3 3 3 2,4 2,4 2 2 2 2 2,4 2,4 3 3 3 2 2 3 3 3 3 2 2 2 2 2 2 2 2 2,4 2,4 3 3 3 2 2 3 3 3 3 2 2 2 2 3 3 3 3 3 3 3 3 3 2 2 2 3 3 3 2 2 2 2 3 3 3 3 1,4 1,4 1,4 1,4 1,4 2,4 2,4 1,4 1,4 1,4 1,4 2,4 2,4 2,4 2,4 1 2,4 1,4 2 2 2 1,4 3 2 2 2 2 2 2 2 1,4 2 2 2 2 2 2 3 1,4 2 2 2 2 2 1,4 2 3 2 1,4 2 2 2 2 2 3 3 3 1 2 1 3 3 3 3 3 3 3 3 2 3 3 3 3 3 2 2 2 2 3 3 3 3 3 2 2 2 2 2 2 2 2 2 3 2 1 1 2,4 4 2,4 4 2 3 2,4 3 2 4 3 3 3 3 3 1 1 1,4 1 1 3 2 3 3 2 2,4 2,4 2,4 2 3 1 3 3 1,4 3 2 3 Stochastic Duration Estimating Model Fill in the white cells--all other cells are automatically calculated. Activity Optimistic Most Likely Pessimistic Expected Time Variance Insert a start date below. Start Date = 1-Jan-2006 No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 (o) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (m) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (p) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL Te 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 σ 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2 Probability 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% Duration 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 End Date (7 d/wk) 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 End Date (5 d/wk) 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 01-Jan-06 Future Value Calculator Present Value (PV) $6,210 $11,300 $15,380 $18,680 $21,186 $0 $0 $0 $0 $0 $0 $0 $72,756 Present Value C Future Value (FV) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 i 0.1 0.1 0.1 0.1 0.1 0 0 0 0 0 0 0 n 4 3 2 1 0 0 0 0 0 0 0 0 Future Value (FV) $9,092 $15,040 $18,610 $20,548 $21,186 $0 $0 $0 $0 $0 $0 $0 $84,476 Present Value Calculator i 0 0 0 0 0 0 0 0 0 0 0 0 n 0 0 0 0 0 0 0 0 0 0 0 0 Present Value (PV) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fill in the white cells Stochastic Cost Estimating Model Pessimistic (p) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL Expected Cost Ce $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Variance Fill in the white cells--all other cells are automatically calculated. Activity No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Optimistic (o) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Most Likely (m) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 σ 2 Probability 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% Project Cost $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Basis of Estimate No. Direct Labor Hours Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 1 2 3 4 5 6 Total Direct Labor Hours Total Direct Labor Costs No. Direct Material/Other Costs Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 1 2 3 4 5 6 Total Direct Material/Other Costs No. Total Costs Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 1 2 3 Total Cost Basis Of Estimate Calculations (Direct Labor) 1 2 3 4 5 6 Benefit/Cost Table Commercial Product Project Example Market Size Estimated Market Share Unit Sales Price Projected Sales ($K) Total Project Cost ($K) Production Cost Overhead/G&A 150,000 10.00% $300 $4,500 $970 $1,875 $45 "Weights" can be established from any of the following methods: a) Market surveys b) AHP pair-wise comparisons c) Conjoint analysis d) Customer inputs e) Delphi sessions with customer-knowledgable experts. The method used should relate "weights" to identified customer needs, or requirements. The Benefit/Cost (B/C) ratio is equal to the "weight" times the total benefit (total profit before taxes) divided by the cost of the project element. % of TPC 100.0% 27.8% 12.9% 7.7% 5.2% 9.8% 4.1% 5.7% 5.2% 3.1% 2.1% Weight 1.00 0.45 0.20 0.10 0.10 0.15 0.05 0.10 0.10 0.06 0.04 B/C Ratio 1.66 2.68 2.58 2.15 3.22 2.54 2.01 2.93 3.22 3.22 3.22 Commments Total Profit Before Taxes ($K) Project B/C Ratio WBS Level 1 2 3 4 4 3 4 4 3 4 4 WBS Element SYSTEM Segment 1.0 Subsystem 1.1 Module 1.1.1 Module 1.1.2 Subsystem 1.2 Module 1.2.1 Module 1.2.2 Subsystem 1.3 Module 1.3.1 Module 1.3.2 $1,610 1.66 Cost ($K) $970 $270 $125 $75 $50 $95 $40 $55 $50 $30 $20 2 3 4 4 3 4 4 3 4 4 Segment 2.0 Subsystem 2.1 Module 2.1.1 Module 2.1.2 Subsystem 2.2 Module 2.2.1 Module 2.2.2 Subsystem 2.3 Module 2.3.1 Module 2.3.2 $220 $75 $40 $35 $95 $65 $30 $50 $15 $35 22.7% 7.7% 4.1% 3.6% 9.8% 6.7% 3.1% 5.2% 1.5% 3.6% 0.30 0.05 0.03 0.02 0.08 0.05 0.03 0.04 0.03 0.01 2.20 1.07 1.21 0.92 1.36 1.24 1.61 1.29 3.22 0.46 The cost for this element outweighs the benefit The cost for this element outweighs the benefit 2 3 Segment 3.0 Subsystem 3.1 Module 3.1.1 Module 3.1.2 $340 $120 $70 $50 $100 $60 $40 $120 $80 $40 35.1% 12.4% 7.2% 5.2% 10.3% 6.2% 4.1% 12.4% 8.2% 4.1% 0.10 0.01 0.01 0.01 0.07 0.03 0.04 0.02 0.01 0.01 0.47 0.13 0.12 0.16 1.13 0.81 1.61 0.27 0.20 0.40 The cost for this element outweighs the benefit The cost for this element outweighs the benefit The cost for this element outweighs the benefit The cost for this element outweighs the benefit 3 Subsystem 3.2 Module 3.2.1 Module 3.2.2. The cost for this element outweighs the benefit 3 Subsystem 3.3 Module 3.3.1 Module 3.3.2 The cost for this element outweighs the benefit The cost for this element outweighs the benefit The cost for this element outweighs the benefit 2 3 3 3 Project Management Project Coordination Configuration Mgt. Systems Engineering $140 $30 $40 $70 14.4% 3.1% 4.1% 7.2% 0.15 0.02 0.04 0.09 1.73 1.07 1.61 2.07 Project Critical-Path Crashing Table Sort table on "crash ratio" after the "Crash Project" values are inserted. Fill In whire cells only Activity No. NORMAL PROJECT CRASHED PROJECT CRASH CALCULATIONS Cumulative Project Cost #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Description Time Cost Time Cost Allowable Crash 0 0 0 0 0 0 0 0 0 0 0 0 0 Crash Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Project Duration 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 0 $0 Weighted Risk Factor Analysis Triple Constraint Aspect Technical Schedule Priority Weight 0.00 0.00 Cost 0.00 Total 0.00 Fill in white cells only No. 1 2 3 4 5 6 7 8 9 10 Risk Description P 0 0 0 0 0 0 0 0 0 0 Technical C 0 0 0 0 0 0 0 0 0 0 WRF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 P 0 0 0 0 0 0 0 0 0 0 Schedule C 0 0 0 0 0 0 0 0 0 0 WRF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 P 0 0 0 0 0 0 0 0 0 0 Cost C 0 0 0 0 0 0 0 0 0 0 WRF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL WRF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 45% Project Tracking -- Zone Method 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Fill in white cells only. Week No. Schedule EventsPlanned Schedule Events-Actual Variance 0 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 1 2 Schedule Variance (%) #DIV/0! Labor Hours-Planned Labor Hours-Actual Variance 0 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! 0 #DIV/0! Cost Variance (%) #DIV/0! Project Tracking Schedule Variance (%) 30% Cost Variance (%) 20% 10% Variance 0% 0 -10% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 -20% Project Tracking -- Earned Value Method Fill in white cells only. Week No. Planned Value (PV)-Cumulative Actual Cost (AC)-Cumulative Earned Value (EV)-Cumulative SPI CPI 1 $0 $0 $0 #DIV/0! #DIV/0! 2 $0 $0 $0 #DIV/0! #DIV/0! 3 $0 $0 $0 #DIV/0! #DIV/0! 4 $0 $0 $0 #DIV/0! #DIV/0! 5 $0 $0 $0 #DIV/0! #DIV/0! 6 $0 $0 $0 #DIV/0! #DIV/0! 7 $0 $0 $0 #DIV/0! #DIV/0! 8 $0 $0 $0 #DIV/0! #DIV/0! 9 $0 $0 $0 #DIV/0! #DIV/0! 10 $0 $0 $0 #DIV/0! #DIV/0! 11 $0 $0 $0 #DIV/0! #DIV/0! 12 $0 $0 $0 #DIV/0! #DIV/0! 13 $0 $0 $0 #DIV/0! #DIV/0! 14 $0 $0 $0 #DIV/0! #DIV/0! 15 $0 $0 $0 #DIV/0! #DIV/0! 16 $0 $0 $0 #DIV/0! #DIV/0! If font size is too small on the graph below increase its size for better viewing. 1.30 $1 $1 1.20 Planned Value (PV)-Cumulative Actual Cost (AC)-Cumulative Earned Value (EV)-Cumulative SPI CPI $1 $1 1.10 $1 Value 1.00 $1 $0 0.90 $0 $0 0.80 $0 $0 0.70 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1 2 3 4 5 6 7 8 9 Week No. 10 11 12 13 14 15 Fill in white cells only. Estimate at Completion Analysis Week No. Total EV= Total AC= Estimate to Complete (ETC)= Budget at Completion (BAC)= $0 $0 EAC= TCPIEAC= TCPIBAC= VAC= VAC (%)= #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! TABLE 1 Budget for Controls Staff Minimum Projects Over $2 Million Rule of Thumb Method Projects Under $2 Million $50,000 $40,000 $22,400 Maximum $80,000 $80,000 $44,800 Number of Equivalent People Minimum 1.11 0.89 0.50 Maximum 1.78 1.78 1.00 Hours per Week Minimum 44 36 20 Maximum 71 71 40