Earned Value Management Tutorial

Module 4: Budgeting

Prepared by:

Module 4: Budgeting
Welcome to Module 4. The objective of this module is to introduce you to
Budgeting Concepts and Definitions.
The Topics that will be addressed in this Module include:

Cost/Schedule Baselines

WBS Levels: Control Accounts, Work Packages, Planning Packages

Elements of an Earned Value Contract Baseline

Proposed Cost and the Contract Budget Baseline

Control Account Manager Roles and Responsibilities

Review

Module 4 Budgeting

The Budgeting Process

In the previous module, we defined Planning as making decisions with the
following objectives:

Define what will be performed (Statement of Work)

Determine how the work will be structured and tracked (Work Breakdown
Structure)
Assign Responsibility for elements of work (Organizational Breakdown
Structure)
Schedule the authorized work in a manner which describes the sequence of
work and identifies significant task interdependencies required to meet the
requirements of the program

Now lets discuss Budgeting.

Module 4 Budgeting

The Budgeting Process

The budgeting process establishes a means for developing and tracking the cost
goals for all contractually authorized work.
One of the key criteria for establishing an earned value management system is that
all major components of a project must be integrated and baselined. Major
components of the earned value management system include scope, schedule
and cost. The cost and schedule performance are measured against a baseline to
help track the progress of the project.
But what is a baseline, and how do you establish one?

Lets review the steps required to establish a cost and schedule baseline on the next
page.

Module 4 Budgeting

Establish the Schedule Baseline

Recall the Work Breakdown Structure from Module 2, which defines a

projects tasks, processes, responsible parties, etc. Establishing the WBS
is the first step in defining the project and in establishing the baseline.

Acme Project Work Breakdown Structure

ACME Project X

1.0
Design
1.1

Prelim Design
1.1.1

Title I Design
1.1.2

Procurement
1.2

Construction
1.3

Project Mgmt
1.4

Final Design
1.1.3

Module 4 Budgeting

Establish the Schedule Baseline

ACME Project X
1.0

Prelim Design
1.1.1

Design

Procurement

Construction

1.1

1.2

1.3

Title I Design

Final Design

1.1.2

1.1.3

Schedule Baseline
Preliminary Design 1.1.1

Project Mgmt
1.4

Based on the Project Scope and available

resources, the work activities in the WBS are
scheduled to establish the Schedule Baseline.
This important step was covered in Module 3.
Jan

Feb

Mar

Apr

May

[Link] Define Specifications & Req.

[Link] Develop Preliminary Design
[Link] Review Preliminary Design
[Link] Incorporate Comments
[Link] Preliminary Design Complete

Module 4 Budgeting

Establish the Cost Baseline

ACME Project X
1.0

Prelim Design
1.1.1

Design

Procurement

Construction

1.1

1.2

1.3

Title I Design

Final Design

1.1.2

1.1.3

Cost Baseline
Preliminary Design 1.1.1 Hours
[Link] Define Specifications & Req.
[Link] Develop Preliminary Design
[Link] Review Preliminary Design
[Link] Incorporate Comments
[Link] Preliminary Design Complete

Project Mgmt
1.4

Based on the Project Scope and available

resources, the project budget is allocated across
the scheduled activities and across time. The
time phased allocation of resources, establishes
the Cost Baseline. Notice in the chart the time
phased hours associated with each task.
Jan
1,500

Feb

Mar

Apr

May

1,000
2,000

2,000
500

500
320

320
1,000

Module 4 Budgeting

Integrated Scope, Schedule and Cost

ACME Project X
1.0

Prelim Design
1.1.1

Design

Procurement

Construction

1.1

1.2

1.3

Title I Design

Final Design

1.1.2

1.1.3

Project Mgmt
1.4

The allocation of resources across the schedule for

each element of the projects scope is what creates the
projects integrated baseline. The scope, cost, and
schedule must be fully integrated to be able to perform
EVM. As the chart shows below , each task has an
associated schedule and time phased cost.

Integrated Cost/Schedule Baseline

Preliminary Design 1.1.1 Hours
[Link] Define Specifications & Req.
[Link] Develop Preliminary Design
[Link] Review Preliminary Design
[Link] Incorporate Comments
[Link] Preliminary Design Complete

Jan
1,500

Feb

Mar

Apr

May

1,000
2,000

2,000
500

500
320

320
1,000

Module 4 Budgeting

Work Breakdown Structure Reporting Levels

Now lets discuss how the budgeting process and the cost/schedule integration
is accomplished in an earned value environment.
The Work Breakdown Structure is the framework used to facilitate the
requirement for integrating these major components. The Work Breakdown
Structure is further broken down by Control Accounts, Work Packages, and
Planning Packages.
Lets discuss these three key elements in more detail, starting with Control
Accounts, on the next page.

Module 4 Budgeting

Control Accounts
A Control Account is an assigned WBS Level used to monitor the cost and
schedule performance of a significant element of the work. Control Accounts
are also referred to as Cost Accounts. These terms are interchangeable,
however, we will use the term Control Accounts.
A Control Account is a major management control point for:
Cost Summarization
Variance Analysis and Reporting
Responsibility Assignment
Scope Description
Corrective Action Planning
A Control Account Manager (CAM) is responsible for executing the Statement of
Work associated with their assigned Control Account(s).
The illustration on the following page depicts the ACME House Project WBS
down to the Control Account Level.

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10

Control Accounts
For the ACME House project, it was determined that the performance
measurements for the project will be taken at Level 3 (see graphic below).
The project manager and the stakeholders must determine the level at
which the performance measurement will be required.

Level 3

Concrete
1.1.1

Level 1

ACME Housing Corporation

1

Level 2

House Building
Project
1.1

Framing
1.1.2

Plumbing
1.1.3

Control Account Level

Electrical
1.1.4

Interior
1.1.5

Roofing
1.1.6

Module 4 Budgeting

11

Work Packages
The detail that builds up to the Control Account Level is contained in Work
Packages and Planning Packages. Take a moment now to review Work
Packages.
Work Packages (WP) contain a discrete segment of work below the Control
Account level that is defined by
a description or brief work statement
starting and ending dates
completion milestone
work-in-process measure
time-phased budget expressed in direct labor (hours and/or dollars),
material, other direct costs and subcontract dollars
It is important that the duration of a Work Package be a relatively short span of
time (normally, but not limited to, six months or less).
Now lets take a look at Planning Packages on the next page.

Module 4 Budgeting

12

Planning Packages
Planning Packages reflect a future segment of work within a Control Account
that is not yet broken down into detailed work packages. A planning
package has a firm budget, estimated start and complete dates, and
Statement of Work.
As work becomes more clearly defined, Planning Packages are converted into
Work Packages, with the following constraints. These constraints ensure the
initial budget is used appropriately:
All planning packages are converted into work packages as
requirements are defined, and at a minimum, are scheduled to start at
least one month beyond the current reporting period
Conversion of planning packages to work packages is reviewed by the
Team Leader and documented on a Revision Request (RR)
Any conversion involving a change to the schedule or budget of the
control account must be accompanied by an RR

Module 4 Budgeting

13

Work Packages/Planning Packages

Now that you are familiar with work packages and planning packages, take
some time to examine how they appear in the WBS. For the ACME House
project, the Work Packages and Planning Packages will be at Level 4 of the
WBS. This is the level at which detailed budgets will be developed,
statused, and then summarized at the Control Account level for reporting.
Level 1

ACME Housing Corporation

1

Level 2
Level 3

Concrete
1.1.1

Framing
1.1.2

House Building
Project
1.1

Plumbing
1.1.3

Control Account Level

Electrical
1.1.4

Interior
1.1.5

Roofing
1.1.6

Pour Foundation
[Link]

Frame Exterior
Walls
[Link]

Install Water
Lines
[Link]

Install Wiring
[Link]

Install Drywall
[Link]

Install Felt
[Link]

Install Patio
[Link]

Frame Interior
Walls
[Link]

Install Gas Lines

[Link]

Install Outlets/
Switches
[Link]

Install Carpets
[Link]

Install Shingles
[Link]

Stairway
[Link]

Install Roofing
Trusses
[Link]

Install B/K
Fixtures
[Link]

Install Fixtures
[Link]

Install Painting
[Link]

Install Vents
[Link]

Level 4

Work Package / Planning Package Level

Module 4 Budgeting

14

Review
At this point, you should have a comfortable understanding of the following:
The budgeting process establishes a means for documenting and tracking the cost
goals for all contractually authorized work.
The baseline is what cost and schedule performance is measured against.
A Control Account is an assigned WBS Level used to monitor the cost and schedule
performance of a significant element of the work.
Detail below the Control Account Level is contained in Work Packages and
Planning Packages.

If you are unsure about any of these concepts, please go back and review, otherwise
lets move on to discuss the key elements used to develop, baseline, and manage
an earned value project or contract.

Module 4 Budgeting

15

Elements of a Contract Baseline

The contract baseline is comprised of eight key elements:

Total Contract Price

Total Contract Cost
Profit / Fee
Contract Budget Base (CBB)

Performance Measurement Baseline (PMB)

Management Reserve (MR)
Distributed Budgets
Undistributed Budgets (UB)

The relationship between these eight elements is depicted below. Each

element is defined on the following pages and is illustrated using the ACME
House Building Project.
T o ta l C o n tr a c t P r ic e
T o ta l C o n tr a c t C o s t

P r o fit/ F e e

C o n tr a c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is tr ib u t e d B u d g e t ( U B )

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

16

Total Contract Price

Total Contract Price is the total negotiated contract cost plus profit/fee.

T o ta l C o n tr a c t P r ic e
T o ta l C o n tra c t C o s t

P r o f it / F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

17

Total Contract Cost

Total Contract Cost is the total negotiated contract cost without profit/fee.

T o t a l C o n t r a c t P r ic e
T o ta l C o n tra c t C o s t

P r o fit/F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n tr o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

18

Profit/Fee

Profit/Fee is the estimated profit or fee realized by executing the contract or

project. Profit/Fee is not part of the Contract Budget Base (CBB), as
defined on the next page.

T o ta l C o n tr a c t P r ic e
T o ta l C o n tra c t C o s t

P r o f it / F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

19

Contract Budget Base

The Contract Budget Base (CBB) represents the total budget for all authorized
contractual work, minus Profit/Fee. The CBB can only be modified when duly
authorized changes to the contract are received. CBB is always calculated as
follows:
Current
negotiated
contract cost

Estimated cost of additional

authorized unpriced work
(yet to be negotiated)

CBB

T o ta l C o n tr a c t P r ic e
T o ta l C o n tra c t C o s t

P r o f it / F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n tr o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

20

Performance Measurement Baseline (PMB)

The Performance Measurement Baseline (PMB) is the time-phased budget
plan against which contract performance is measured. It includes all
allocated or Distributed Budgets plus the Undistributed Budget. PMB does
not include Management Reserve.
PMB = Sum of Control Accounts
PMB = Distributed Budgets + Undistributed Budgets
PMB = Contract Base Budget Management Reserve
T o t a l C o n tr a c t P r ic e
T o ta l C o n tra c t C o s t

P r o f it / F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

21

Management Reserve
Once the CBB is established, the Program Manager establishes a Management
Reserve (MR) prior to distributing budgets to the performing organizations.
The purpose of MR is to have a budget for the Program Manager to allocate
for unforeseen problems.
MR is not part of the Performance Measurement Baseline because it is held at the
program level only. Transactions into and out of MR are approved by the
Program Manager. The documentation supporting all MR transactions is
maintained and reported by Program Control.
T o t a l C o n t r a c t P r ic e
T o ta l C o n tra c t C o s t

P r o fit/F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

22

Distributed Budgets
Distributed Budgets reflect the contractually authorized efforts allocated to the
WBS elements.
Distributed Budgets include budgets assigned to control accounts during
baseline establishment as well as work packages and planning packages.
Distributed Budgets = Budgets assigned to Control Accounts
T o t a l C o n t r a c t P r ic e
T o ta l C o n tra c t C o s t

P r o f it / F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n tr o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

23

Undistributed Budget
Undistributed budget (UB) applies to contractually authorized efforts not yet
allocated to WBS elements. The UB consists of a budget for authorized
changes for which there has not been adequate time to plan the change at
the control account level. Undistributed budget is an element of the
Performance Measurement Baseline, but it is not time-phased.
Every effort should be taken to distribute budgets in a timely manner and to
minimize undistributed budgets. Undistributed budgets are controlled by the
Program Manager, and all changes must be documented using an
Undistributed Budget Log.
T o t a l C o n t r a c t P r ic e
T o ta l C o n tra c t C o s t

P r o fit/F e e

C o n tra c t B u d g e t B a s e (C B B )
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n tr o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

24

Proposed Costs and the Contract Budget Base Relationship

To better understand the key elements of the Contract Budget Base, lets walk
through the Proposal Development, Negotiations, and Contract Award
Phases. To begin, first ensure you understand the relationship between the
proposed cost and the established Contract Budget Base.
Program Funding, the negotiated and/or authorized amount, is based on the
estimates developed during the proposal preparation phase. These estimates
can be modified during the contract negotiation phase. The Program Funding
amount is used to establish the Contract Budget Baseline (CBB).
A proposed cost estimate and a Contract Budget Base are developed in the
same manner. The resources required to complete each defined element of
work are developed in terms of hours. These hours are converted to Labor
Dollars by applying Direct Labor Rates and Indirect Burdens (Direct and
Indirect Costs are discussed on the following page). Costs of purchased
materials and subcontracts (and applicable acquisition overhead rates) as
well as Other Direct Costs (ODC) are also generated and included in the
proposed amount.

Module 4 Budgeting

25

Direct and Indirect Cost Accounting

As mentioned on the previous page, costs include direct and indirect charges.

Direct Costs Costs applicable to, and identified specifically with, the program
contract Statement of Work.
Examples of Direct Costs: Labor, Travel, Material, Subcontractor Charges

Indirect Costs Charges that cannot be consistently or economically identified

against a specific contract. These are typically calculated by applying rates
and factors to the cost base.
Example of Indirect Costs: Fringe Benefits, Overhead, Material Handling,
General & Administrative, Cost of Money.

Module 4 Budgeting

26

Sample Indirect Rate Application

Here is an example of indirect rates applied to prime dollars or direct costs.
Overhead costs are applied to prime dollars to derive the Total Cost. The
application of indirect rates and factors is based on a companys accounting
policies and procedures.
Design Engineering Task
Design Engineer Hours

1,000

Design Engineer Rate/Hour

40.00

Prime Dollars

40,000.00

Overhead Rate

100%

Overhead Dollars

40,000.00

Total Burdened Dollars

80,000.00

G&A Rate

Indirect Cost

Direct Costs

10%

G&A Dollars

8,000.00

Sub-Total

88,000.00

COM Rate

0.05%

COM Dollars

44.00

Total Cost

88,044.00

Fee Rate

10%

Fee Dollars

8,800.00

Total Price

96,844.00

Module 4 Budgeting

27

ACME House Cost Proposal Development

By now you should be familiar with the difference in types of costs, but how
exactly do you go about determining costs in a project? Take some time to
see how to develop a proposed cost using the ACME House Building
project.
So far in the ACME House Building project, we have:
Defined what will be performed (Statement of Work)
Determined how will it be tracked (Work Breakdown Structure)
Now we have to:
Determine the Proposed Total Cost and Price
Assign Labor, Material, ODC, and Subcontractor Resources to the Work
Elements.
Apply Burdens and Fee to derive the Total Cost and Price.

Module 4 Budgeting

28

ACME House Cost Proposal Development

To start, we need our ACME House Work Breakdown Structure as shown here.

ACME Housing Corporation

1

This insures that we develop cost for only approved project scope.

House Building
Project
1.1

Concrete
1.1.1

Framing
1.1.2

Plumbing
1.1.3

Electrical
1.1.4

Interior
1.1.5

Roofing
1.1.6

Pour Foundation
[Link]

Frame Exterior
Walls
[Link]

Install Water
Lines
[Link]

Install Wiring
[Link]

Install Drywall
[Link]

Install Felt
[Link]

Install Patio
[Link]

Frame Interior
Walls
[Link]

Install Gas Lines

[Link]

Install Outlets/
Switches
[Link]

Install Carpets
[Link]

Install Shingles
[Link]

Stairway
[Link]

Install Roofing
Trusses
[Link]

Install B/K
Fixtures
[Link]

Install Fixtures
[Link]

Install Painting
[Link]

Install Vents
[Link]

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29

ACME House Cost Proposal Development

Next, we must develop the Proposal Price. Below is an example of how we developed the Price
for the WBS [Link] to Install Patio.
We assigned resources to this task, and based on the Labor Hours, Material, and ODC Dollars,
burdened by all the indirect rates, a Total Price of $11,574 has been estimated to complete
this task.
This process is used to price each WBS element. On the next page is the completed price for
the ACME House.

WBS [Link] Install Patio

RES CODE
Carpenter
Drywall
ELEC
ENGE
Material
Other
Total

Hours
40
40
4
20
0
0
104

Rate/Hour
$
25.00
$
15.00
$
40.00
$
30.36

$
$
$
$
$
$
$

Prime
1,000
600
160
607
2,000
500
4,867

Overhead
$
1,666
$
1,000
$
267
$
825
$
109
$
27
$
3,894

$
$
$
$
$
$
$

G&A
422
253
67
226
968

COM
$
$
$
$
$
$
$

Fee
2
1
0
1
1
0
5

$
$
$
$
$
$
$

618
371
99
332
422
1,840

Total Price
$
3,707
$
2,224
$
593
$
1,991
$
2,531
$
527
$
11,574

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30

ACME House Cost Proposal Development

The proposed resources for the entire project have been priced as described
on the previous page. The following chart reflects the Total Price for each
WBS of the ACME Housing Building project.
Total Proposed Price = $231,894

ACME Housing Corporation

1
$231,894

House Building
Project 1.1
$231,894

Concrete 1.1.1
$59,094

Framing 1.1.2
$57,905

Plumbing 1.1.3
$25,018

Electrical 1.1.4
$61,826

Interior 1.1.5
$20,447

Roofing 1.1.6
$7,605

Pour Foundation
[Link]
$28,452

Frame Exterior
Walls [Link]
$22,026

Install Water
Lines [Link]
$8,257

Install Wiring
[Link]
$24,642

Install Drywall
[Link]
$9,312

Install Felt [Link]

$3,259

Install Patio
[Link]
$11,574

Frame Interior
Walls [Link]
$14,699

Install Gas Lines

[Link]
$8,339

Install Outlets/
Switches [Link]
$12,353

Install Carpets
[Link]
$2,500

Install Shingles
[Link]
$3,259

Stairway [Link]
$19,067

Install Roofing
Trusses [Link]
$21,180

Install B/K
Fixtures [Link]
$8,421

Install Fixtures
[Link]
$24,831

Install Painting
[Link]
$8,635

Install Vents
[Link]
$1,086

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ACME House Cost Proposal Negotiations

Now lets review the proposed price and complete the negotiations.
The proposed price is $231,894; however, the buyer of the ACME house can only
afford to pay $220,000. The ACME house builder has agreed to build the ACME
house for $219,999, but some revisions had to be made to the plans to utilize
less expensive materials.
The following summary reflects the negotiated cost and price to build the ACME
House.

Negotiated ACME House Cost and Price

Total Cost
$183,852

Fee
$36,147

Total Price
$219,999

On the next page, lets look at the Total Price by WBS.

Module 4 Budgeting

32

ACME House Cost Proposal Negotiations

The following summary reflects the negotiated price by WBS to build the ACME House.
ACME Housing Corporation
1
$219,999

Total Negotiated Price = $219,999

House Building
Project 1.1
$219,999

Concrete 1.1.1
$47,200

Framing 1.1.2
$57,905

Plumbing 1.1.3
$25,018

Electrical 1.1.4
$61,826

Interior 1.1.5
$20,447

Roofing 1.1.6
$7,605

Pour Foundation
[Link]
$20,523

Frame Exterior
Walls [Link]
$22,026

Install Water
Lines [Link]
$8,257

Install Wiring
[Link]
$24,642

Install Drywall
[Link]
$9,312

Install Felt [Link]

$3,259

Install Patio
[Link]
$10,781

Frame Interior
Walls [Link]
$14,699

Install Gas Lines

[Link]
$8,339

Install Outlets/
Switches [Link]
$12,353

Install Carpets
[Link]
$2,500

Install Shingles
[Link]
$3,259

Stairway [Link]
$15,895

Install Roofing
Trusses [Link]
$21,180

Install B/K
Fixtures [Link]
$8,421

Install Fixtures
[Link]
$24,831

Install Painting
[Link]
$8,635

Install Vents
[Link]
$1,086

Module 4 Budgeting

33

The Budgeting Process

Now that we have a negotiated contract, we can establish the Contract Budget
Base.
The Awarded Amount to the Builder is $219,999. This includes Profit/Fee.
The Negotiated Total Cost, without Profit/Fee, for the ACME House equals
$183,852. This will be the basis for developing the Contract Budget
Baseline (CBB). Again, remember that this amount is exclusive of Fee.
T o t a l C o n t r a c t P r ic e
$ 2 1 9 ,9 9 9
T o ta l C o n tr a c t C o s t
$ 1 8 3 ,8 5 2

P r o fit/ F e e
$ 3 6 ,1 4 7

C o n tra c t B u d g e t B a s e (C B B )
$ 1 8 3 ,8 5 2
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is t r ib u t e d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is t r ib u t e d B u d g e t ( U B )

C o n tr o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

34

The Budgeting Process

After the Contract Budget Base has been established, the Management
Reserve is established by the Program Manager.
In the case of the ACME House, the Program Manager has decided to establish
a Management Reserve amount equal to 10% of the Contract Budget Base.
This equates to $18,385. The Performance Measurement Baseline, which
equals the CBB MR, will be established at $165,467.
All of the PMB will be distributed, therefore Distributed Budgets will equal
$165,467, and Undistributed Budget will remain zero.
T o t a l C o n t r a c t P r ic e
$ 2 1 9 ,9 9 9
T o ta l C o n tra c t C o s t
$ 1 8 3 ,8 5 2

P r o f it / F e e
$ 3 6 ,1 4 7

C o n tr a c t B u d g e t B a s e ( C B B )
$ 1 8 3 ,8 5 2
P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
$ 1 6 5 ,4 6 7
D is t r ib u t e d B u d g e ts
$ 1 6 5 ,4 6 7

M a n a g e m e n t R e s e rv e (M R )
$ 1 8 ,3 8 5

U n d is tr ib u t e d B u d g e t ( U B )
$0

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

35

The Budgeting Process

Now that the Management Reserve has been established by the Program Manager,
target budgets are developed and distributed to the Control Account Managers.
Establishing the target budgets will often be accomplished through a joint effort by
the Program Manager, Team Leaders, and the Control Account Managers.

T o t a l C o n t r a c t P r ic e
$ 2 1 9 ,9 9 9
T o ta l C o n tr a c t C o s t
$ 1 8 3 ,8 5 2

P r o f it/F e e
$ 3 6 ,1 4 7

C o n tra c t B u d g e t B a s e (C B B )
$ 1 8 3 ,8 5 2
P e r fo r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
$ 1 6 5 ,4 6 7
D is t r ib u t e d B u d g e ts
$ 1 6 5 ,4 6 7

M a n a g e m e n t R e s e rv e (M R )
$ 1 8 ,3 8 5

U n d is tr ib u t e d B u d g e t ( U B )
$0

C o n t r o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Module 4 Budgeting

36

The Budgeting Process

In developing target budgets, applicable proposal information is relied upon
heavily. The proposal information is modified to reflect negotiated changes
and to accommodate establishment of MR.
For example, remember the ACME House Proposal? Control Account 1.1.1
Concrete, had a proposed Total Price of $59,094, however, based on final
contract negotiations, the negotiated price was $47,200. The negotiated
cost, without Profit Fee was $39,424.
The following table summarizes the proposed vs. negotiated price for the
Concrete effort. Remember, in establishing target budgets, Profit/Fee is not
included.
Control Account 1.1.1 Concrete

Proposed

Total Dollars
$49,337

Profit/Fee
$9,757

Total Price
$59,094

Negotiated

$39,424

$7,776

$47,200

Module 4 Budgeting

37

The Budgeting Process

The Program Manager has decided to establish a Management Reserve (MR)
amount equal to 10% of the negotiated dollars. Once again, remember in
establishing target budgets Profit/Fee and Management Reserve are not
included.
The target budget released to the Control Account Manager for 1.1.1 Concrete
is $35,482 ($39,424 $3,942 = $35,482).
Control Account 1.1.1 Concrete

Negotiated

Total Dollars
$39,424

MR (10%)

-$3,942

Target Budget

$35,482

Module 4 Budgeting

38

The Budgeting Process

When detailed planning reveals the target budget established for the control
account is unrealistic (too high or low), the CAM, Team Leader and Program
Manager participate jointly to determine appropriate adjustments. In some
cases, this may require the use of MR.
In the case of the Concrete Control Account, the Control Account Manager has
accepted the budget of $35,482.
Once the budgets have been allocated to the Control Accounts, the Control
Account budgets are further subdivided into work packages and planning
packages.

Module 4 Budgeting

39

The Budgeting Process

Heres the distributed budget for the entire ACME WBS. Remember, this does
not include Profit/Fee, or Management Reserve.
ACME Housing Corporation
1
$165,467

Distributed Budget = $165,467

Control Accounts

Concrete 1.1.1
$35,482

House Building
Project 1.1
$165,467

Framing 1.1.2
$43,432

Plumbing 1.1.3
$18,765

Electrical 1.1.4
$46,373

Interior 1.1.5
$15,711

Roofing 1.1.6
$5,704

Pour Foundation
[Link]
$15,394

Frame Exterior
Walls [Link]
$16,521

Install Water
Lines [Link]
$6,194

Install Wiring
[Link]
$18,483

Install Drywall
[Link]
$6,984

Install Felt [Link]

$2,445

Install Patio
[Link]
$8,166

Frame Interior
Walls [Link]
$11,025

Install Gas Lines

[Link]
$6,255

Install Outlets/
Switches [Link]
$9,265

Install Carpets
[Link]
$2,250

Install Shingles
[Link]
$2,445

Stairway [Link]
$11,922

Install Roofing
Trusses [Link]
$15,887

Install B/K
Fixtures [Link]
$6,317

Install Fixtures
[Link]
$18,625

Install Painting
[Link]
$6,477

Install Vents
[Link]
$815

Work Packages

Module 4 Budgeting

40

The Budgeting Process

Time phased budgets are prepared for each work package and planning
package. Each work package and planning package contains a budget
divided into time increments (typically monthly) by elements of cost, such as
direct labor, material, subcontract, and other direct cost (ODC).
During the phasing process, Management ensures that requirements will be
met, work sequences are logical, and resources are available to execute the
plan.
The development of detail planning for the control account and ultimate
approval of the budget, schedule, and associated Work Authorization
Document (WAD) is accomplished through an iterative process.
A Work Authorization Document (WAD) authorizes and documents the work
scope, schedule and budget to organizations supporting the project. No
work is to proceed without a proper WAD.

Module 4 Budgeting

41

The Budget Process

The Control Account Manager (CAM) uses work packages and planning
packages to divide the control account into specific manageable and
measurable units of work for the purpose of developing plans and
determining progress.
Each work package and planning package is sequenced in a manner that
provides logical support for the program schedule. The CAM assigns each
work and/or planning package a budget value in hours and/or dollars.
The sum of the work packages and planning package budgets are equal to the
total budget assigned to the CAM on the work authorization form. The total
budget for the control account is time-phased in hours and dollars.

Module 4 Budgeting

42

Baseline Documentation
Summaries of schedules and budgets at the work package level are integrated
using a Control Account Plan (CAP). A CAP is a low level detail plan
prepared by the CAM showing time phased planning of tasks and their
associated budget for a Control Account. The CAP also provides brief work
package and milestone descriptions that enable the CAM to clarify and
differentiate the unique content of each work package.
The CAM and Program Control develop the cost and schedule database by
using the control account planning documentation and other data. A series
of checks and balances are performed to ensure the data is consistent.
Upon completion of the baseline development, reports displaying the
planning data as it appears in the system are reviewed and verified for
accuracy.
The baselining process is complete when all Work Authorization Document
(WADs) have been issued and accepted, and all CAPS have been
developed and equal the WAD budget amounts.

Module 4 Budgeting

43

Schedule and Cost Baseline

Below is the time-phased budget for the ACME House Building Project. This
profile represents the cost and schedule baseline in Total Dollars.

Total $165,467

$38,269

$73,412

$49,130

$4,656

Module 4 Budgeting

44

Review of Module 4: Budgeting

Many new terms and concepts were presented in this module. Lets summarize
what was covered.
The budgeting process establishes a means for developing and tracking the
cost goals for all contractually authorized work.
One of the key criteria for establishing an earned value management system is
that the scope, schedule and cost must be integrated and baselined. The
baseline is what cost and schedule performance is measured against
The Work Breakdown Structure is the
framework used to facilitate the
requirement of integrating scope,
schedule, and cost.
Concrete 1.1.1
$35,482

Framing 1.1.2
$43,432

ACME Housing Corporation

1
$165,467

House Building
Project 1.1
$165,467

Plumbing 1.1.3
$18,765

Electrical 1.1.4
$46,373

Interior 1.1.5
$15,711

Roofing 1.1.6
$5,704

Pour Foundation
[Link]
$15,394

Frame Exterior
Walls [Link]
$16,521

Install Water
Lines [Link]
$6,194

Install Wiring
[Link]
$18,483

Install Drywall
[Link]
$6,984

Install Felt [Link]

$2,445

Install Patio
[Link]
$8,166

Frame Interior
Walls [Link]
$11,025

Install Gas Lines

[Link]
$6,255

Install Outlets/
Switches [Link]
$9,265

Install Carpets
[Link]
$2,250

Install Shingles
[Link]
$2,445

Stairway [Link]
$11,922

Install Roofing
Trusses [Link]
$15,887

Install B/K
Fixtures [Link]
$6,317

Install Fixtures
[Link]
$18,625

Install Painting
[Link]
$6,477

Install Vents
[Link]
$815

Module 4 Budgeting

45

Review of Module 4: Budgeting

A Control Account is an assigned WBS Level used to monitor the cost and
schedule performance of a significant element of the work.
Work Packages (WP) contain a discrete segment of work below the Control
Account level and provide detailed planning for accomplishing the work
within a Control Account.
Level 1

ACME Housing Corporation

1

Planning Packages
include efforts that will
Level 2
eventually be identified
Level 3
as separate work
packages within the
control account. They Level 4
represent far term
efforts that cannot be
defined in detail at the
Work Package / Planning Package Level
start of the control
account.
House Building
Project
1.1

Concrete
1.1.1

Framing
1.1.2

Plumbing
1.1.3

Electrical
1.1.4

Control Account Level

Interior
1.1.5

Roofing
1.1.6

Pour Foundation
[Link]

Frame Exterior
Walls
[Link]

Install Water
Lines
[Link]

Install Wiring
[Link]

Install Drywall
[Link]

Install Felt
[Link]

Install Patio
[Link]

Frame Interior
Walls
[Link]

Install Gas Lines

[Link]

Install Outlets/
Switches
[Link]

Install Carpets
[Link]

Install Shingles
[Link]

Stairway
[Link]

Install Roofing
Trusses
[Link]

Install B/K
Fixtures
[Link]

Install Fixtures
[Link]

Install Painting
[Link]

Install Vents
[Link]

Module 4 Budgeting

46

Review of Module 4: Budgeting

The major elements of an earned value contract consist of:
Contract Budget Base (CBB): The total
budget, exclusive of fee, for all
authorized work

T o t a l C o n tr a c t P r ic e
T o ta l C o n tra c t C o s t

P r o f it/F e e

C o n tr a c t B u d g e t B a s e ( C B B )

Performance Measurement
Baseline (PMB): The timephased sum of all the
allocated budgets

P e r f o r m a n c e M e a s u r e m e n t B a s e lin e ( P M B )
D is tr ib u te d B u d g e ts

M a n a g e m e n t R e s e rv e (M R )

U n d is tr ib u te d B u d g e t ( U B )

C o n tr o l A c c o u n ts
W o rk P a c k a g e s
P la n n in g P a c k a g e s

Management Reserve: The amount of the contract budget withheld by

Management
Undistributed Budget: Contractually authorized funds not yet allocated to WBS
elements.

Module 4 Budgeting

47

Review of Module 4: Budgeting

At this point we have examined the basics of planning, scheduling, and
budgeting to establish the integrated baseline. These items lay the
groundwork for maintaining an Earned Value Management System (EVMS).
The next module takes us into the details of Earned Value.
If you have a firm grasp of the concepts covered in these first four modules,
feel free to progress to the next module. Otherwise, review the modules to
ensure you have a solid understanding of the basics.
This concludes Module 4.

Module 4 Budgeting

48