dr. honghui deng
DESCRIPTION
IS 488 IT Project Management. Dr. Honghui Deng. Assistant Professor MIS Department UNLV. Today. Assignment 1 due Questions from chapter 3 A Day in the Life Chapter 4 – Cost Project progress report For next week. Chapter 4 Cost. Video 11 Project Cost/Completion. 4. Cost Estimates. - PowerPoint PPT PresentationTRANSCRIPT
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Dr. Honghui Deng
Assistant Professor
MIS Department
UNLV
IS 488 IT Project Management
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Today
Assignment 1 due Questions from chapter 3 A Day in the Life Chapter 4 – Cost Project progress report For next week
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Video 11 Project Cost/Completion
Chapter 4 Cost
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4. Cost Estimates The aggregate cost of work units
described in the work breakdown structure.
The work unit approach makes cost estimating more manageable.
There are situations where an overall cost of a project is required for the initial decision and before WBS is done.
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4. Costs Tangible – easier to estimate.
E.g., routers, switches, connectors, cables, servers, and human resources.
Intangible – difficult to evaluate. E.g., cost benefit analysis of outsourcing
or offshoring information system function in terms of security, privacy, know how, innovation, etc.
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4. Costs Direct – associated with a work unit
E.g., hours worked on a unit or the portion of management time (direct overhead costs) used for a work unit.
Indirect – difficult to assignE.g., promotional expenses for the entire
organization; difficult to prorate portion of this cost to a work unit or a project.
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4. Payback analysis Payback period – the length of time
that it takes to recover the amount of money invested in the technology.
Payback occurs when the cumulative benefits are greater than cumulative costs.
For short-term investors, the payback period may be only a couple of years.
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4. Payback analysis for two projects Project A Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Total
Cost 20,000 20,000 10,000 10,000 5,000 5,000 70,000
Revenue 0 0 30,000 40,000 30,000 20,000 120,000
Difference (20,000) (20,000) 20,000 30,000 25,000 15,000 50,000
Cumulative (20,000) (40,000) (20,000) 10,000 35,000 50,000
Project B Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Total
Cost 25,000 25,000 15,000 10,000 5,000 5,000 85,000
Revenue 10,000 15,000 45,000 30,000 20,000 10,000 120,000
Difference (15,000) (10,000) 30,000 20,000 15,000 5,000 45,000
Cumulative (15,000) (25,000) 5,000 25,000 40,000 45,000
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4. Net Present Value The formula for calculating NPV is:
NPV = ∑t=1 …n A/(1+r)t
where t represents the year in which cash flow occurs, A represents the amount of cash flow for that year, and r represents the discount rate.
Using a specified rate of interest, this formula sums up the present value for the number of years that estimates have been made.
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4. NPV example The present value of $3,000 cost projected
for the third year of a project with an interest rate of 15% is $1972.50; calculated as:
$3000 * 1/(1+0.15)3 or $3000 * 0.6575 = $1972.50
If the projected revenue for the same project in the third year is $2,000 then the present value will be $1512.20; calculated as:
$2000 * 1/(1+0.15)3 or $2000 * 0.6575 = $1512.30
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4. Discount factors at 15%
Year Formula Discount factor
1 1/(1+0.15)1 0.8696
2 1/(1+0.15)2 0.7561
3 1/(1+0.15)3 0.6575
4 1/(1+0.15)4 0.5718
5 1/(1+0.15)5 0.4972
6 1/(1+0.15)6 0.4323
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4. Payback analysis for Project A
Project A Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Total
Cost 20,000 20,000 10,000 10,000 5,000 5,000 70,000
Revenue 0 0 30,000 40,000 30,000 20,000 120,000
Difference (20,000) (20,000) 20,000 30,000 25,000 15,000 50,000
Cumulative (20,000) (40,000) (20,000) 10,000 35,000 50,000
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4. NPV for Project A Year 1 = .8696 * ($20,000) = ($17,392) Year 2 = .7561 * ($20,000) = ($15,122) Year 3 = .6575 * $20,000 = $13,150 Year 4 = .5718 * $30,000 = $17,154 Year 5 = .4972 * $25,000 = $12,430 Year 6 = .4323 * $15,000 = $6,485
NPV (Project A) = ∑t=1 …n A/(1+r)t
= $16,705
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4. ROI analysis for Project AYear Factor Revenue Disc. Rev. Cost Disc. Cost
1 0.8696 $0 $0 ($20,000) ($17,392)
2 0.7561 $0 $0 ($20,000) ($15,122)
3 0.6575 $30,000 $19,725 ($10,000) ($6,575)
4 0.5718 $40,000 $22,872 ($10,000) ($5,718)
5 0.4972 $30,000 $14,916 ($5,000) ($2,486)
6 0.4323 $20,000 $8,646 ($5,000) ($2,162)
Total $120,000 $66,159 ($70,000) ($49,455)
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4. ROI analysis for Project BYear Factor Revenue Disc. Rev. Cost Disc. Cost
1 0.8696 $10,000 $8,696 ($25,000) ($21,740)
2 0.7561 $15,000 $11,342 ($25,000) ($18,903)
3 0.6575 $45,000 $29,588 ($15,000) ($9,863)
4 0.5718 $30,000 $17,154 ($10,000) ($5,718)
5 0.4972 $20,000 $9,944 ($5,000) ($2,486)
6 0.4323 $10,000 $4,323 ($5,000) ($2,162)
Total $120,000 $81,047 ($85,000) ($60,872)
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4. ROI – Projects A & B ROI for Project A:
($66,159 – $49,455)/49,455 * 100 = 33.8%
ROI for Project B:
($81,047 – $60,872)/60,872 * 100 = 33.1%
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4. Caution There is a risk in using a single
measure to evaluate the potential contribution of a project.
Many organizations put a limit on their project payback period.
Many would use a minimum rate of return on investment.
There are pros and cons to having rigid standards.
IT investment is treated differently.
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4. Sources of estimates Experience – individuals within the
organization. this method considers workplace
culture, talent pool, interorganizational relations, and HR policies.
Overestimation? Underestimation? ‘Safe’ estimates?
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4. Sources of estimates Documentation – archival information from
previous projects. Relatively current? Similar projects? Free from bias? Politics? Based on actual recorded numbers. Adjustment may be necessary if changes
have occurred since the document was prepared – new laws, new equipment, change in working hours, and holidays.
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4. Sources of estimates Expert opinion – widely used and
includes a broad pool of internal and external experts. Similar to experience in pros and cons Used for new and innovative systems
where little record exists. More formalized and expensive. May require visits by external experts
and sharing of information.
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4. Considerations A combination of internal and external
estimates, while costly, has advantages. Team members should be involved with
providing estimates but the project manager must be aware of biases.
Provide supporting material on methods of estimation.
Establish guidelines for cost and time estimation.
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4. Considerations Based on history and experience, project
managers may adjust estimates given by individuals.
This, in turn, will result in further adjustment (overestimation or underestimation) by those providing estimates.
This cycle creates ‘game play’ and a non-productive environment.
It may be necessary to work out some kind of reward for reliable and accurate estimates.
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4. Hints Use work units and bottom-up approach. Define clearly work units and tasks. Avoid memory recollection. Involve team members to improve
commitments and match tasks and skills. Obtain multiple estimates:
The best case scenario. The most probable scenario. The worst case scenario.
Assign weights to these estimates.
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4. Multiple estimates Use average scores and variance. Provide contingency resources for
estimates with large variance. Calculate ‘upper limit’ and ‘lower limit’
measures for project duration. Example: A project is estimated to take
165 hours to complete with a standard deviation of 29 hours. Assuming + and – 3 standard deviations, we will have:
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4. Multiple estimates The project upper limit:
(3 * 29 + 165) = 252 hours The project lower limit:
(-3 * 29 + 165) = 78 hours Upper limit as % of estimate:
(252/165)100 = 152.73% Lower limit as % of estimate:
(78/165)100 = 47.27%
There is a high probability that the project will be complete within 78 to 252 hours. The project completion time may be over extended or under extended by about 53%.
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4. Phase estimating Sometimes, due to uncertainty, estimates are
feasible for initial phase only. Only rough estimates of subsequent phases
are initially feasible. Project development life cycle (initiation,
planning, development, implementation, closure) can be the base for phase estimating.
Project owners and sponsors must commit to a project with incomplete information about cost and time – not always an easy situation.
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4. Considerations Estimates are used to request funding, make
decisions, schedule, negotiate, set goals, evaluate performance, etc.
Events happen, technology advances, priorities change, and biases creep in.
Credibility of the estimates and those preparing them must be considered.
Methods, their appropriateness, strengths, and weaknesses must be explained.
Assume ‘normal conditions’ – free from extreme case assumptions.
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4. Contingency plan For out-of-ordinary situations. Extreme or extraordinary situations. Funds must be appropriated at the planning
phase of the project development life cycle. Document and communicate contingency
situations. Such funds are not directly accessible by the
project manager. Simply adding a margin to estimates must be
avoided; suggests poor planning, interpreted as add-on slush money by watchful sponsors.
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4. Risk analysis Appropriate where there is uncertainty
regarding activity duration. Leads to developing alternative responses. Includes prediction or likelihood of happening. Includes estimate of risk impact Depending on the nature and size of a
project, it could be more or less extensive, detailed, or formalized.
Leads to a change management process.
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4. Change management Change is beneficial - innovative ideas or
suggestions are often made by team members.
A change management committee can facilitate and encourage change proposals.
With the approval of management, additional resources can be provided through contingency funds.
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4. Change management Membership includes stakeholders from the
entire organization. Change management committee must: identify possible risks predict the likelihood of risks happening estimate risks impact communicate risks to stakeholders prepare alternative response.
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4. Change management Changes must be consistent with the overall
goals and objectives of the organization and the broad scope of the project.
Responses to change requests must be timely, especially for time-sensitive changes.
Proposals to drastically change a project may replace the project with a new one.
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4. Discussion question Assume you are working for an organization
that is keen to invest in information technology to improve employee innovation, productivity, customer satisfaction, and management control. However, top management in your organization has a short-term payback expectation for their technology investment. Explain to the leadership of your organization why such a policy may be dysfunctional in the long term.
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4. Discussion question This chapter argues that organizational
game play and politics are a function of management decision-making style. Do you agree with this statement? Why?
Is it possible to totally eliminate organizational politics?
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4. Discussion question Assume you are an IT project manager.
How would you deal with issues of politics and game play that affect time and cost estimates for your projects?
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4. Discussion question Would your reaction be the same
overestimation and underestimation of cost and time?
When do you think ‘overestimation’ happens? ‘Underestimation’?
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Work Package Estimates
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4. In-class assignment
Do exercise 4.10-c in Chapter 4 (payback analysis, NPV, and ROI for two projects).
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4. Exercise 4.10(c)- payback analysisProject A Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Total
Cost 5,000 1,000 1,000 1,000 1,000 9,000
Revenue 3,000 3,000 3,000 3,000 3,000 15,000
Difference (2,000) 2,000 2,000 2,000 2,000 6,000
Cumulative (2,000) 0 2,000 4,000 6,000
Project B Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Total
Cost 2,000 2,000 2,000 2,000 2,000 10,000
Revenue 5,000 4,000 3,000 2,000 1,000 15,000
Difference 3,000 2,000 1,000 0 (1,000) 5,000
Cumulative 3,000 5,000 6,000 6,000 5,000
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4. Exercise 4.10(c)- 12% Disc factor
Year Formula Discount factor
1 1/(1+0.12)1 0..8929
2 1/(1+0.12)2 0.7972
3 1/(1+0.12)3 0.7118
4 1/(1+0.12)4 0.6355
5 1/(1+0.12)5 0.5674
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4. NPV for Project A Year 1 = . 8929 * ($2,000) = ($1786) Year 2 = . 7972 * $2,000 = $1594 Year 3 = . 7118 * $2,000 = $1424 Year 4 = . 6355 * $2,000 = $1272 Year 5 = . 5674 * $2,000 = $1135
NPV (Project A) = ∑t=1 …n A/(1+r)t
= $3,639
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4. NPV for Project B Year 1 = . 8929 * $3,000 = $2679 Year 2 = . 7972 * $2,000 = $1594 Year 3 = . 7118 * $1,000 = $712 Year 4 = . 6355 * $0 = $ 0 Year 5 = . 5674 * $(1,000) = $(567)
NPV (Project A) = ∑t=1 …n A/(1+r)t
= $4,418
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4. ROI analysis for Project AYear Factor Revenue Disc. Rev. Cost Disc. Cost
1 0..8929 $3,000 $2679 ($5,000) ($4465)
2 0.7972 $3,000 $2392 ($1,000) ($797)
3 0.7118 $3,000 $2135 ($1,000) ($712)
4 0.6355 $3,000 $1907 ($1,000) ($636)
5 0.5674 $3,000 $1702 ($1,000) ($567)
Total $15,000 $10,815 ($9,000) ($7,177)
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4. ROI analysis for Project BYear Factor Revenue Disc. Rev. Cost Disc. Cost
1 0.8929 $5,000 $4465 ($2,000) ($1786)
2 0.7972 $4,000 $3189 ($2,000) ($1594)
3 0.7118 $3,000 $2135 ($2,000) ($1424)
4 0.6355 $2,000 $1272 ($2,000) ($1271)
5 0.5674 $1,000 $567 ($2,000) ($1135)
Total $15,000 $11,628 ($10,000) ($7,210)
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4. Exercise 4.10(c)- ROI Formula:
(Disc Revenue – Disc Cost)/Disc Cost*100
Project A:
($10,815 - $7,177)/$7,177 * 100 = 50.7%
Project B:
($11,628 - $7,210)/$7,210* 100 = 61.3%
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4. For next class Read Clark County Credit Union case at
the end of Chapter 7 and prepare discussion notes about:
lessons learned what you would do differently relevance to what you have learned in this
course so far other issues
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4. For next class Read PM Skills article (in Notes folder) and
prepare discussion notes about the study findings, methods, your response compared with results, and so on.
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4. Exercise
Use a spreadsheet to calculate NPV for Projects A and B in Table 4.1.
Calculate ROI for information provided in Table 4.1 using different interest rates.