Project Management: Cost Management for Project Managers

Master Project Cost Management as a Project Manager
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  • Lectures 6
  • Contents Video: 1 hour
    Other: 16 mins
  • Skill Level Intermediate Level
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
    Certificate of Completion
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About This Course

Published 1/2015 English

Course Description

Money. Cash. Greenbacks. Dead presidents. It’s all the same thing when you get down to it: Projects require finances to get from start to completion, and it’s often the project manager’s job to estimate, control, and account for the finances a project demands. Projects consume the project budget during execution, when all of those project management plans we’ve discussed are put into action, and the project budget is monitored and controlled during, well, the monitoring and controlling processes.

What’s that you say? You don’t have any control over the monies your project requires? Management gives you a predetermined budget, and it’s up to you to make it all work out? Yikes! While this book centers on your Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) examinations, that’s always one of the scariest things I hear. Or is it? If management’s decision is based on previous projects, business analysts’ research, or should-cost estimates from experts, then it’s not so scary. I’ll give you this much: A predetermined project budget is always a constraint, and it’s rarely fun for the project manager.

And what about those projects that don’t have any monies assigned to the project work? You know… the projects where the project scope is completed just by the project team’s work, and there really aren’t any materials or items to purchase. That’s okay—there are still costs associated with the project, because someone, somewhere, is paying for the project team’s time. Salaries can also be considered a project cost. After all, time is money.

What are the requirements?

  • Participants should have a fundamental understanding of project management before starting this course.

What am I going to get from this course?

  • Create a project cost management plan
  • Estimate the project costs
  • Determine the project budget
  • Manage the project costs
  • Explore earned value management

What is the target audience?

  • This seminar is for project managers seeking an in-depth study of project cost management.
  • This seminar is worth two (2) Professional Development Units

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.


Section 1: Managing the project costs

In this short overview I'll discuss all of the elements that you'll learning in this course. It's a great place to set expectations and pave the way for a successful course. As always, if you've questions about the course, please add them to the course conversation.


You need a plan just for project costs. You need a plan that will help you define what policies you and the project team have to adhere to in regard to costs, a plan that documents how you get to spend project money, and a plan for how cost management will happen throughout your entire project. Well, you’re in luck! This plan, a subsidiary plan of the project management plan, is the project cost management plan. You'll need to understand all about the project's cost management plan for your PMP exam. This lecture covers:

  • Creating the cost management plan
  • Adhering to organizational policies and procedures
  • Relying on organizational process assets and enterprise environmental factors

Assuming that the project manager and the project team are working together to create the cost estimates, there are many inputs to the cost-estimating process. For your PMI exam, it would behoove you to be familiar with these inputs because these are often the supporting details for the cost estimate the project management team creates. Cost estimating uses several tools and techniques. You'll learn in this module:

  • Following the organizational process assets
  • Building a cost management plan
  • Creating an analogous estimate
  • Determining resource cost rates
  • Create a bottom-up estimate
  • Building a parametric estimate
  • Using the PMIS
  • Analyzing vendor bids
  • Considering the contingency reserve
  • Presenting the cost estimate

Now that the project estimate has been created, it’s time to create the official cost budget. Cost budgeting is really cost aggregation, which means the project manager will be assigning specific dollar amounts for each of the scheduled activities or, more likely, for each of the work packages in the WBS. The aggregation of the work package cost equates to the summary budget for the entire project. There is a difference between what was estimated and what's actually being spent on the project. This lecture defines:

  • Aggregating the project costs
  • Completing project cost reconciliation
  • Creating the project cost baseline
  • Examining the project cash flow

Once a project has been funded, it’s up to the project manager and the project team to work effectively and efficiently to control costs. This means doing the work right the first time. It also means, and this is tricky, avoiding scope creep and undocumented changes, as well as getting rid of any non-value-added activities. Basically, if the project team is adding components or features that aren’t called for in the project, they’re wasting time and money.

Cost control focuses on controlling the ability of costs to change and on how the project management team may allow or prevent cost changes from happening. When a change does occur, the project manager must document the change and the reason why it occurred and, if necessary, create a variance report. Cost control is concerned with understanding why the cost variances, both good and bad, have occurred. The “why” behind the variances allows the project manager to make appropriate decisions on future project actions. Managing cost control is an ongoing activity within a project. This lecture defines cost control, including earned value management. You'll learn:

  • Working with a cost change control system
  • Measuring project performance
  • Earned Value Management fundamentals
  • Finding project variances
  • Calculating the project performance
  • Forecasting the project performance
  • Earned Value Management formula review
16 pages

This seminar exam will test your comprehension of the topics covered in the module. Take this practice test over and over until you can complete the exam with a perfect score. If you've questions about this practice tests add them to the discussion and I'll help.

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Instructor Biography

Joseph Phillips, PMP, PMI-ACP, Project+, Certified Technical Trainer

About Joseph Phillips

Motivated, personable business professional with more than 15 years’ experience as a project management consultant, educator, technology consultant, business owner, and technical writer. Extensive experience as a project manager, management consultant, organizational change management consultant, organizational process analyst, and technical implementations. Well-versed in project management methodologies, process engineering, organizational change management, risk management, project planning, team building, communication, and technical implementations of organizational change, software projects, network operating systems, and web development projects.

Project management certifications include the Project Management Professional (PMP), PMI-Agile Certified Practioner, and the Project+ Professional designation.

Skills Summary

  • Project management
  • Business management
  • Risk management
  • Change management
  • Microsoft Office
  • Microsoft Project
  • Articulate Suite
  • Server systems
  • PMBOK Guide methodologies
  • Bloom’s Taxonomy
  • Public speaking
  • Leadership and coaching
  • Technical writing

  • Professional Experience
  • Project management
  • Project management consultant for project management office implementation, organizational change management, process configuration mapping, workflow analysis, and project management information system selection and deployment.
  • IT project manager for technology upgrades, server conversions, network topology and design, and technical projects in the legal, healthcare, architectural, and engineering disciplines.
  • Project management consultant for a hospital project to establish protocols and procedures for non-English speaking patients in consideration of security, health, and privacy requirements.
  • Project management consultant for several initiatives, including software deployment, network operating systems, Microsoft Exchange, Microsoft Office, Microsoft Server Operating Systems, and others.
  • Consulted as a project manager for new business startups, hospitals, architectural firms, and manufacturers.

  • Adult education
  • Created, designed, and led seminars on project management, PMP certification, IT project management, risk management, scheduling, Microsoft Project, technical writing, and goal achievement.
  • Designed web-based training with Articulate Studio, developed course materials, and led both public and private seminars, lectures, and speeches for organizations.
  • Taught college-level courses and corporate educational seminars on project management, program management, writing, business analysis, Microsoft products, workflow, process engineering, and related topics.
  • Produced course materials for custom seminars; courses include workbooks with exercises and quizzes, instructor materials, and slide decks.
  • Technical writing
  • Have completed hundreds of writing assignments for Pearson Education, CIO Magazine, MCP Magazine, Bedrock Learning, UCertify, and others.

  • Co-authored more than 30 books on technology, Microsoft products, and networking for MacMillan Press and Pearson Education.
  • Authored several books on project management, business analysis, and technical training for McGraw-Hill and the American Management Association Press.

  • Author

2000 to Present

Written, co-authored, or served as technical editor to more than 35 books on technology, careers, project management, and goal setting for MacMillan, McGraw-Hill, Pearson Education, and AMA Press.

Recent publications include:

PMP Project Management Professional Study Guide
McGraw-Hill; ISBN: 0071626735 CAPM/PMP All-in-One Exam Guide
McGraw-Hill; ISBN: 0071632999 PMP Project Management Lab Book
McGraw-Hill; ISBN: 0071744266 The Certified Technical Trainer All-in-One Exam Guide
McGraw-Hill; ISBN: 978-0071771160 IT Project Management: On Track from Start to Finish
McGraw-Hill; ISBN: 0071700439 Project Management for Small Business American Management Association Press;ISBN: 978-0814417676 The Lifelong Project
Amazon CreateSpace Publishers;
ISBN: 0615337546 Software Project Management for DummiesFor Dummies, PublisherISBN: 978-0471749349 Vampire Management: Why Your Job Sucks
Amazon CreateSpace Publishers;
ISBN: 978-0983970101

Education and certifications

Columbia College Chicago, 1995

Project Management Professional (PMP)

Comptia Project+ Professional

Comptia A+ Professional

Comptia Network+ Professional

Comptia Certified Technical Trainer+ Professional

Microsoft Certified Systems Engineer

Microsoft Certified Trainer

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