copy of tool-project manager

8/2/2019 Copy of Tool-Project Manager

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This tool is provided as is,tools quality, performanc


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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 1.4LIABILITY NOTICE

ithout warranty of any kind, either express or implied, respecting the contents of this tool, including but not limited te, or fitness for any particular purpose. Michael D. Taylor shall not be liable to the user of this tool or any other pers

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


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o implied warranties for then or entity with respect to


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Note: Shaded areas are calculated automatically after unshaded areas are filled

Estimated Direct Labor Hours = 0 hours

Composite Burdened Labor Rate = $0 per hour

Target Profit = 0%

With Profit Without Profit

Estimated Direct Cost $0 $0

Target Profit $0

Estimated Total Price $0 $0

OOM Minimum Price $0 $0

OOM Maximum Price $0 $0

OOM Cost Calculator


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Note: Shaded areas are calculated automatically after unshaded areas are filled in.

1Q06 2Q06 3Q06WBS Level 2 Labor Equivalent Direct Equivalent Direct Equivale

Activity Labor Category ID Code People Rq'd Cost People Rq'd Cost People R

Activity Project Manager 100 0.33 $9,438 0.33 $9,438 0.33

"A" Sr. Systems Engineer 110 0.33 $7,722 0.33 $7,722 0.33

Systems Engineer 112 0.50 $11,180 0.70 $15,652 0.80

Sr. Design Engineer 120 0.50 $11,700 2.00 $46,800 2.00

Software Engineer 122 0.25 $5,720 0.75 $17,160 1.00

Quality Control 124 0.33 $5,834 0.33 $5,834 0.50

Design Engineer 125 2.00 $44,200 2.00 $44,200 3.00

Associate Design Engineer 127 2.00 $36,400 3.00 $54,600 3.00

Sr. Test Engineer 130 0.00 $0 0.00 $0 1.00

Test Engineer 135 0.00 $0 0.00 $0 2.00

Project Coordinator 140 0.33 $6,349 1.20 $23,088 1.50

Configuration Management 142 0.33 $6,349 0.70 $13,468 1.00

Business Manager 150 0.33 $6,521 0.50 $9,880 1.00

Activi ty "A" Subtotal 7.23 $151,414 11.84 $247,842 17.46

1Q06 2Q06 3Q06

WBS Level 2 Labor Equivalent Direct Equivalent Direct Equivale



"B" Sr. Systems Engineer 110 0.33 $7,722 0.33 $7,722 0.33




Quality Control 124 0.33 $5,834 0.33 $5,834 0.50

Design Engineer 125 2.00 $44,200 1.00 $22,100 3.00


Sr. Test Engineer 130 0.00 $0 0.00 $0 1.00

Test Engineer 135 0.00 $0 0.00 $0 2.00

Project Coordinator 140 0.33 $6,349 0.33 $6,349 0.33

Configuration Management 142 0.33 $6,349 0.33 $6,349 0.33

Business Manager 150 0.33 $6,521 0.33 $6,521 0.33

Activity "B" Subtotal 7.23 $151,414 8.43 $180,326 14.95

1Q06 2Q06 3Q06

WBS Level 2 Labor Equivalent Direct Equivalent Direct Equivale



"C" Sr. Systems Engineer 110 1.00 $23,400 1.00 $23,400 1.00




Quality Control 124 0.20 $3,536 0.33 $5,834 0.50

Design Engineer 125 1.00 $22,100 2.00 $44,200 3.00


Sr. Test Engineer 130 1.00 $23,920 0.00 $0 1.00

Test Engineer 135 0.00 $0 0.00 $0 2.00

.


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Fill in white cells only. All others will

be calculated automatically.Assumptions 1 2 3

MARKETING FORECAST

Average sales price per unit 10% per year $

Market size (units) 1

Market share

Unit sales

TOTAL PROJECTED SALES $28,60

PRODUCT COSTS 1 2 3

Project Costs

Product Conception $300,000

Project Planning & Staffing $757,000

Product Design $720,000

Product Modeling $135,000

Manufacture First Unit $350,000

Test & Verification $250,000

Total Product Development Costs $1,912,000 $600,000

Product Support Costs 1 2 3

Cost per unit (production) 5.0% per year $

Total production cost $13,00

Maintenance Costs $10

General & Administrative Expense 1.0% of sales $28

Overhead Expense 5.0% of sales $1,43

Marketing expenses 2.0% of total sales $57

Total Product Support Costs $15,38

TOTAL PRODUCT COSTS $1,912,000 $600,000 $15,38

PROFITABILITY FORECAST 1 2 3

Profit before tax (PBT) -$1,912,000 -$600,000 $13,21

Return on investment (%) 8

Cumulative PBT (Cash Flow) -$1,912,000 -$2,512,000 $10,70

Profit


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Fill in unshaded cells only. Replacenumbers & text with your own.

MUSTS Product A Go/No Go Product B G

Achieve an ROI of at least 30% 30% Go 40%

WANTS Weight Info ScoreWeighted

ScoreInfo Score

Meets customer needs 25 5 125 4

Favorable time-to-market (schedule) 10 5 50 4

Minimal project cost 5 5 25 3

Product can be easily modeled 5 4 20 5

Minimal technology risks 15 0 0 3

Predicted return-on-investment (ROI) 25 1 25 5

Forecasted product reliability 10 3 30 5

Producibility (can me made easily) 5 5 25 3

0

0

0

0

0

0

0

0

TOTAL 100 Weighted Score 300 Weighted Score

Risk Factor -35

Adjusted Score 265 Adjusted Score

KEPNER-TREGOE ANALYSIS


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1 = Primary responsibility 2 = Must be consulted 3 = May be consulted 4 = Ha

Project

PROJECT RESPONSIBILITIES Manager

Define overall project goals 1,4

Oversee the development of a project plan 1,4

Develop a Work Breakdown Structure (WBS) 2,4

Establish top-level project requirements 1,4

Establish hardware specifications

Establish software specifications

Develop the project organization breakdown structure(OBS)

1,4

Define overall project workscope 1,4

Develop the project responsibility allocation matrixRAM

1,4

Identify major project technical risks & developmiti ation lans

2,4

Identify major project business risks & developmiti ation lans

2,4

Conduct make-or-buy decision process 1,4

Develop a project tracking system 1,4

Identify major project milestones 1,4

Develop a project reporting requirements 1,4

Conduct regular project status reviews 2,4

Prepare project budgets 2,4

Develop the detailed project schedule 2,4

Conduct designated product design reviews 2,4

Customer point-of-contact 1

Develop a project change-control system 2,4


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Fill in the white cells--all other cells are automatically calculated Insert a start date below.

Activity Optimistic Most Likely Pessimistic Expected Time Variance Start Date = 1-Jan-2006

No. (o) (m) (p) Te Probability DurationEnd Date(7 d/wk)

End Date(5 d/wk)

1 0 0 0 0.00 0.00 10% 0 01-Jan-06 01-Jan-062 0 0 0 0.00 0.00 15% 0 01-Jan-06 01-Jan-06

3 0 0 0 0.00 0.00 20% 0 01-Jan-06 01-Jan-06

4 0 0 0 0.00 0.00 25% 0 01-Jan-06 01-Jan-06

5 0 0 0 0.00 0.00 30% 0 01-Jan-06 01-Jan-06

6 0 0 0 0.00 0.00 35% 0 01-Jan-06 01-Jan-06

7 0 0 0 0.00 0.00 40% 0 01-Jan-06 01-Jan-06

8 0 0 0 0.00 0.00 45% 0 01-Jan-06 01-Jan-06

9 0 0 0 0.00 0.00 50% 0 01-Jan-06 01-Jan-06

10 0 0 0 0.00 0.00 55% 0 01-Jan-06 01-Jan-06

11 0 0 0 0.00 0.00 60% 0 01-Jan-06 01-Jan-06

12 0 0 0 0.00 0.00 65% 0 01-Jan-06 01-Jan-06

13 0 0 0 0.00 0.00 70% 0 01-Jan-06 01-Jan-06

14 0 0 0 0.00 0.00 75% 0 01-Jan-06 01-Jan-06

15 0 0 0 0.00 0.00 80% 0 01-Jan-06 01-Jan-06

16 0 0 0 0.00 0.00 85% 0 01-Jan-06 01-Jan-06

17 0 0 0 0.00 0.00 90% 0 01-Jan-06 01-Jan-06

TOTAL 0.00 0.00 95% 0 01-Jan-06 01-Jan-06

Stochastic Duration Estimating Model

2


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Present

Value (PV) n

Future Value

(FV)

Future Value

(FV)

$6,210 0.1 4 $9,092 $0

$11,300 0.1 3 $15,040 $0

$15,380 0.1 2 $18,610 $0

$18,680 0.1 1 $20,548 $0

$21,186 0.1 0 $21,186 $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

$72,756 $84,476

Future Value Calculator

i

Pr


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n

Present Value

(PV)

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

$0

sent Value Calculator

i


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Fill in the white cells

Fill in the white cells--all other cells are automatically calculated.

Activity Optimistic Most Likely Pessimistic Expected Cost Variance

No. (o) (m) (p) Ce Probability Project Cost

1 $0 $0 $0 $0 $0 10% $0

2 $0 $0 $0 $0 $0 15% $0

3 $0 $0 $0 $0 $0 20% $0

4 $0 $0 $0 $0 $0 25% $0

5 $0 $0 $0 $0 $0 30% $0

6 $0 $0 $0 $0 $0 35% $0

7 $0 $0 $0 $0 $0 40% $0

8 $0 $0 $0 $0 $0 45% $0

9 $0 $0 $0 $0 $0 50% $0

10 $0 $0 $0 $0 $0 55% $0

11 $0 $0 $0 $0 $0 60% $0

12 $0 $0 $0 $0 $0 65% $0

13 $0 $0 $0 $0 $0 70% $0

14 $0 $0 $0 $0 $0 75% $0

15 $0 $0 $0 $0 $0 80% $0

16 $0 $0 $0 $0 $0 85% $0

17 $0 $0 $0 $0 $0 90% $0

TOTAL $0 $0 95% $0

2

Stochastic Cost Estimating Model


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No. Direct Labor Hours Jan Feb Mar Apr May Jun Jul Aug

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Total Direct Labor Hours

Total Direct Labor Costs

No. Direct Material/Other Costs Jan Feb Mar Apr May Jun Jul Aug

1

2

3

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Total Direct Material/Other Costs

No. Total Costs Jan Feb Mar Apr May Jun Jul Aug

1

2

3

Total Cost

Basis Of Estimate Calculations (Direct Labor)

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Basis of Estimate


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Triple Constraint Aspect Technical Schedule Cost Total

Priority Weight 0.00 0.00 0.00 0.00

Fill in white cells only Technical Schedule Cost TOTAL

No. Risk Description P C WRF P C WRF P C WRF WRF

1 0 0 0.00 0 0 0.00 0 0 0.00 0.00

2 0 0 0.00 0 0 0.00 0 0 0.00 0.00

3 0 0 0.00 0 0 0.00 0 0 0.00 0.00

4 0 0 0.00 0 0 0.00 0 0 0.00 0.00

5 0 0 0.00 0 0 0.00 0 0 0.00 0.00

6 0 0 0.00 0 0 0.00 0 0 0.00 0.00

7 0 0 0.00 0 0 0.00 0 0 0.00 0.00

8 0 0 0.00 0 0 0.00 0 0 0.00 0.00

9 0 0 0.00 0 0 0.00 0 0 0.00 0.00

10 0 0 0.00 0 0 0.00 0 0 0.00 0.00

Weighted Risk Factor Analysis


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45%

Fill in white cells only.

Week No. 1 2 3 4 5 6 7 8 9 10 11 12 13

Schedule Events-Planned

Schedule Events-Actual

Variance 0 0 0 0 0 0 0 0 0 0 0 0 0

Schedule Variance (%) #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!

Labor Hours-Planned

Labor Hours-Actual

Variance 0 0 0 0 0 0 0 0 0 0 0 0 0

Cost Variance (%) #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!

-20%

-10%

0%

10%

20%

30%

0 1 2 3 4 5 6 7 8 9 10 11 12 13

Varianc

e

Project Tracking

Schedule Variance (%) Cost Variance (%)

Project Tracking -- Zone Method


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Week No. 1 2 3 4 5 6

Planned Value (PV)-Cumulative $0 $0 $0 $0 $0 $0

Actual Cost (AC)-Cumulative $0 $0 $0 $0 $0 $0

Earned Value (EV)-Cumulative $0 $0 $0 $0 $0 $0

SPI #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #

CPI #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #

If font size is too small on the graph below increase its size for better viewing.


Estimate at Completion Analysis

Week No. EAC= #VALUE!

Total EV= $0 TCPIEAC= #VALUE!

Total AC= $0 TCPIBAC= #VALUE!

Estimate to Complete (ETC)= VAC= #VALUE!

Project Tracking -

0.70

0.80

0.90

1.00

1.10

1.20

1.30

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SPI CPI


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TABLE 1 -

Budget for Controls Staff Number of Equivalent People Hours per Week

Minimum Maximum Minimum Maximum Minimum Maximum

Projects Over $2 Million $50,000 $80,000 1.11 1.78 44 71

Rule of Thumb Method $40,000 $80,000 0.89 1.78 36 71

Projects Under $2 Million $22,400 $44,800 0.50 1.00 20 40

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