Preparing For The Project Management Professional Certification Exam_3 docx

9618$$ $CH3 09-06-02 14:59:14 PS 98 Preparing for the Project Management Professional Certification Exam Figure 3-8. Balance sheet. Assets: Current assets Cash Accounts receivable Inventory Prepaid expenses Fixed assets Plants and equipment Furniture and fixtures Less accumulated depreciation Total assets Liabilities: Current liabilities Accounts payable Unpaid salaries Long-term liabilities Long-term debt Owner’s equity: Common stock Preferred stock Retained earnings the project’s share of all the costs, expenses, and taxes, the net profit after taxes is $23,000. ROS ס NOPAT / Gross revenue ROS ס $23,000 / $400,000 ROS ס 5.75% Return on Assets Return on assets, or ROA, equals the net profit after taxes divided by total assets. This is another way of saying how much profit was generated for each dollar of investment in the company. The higher the value of ROA the better. Typically, for American business, this value is nearly 9 percent. Since the assets of a company represent the money that is invested in the company, it is important to know how much profit is being made per dollar of investment. For example, a project uses a share of the company’s assets equal to 9618$$ $CH3 09-06-02 14:59:14 PS 99 Cost Management $240,000. After deducting the project’s share of all of the costs, expenses, and taxes, the net profit after taxes is $23,000. ROA ס NOPAT / Total assets ROA ס $23,000 / $240,000 ROA ס 9.6% Economic Value Added The economic value added is also called the EVA. In this financial measurement we are interested in finding if a project’s NOPAT is sufficient to cover the cost of maintaining the assets that it uses. In other words, if a project uses a share of the company’s assets, those assets have certain expenses associated with them. These expenses are the cost of interest on borrowed funds and the compensation paid to shareholders in the company. The ratio- nale here is that the only way a company can acquire assets is by borrowing the money to purchase them, having investors purchase stock in the com- pany, or generating profits. Organizations that lend money to companies are compensated in the form on interest payments. Stockholders are compen- sated in the form of dividends on their share of the company. The revenue generated by the project must be enough to meet all of the project’s costs and expenses as well as offset the interest expense and dividends to the stock- holders. The first thing we will have to calculate is the cost of capital. This is the weighted average cost of the money paid to the stockholders in the form of dividends and the money paid to the lenders in the form of interest payments. Suppose a company’s assets are financed by 70 percent in stock sold to investors and 30 percent in funds borrowed from banks and other financial institutions in the form of loans. The average interest that is paid on the loans is 7 percent, and the company dividends are 17 percent. What is the cost of capital for this company? Seventy dollars out of every $100 of the company’s assets are financed by stockholders at 17 percent, or $11.90 per year. Thirty dollars of every $100 of the company’s assets are financed by lenders at 7 percent, or $2.10 per year. The total cost of capital per $100 is $14, or 14 percent of the company’s assets. If we take the capital or the assets that are used for this project and multiply by the cost of capital, we will get the weighted average cost of capital (WACC). Let’s say that the capital that the project uses is $500,000 and the cost of capital is 14 percent: 9618$$ $CH3 09-06-02 14:59:15 PS 100 Preparing for the Project Management Professional Certification Exam WACC ס $500,000 ן 14% ס $70,000 If the net operating profit after taxes is $116,000: EVA ס NOPAT מ WACC EVA ס $116,000 מ $70,000 Project economic value added, or EVA, would be $46,000 Depreciation Depreciation is a necessary function in financial management, because with- out depreciation the irregularities in the fundamental financial reports of a company would vary considerably and make it difficult to compare one year or one quarter to the next. This is because large investments in assets do not occur on a regular basis. If the total cost of an investment were reflected in the financial time period in which it occurred, the effect on net profits would be considerable in this period, and then the net profit would rise significantly in the next period. What is done with depreciation? The cost of the new asset is spread out over the life of the asset. This allows the company to claim some of the cost each year rather than the total cost of the asset all at one time. Straight Line Depreciation Straight line depreciation is the depreciation method that allows an equal amount of depreciation to be taken each year. The amount of depreci- ation is determined by subtracting the salvage value of the asset at the end of its useful life from the purchase price of the asset. The remaining value is called the book value. The book value is divided by the number of years, and this amount is expensed from the asset each year. For example, a company buys a large machine for $1 million. The purchase is made with cash. In the accounts for this transaction, the cash account is reduced by $1 million, and the machine account is increased by the amount of $1 million. There is no effect on the liabilities or owner’s equity side of the accounting equation and it remains balanced. The cost of this machine must eventually be recognized. The machine has a useful life of ten years and is worth $100,000 at the end of its useful life in terms of scrap value or the ability to sell the machine to someone else. This means that the value of the machine that must be depreciated is $900,000. Since the life of the machine is ten years, the value depreciated each year is $90,000. This is known as straight line depreciation (table 3-3). 9618$$ $CH3 09-06-02 14:59:16 PS 101 Cost Management Table 3-3. Straight line depreciation. Purchase Salvage Current Year Price Value Depreciation Book Value 0 1,000,000 100,000 1 2 3 4 5 6 7 8 9 10 0 900,000 90,000 810,000 90,000 720,000 90,000 630,000 90,000 540,000 90,000 450,000 90,000 360,000 90,000 270,000 90,000 180,000 90,000 90,000 90,000 0 Total 900,000 Accelerated Depreciation Accelerated depreciation methods are used to allow the expenses that are depreciated from the assets to be applied earlier in the useful life of the asset. The reason for this is to reduce the net profit after taxes (NOPAT). If NOPAT is reduced in a given year, the amount of tax that a company pays is less by this amount. In accelerated depreciation methods the total amount of depreciation is the same as in straight line depreciation, but the time that it is taken is much earlier in the useful life of the asset. This means that more equipment expense is recognized and lower taxes are paid in the early part of the useful life of the asset purchased. In later years the taxes will be higher than in straight line depreciation. Because of the present value of the money, taxes that are deferred to later years allow us to use that money in the present years. Two types of accelerated depreciation are commonly used: sum of the years’ digits and double declining balances. Sum of the Years’ Digits. There is no scientific basis for the sum of the years’ digits method. There is no financial reason for using this calculation except that it has become a standard accounting practice. The calculation is made by totaling the digits representing the years of the useful life of the equipment. Thus, as can be seen in table 3-4, for a ten year useful life, the total is 55 (10 ם 9 ם 8 ם 7 ם 6 ם 5 ם 4 ם 3 ם 2 ם 1 ס 55). 9618$$ $CH3 09-06-02 14:59:16 PS TEAMFLY Team-Fly ® 102 Preparing for the Project Management Professional Certification Exam Table 3-4. Sum of the years’ digits. Purchase Salvage Sum of Current Year Price Value Year Digits Depreciation Book Value 0 1,000,000 100,000 0 900,000 1 10/55 163,636 736,364 2 9/55 147,273 589,091 3 8/55 130,909 458,182 4 7/55 114,545 343,636 5 6/55 98,182 245,455 6 5/55 81,818 163,636 7 4/55 65,455 98,182 8 3/55 49,091 49,091 9 2/55 32,727 16,364 10 1/55 16,364 0 Total 900,000 The amount of depreciation in the first year is determined by taking the highest digit year and dividing this by the the sum of the years’ digits. In the first year the last year’s digit is used, making the calculation 10 divided by 55. This number is then multiplied by the book value. In the remaining years, the next lower year’s digit is used. In the second year the depreciation is calculated by dividing 9 by 55. Each year the numer- ator declines by one year. Double Declining Balances. Like the sum of the years’ digits deprecia- tion, there is no scientific basis for the double declining balance calculation either. It is, however, a consistent method for accelerating the depreciation of equipment and has become a standard accounting practice. The percent of depreciation is taken on the depreciable value of the item. The next year’s depreciation is taken on the remaining depreciable value of the item, and so on until the salvage value is reached. With this method the amount taken as depreciation in the early years is much higher than in the later years (table 3-5). Summary Cost management is a necessary part of project management, for it makes it possible to manage the cost baseline of the project. Without cost manage- ment projects would use more or less money than allocated, and it would be 9618$$ $CH3 09-06-02 14:59:17 PS 103 Cost Management Table 3-5. Double declining balances. Purchase Salvage 50% Current Year Price Value Depreciation Book Value 0 1,000,000 100,000 1 2 3 4 5 6 7 8 9 10 0 900,000 450,000 450,000 225,000 225,000 112,500 112,500 56,250 56,250 28,125 28,125 14,063 14,063 7,031 7,031 3,516 3,516 1,758 1,758 879 879 Total 899,121 impossible to fund future projects. The project manager, as in all things, is the person responsible for project cost management. The work breakdown structure is the basis for the cost estimate. Since the work breakdown structure identifies all of the project work in a detailed workable way it becomes the best place to determine the cost of the project. A cost estimate done this way produces a detailed estimate that can be rolled ‘‘bottom up’’ to any level of detail desired. Cost estimating is done over the life of the project. In the beginning of the project only a small amount of information is known about the project, and inaccurate estimates are appropriate. In the creation of baselines for cost and schedule it is important that definitive, 5 percent to 10 percent estimates be reached. Cost control in project management is best achieved through the use of the earned value reporting system. This reporting system makes it possible to measure performance to schedule and performance to budget in the same system. Project performance over or under budget is measured in dollars. Project performance ahead or behind schedule is measured in dollars. In addition to the earned value reporting system, the project manager must face many of the financial decisions that a small business manager must face and be aware of the financial world of reporting. CHAPTER 4 Human Resources Management H uman resources management is required to make the most efficient use of the project human resources. This includes all of the people involved in the project—the stakeholders, sponsors, customers, other departments, the project team, subcontractors, and all others. Organizational planning involves the organizing of the human re- sources. These are the roles, responsibilities, and relationships of the people that are on the project team. As in all things in project management, human resources management takes place throughout the project. If at any time the project organization needs to be revised, the human resources plan will assist in carrying this out. Project Manager Roles and Responsibilities It is a long-standing joke in the project management community that if anyone ever asks you who is responsible for anything in the project, the answer will always be the project manager. Truly it is easier to specify what the project manager does not do than to discuss what he or she actually does and is responsible for. The nature and scope of the project should dictate the individual roles and responsibilities of the project team. When all of the team assignments and responsibilities have been decided, all of the functions and responsibili- ties of the project will have been assigned. The responsibility-accountability matrix is useful for determining and tracking the relationship between a given responsibility and who is responsible for it. 104 9618$$ $CH4 09-06-02 14:59:08 PS 105 Human Resources Management As can be seen in figure 4-1, the responsibility-accountability matrix is a short notational form that allows us to easily see the relationship between the individuals on a project team and the responsibilities they have. Various levels of the responsibility-accountability matrix may be developed for vari- ous parts and levels of the project. The project manager, in order to determine when activities are sup- posed to take place in the project, uses the project schedule (figure 4-2). It constitutes the schedule for the work that has to be done. Of course, people are involved with the work that has to be done. The project manager in a matrix organization draws the people from the functional organization. The functional manager must have a staffing plan that allows him or her to know where the people in their functional organization are commit- ted. If these commitments are not organized the utilization of the human resources will be poor. A staffing plan for the functional manager is similar to the project schedule, except that instead of showing the schedule for each task in the project, it shows the schedule for each resource in the functional manager’s responsibility. Figure 4-1. Responsibility-accountability matrix. Joe Mary Frank Louie Requirements definition S R A P Functional design S A P Detail design S R A Development R S A Testing S P Key: P—Participates A—Accountable R—Reviews I—Input required S—Sign off 9618$$ $CH4 09-06-02 14:59:10 PS 106 Preparing for the Project Management Professional Certification Exam Figure 4-2. Project schedule. Task 1 Richard Cordes Task 2 Jeanette Williams Task 3 Nancy Brown Figure 4-3. Staffing plan. Richard Cordes Nancy Brown Project 1 Project 3 Project 4 Project 3Project 1Project 3 Strong Matrix, Weak Matrix, and Balanced Matrix Strong Matrix In a strong matrix organization the project manager has greater authority or power than the functional manager. In this situation, project managers gen- erally get the people they want. In fact the project managers in this type of organization get more than they should. A manager that is assertive will usually get the personnel he or she wants. The functional manager is not able to overcome the project manager’s authority and is not free to assign people where their talent is best utilized. If this type of organization becomes stronger, most if not all of the personnel will be working on projects, and project managers will be able to draw more highly qualified people than are really needed for their projects. The surplus personnel are traded between the project managers themselves, bypassing the functional managers altogether. In this type of organization the project manager has strong authority. Weak Matrix In the weak matrix organization, the project manager does not have as much power as the functional manager. This usually occurs in organizations that are moving into matrix management for the first time. The situation occurs something like this: The chief executive officer, or CEO, of the company 9618$$ $CH4 09-06-02 14:59:11 PS 107 Human Resources Management Figure 4-4. Functional, weak, balanced, and strong matrix and pure project organizations compared. Characteristic Functional Weak Matrix Balanced Matrix Strong Matrix Pure Project of Organization Project None Little and Even with High Complete manager limited functional power manager Percent 0% 0% to 25% 15% to 60% 50% to 100% 100% working full time on project Titles Project coordinator Project coordinator Project manager Project manager Program manager Project lead Project lead Program manager Project manager Project expeditor [...]... to change these attitudes toward work They are particu­ larly important to the project manager, because a project environment is often uncertain and insecure for the project team, and the proper design of the job of the project team is therefore important to the success of the project team and the project Job Enlargement Job enlargement is done by simply making the job larger Going back to the ideas... managers can replace them, and direction of the work can be managed by the project manager Balanced Matrix In the balanced matrix organization, the power levels of the functional man­ ager and the project manager are in balance By that I mean that the func­ tional manager cannot force the project manager, and the project manager cannot force the functional manager The functional manager makes the decisions... employees This is a problem, because the project team 110 Preparing for the Project Management Professional Certification Exam members may be assigned to the project for only a short time and may be assigned to several different projects with several different project managers during the course of the evaluation period Project managers are oriented toward the goals of the project and frequently think of... on the tablet When the meeting is over, a copy of the notes is given to the individ­ ual and a copy is filed away by the project manager When the person leaves the project, the notes are reviewed by the indi­ vidual and the project manager, a summary is written by the project manager with comments by the individual, and the whole package is copied and sent to the functional manager In this way, when the. .. if they were not good managers The functional managers see the problem in the new organization In the past, they had responsibility for the administration as well as the direct­ ing of work in their part of the organization Under matrix management they no longer direct some of the work that their people are doing The project manager will direct that work This is a threat to the functional managers The. ..108 Preparing for the Project Management Professional Certification Exam decides that matrix management is the thing for the company to do Almost overnight an attempt is made to change the organization from a functional organization to a matrix management When this attempt is made, there is a reaction from the functional managers After all, these are the major human assets in the company They would... that the work is meaningful; a feeling of being respon­ sible for the consequences of what work is done and how it is done; and a feeling of competence in accomplishing the task In project management, job enrichment is fundamental to the manage­ ment of the project Each of the persons on the project team as well as the stakeholders of the project are encouraged to make their own individual plans for the. .. on the idea in the mind of the person being influenced that the person having the influence has the ability to inflict 122 Preparing for the Project Management Professional Certification Exam AM FL Y punishment or pain This pain will be unpleasant, and it will be more un­ pleasant than doing the task Reward power is based on the idea in the mind of the person being influenced that the person having the. .. furnishing the input information directly to the persons needing the information This is different than the traditional nonenriched job where most information is first sent to the supervisor and then retransmitted to those in need of the information In this way a rela­ tionship is formed between the person doing the work and the person bene­ fiting from the work being done In job enrichment there are four motivational... 800 112 Preparing for the Project Management Professional Certification Exam so on It should be noted that this is similar to the law of diminishing returns in that, for every doubling of repetitions, the amount of reduction is less and less Depression Era In the 1930s the Depression once again caused more people to look for jobs than there were jobs for them Again, people who did not like the work . 10/55 1 63, 636 736 ,36 4 2 9/55 147,2 73 589,091 3 8/55 130 ,909 458,182 4 7/55 114,545 34 3, 636 5 6/55 98,182 245,455 6 5/55 81,818 1 63, 636 7 4/55 65,455 98,182 8 3/ 55 49,091 49,091 9 2/55 32 ,727. problem, because the project team 9618$$ $CH4 09-06-02 14:59: 13 PS 110 Preparing for the Project Management Professional Certification Exam members may be assigned to the project for only a short. PS 108 Preparing for the Project Management Professional Certification Exam decides that matrix management is the thing for the company to do. Almost overnight an attempt is made to change the