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1、SchoolofEngineering&ICTICTProjectManagementCostManagementNotesProjectCostManagementProjectBudgetsThebudgetofanyspecificprojectisrelatedtothebudgetoftheorganisation.Forthatreason,itsstructurehastofollowthatoftheorganisation.Whenanorganisationisinvolvedinmanyprojectsatthesa
2、metime,thebudgetsoftheseprojectsshouldbecentrallycoordinated.Theneedforthatcoordinationbecomesessentialformatrixorganisations.Thebudgetshouldalsoincludedetailsofexpectedcostsandexpendituresconstrainingitsoperation.Asuccessfulprojectmanageris,therefore,onewhocanachievehis/
3、herprojectgoalswiththeresourcesallocatedtothatproject.Anotherimportantfunctionofagoodbudgetistoidentifyasearlyaspossibleanydeviationsfromplansandtheirsources.Therearethreetypesofbudgetthatareusuallyused.Thefirstisthestrategicbudgetthatdefinesthelong-termactivityofanorgani
4、sation,andit’sgenerallyupdatedannually.Thisstrategicbudget,andbecauseofitsnature,dependsheavilyonestimatesandforecasting.Oncetheprojectsareunderway,asimilarlyimportanttaskistocollectactualdataandcomparethemtothebudgetinordertomonitortheprojectperformance.Budgetreviewhelps
5、controlbothgoalsettingandresourceallocation.Thesecondisamidrange,oratacticalbudgetthatdetailsthestrategicbudgetandusuallycoversaperiodrangingfromonetotwoyears.Updatesaretypicallycarriedonaquarterlybasis.Itdetailsthemonthlyexpendituresinlabour,materials,andoverheadcostsofe
6、achactivity.Thethirdandfinalbudgetisanoperationalonethatdealswithcostsofspecificactivitiesthatarebeingperformed.Itusuallyspansaperiodofatmostoneyearandcoversthecostsofresourcesrequiredforthecompletionofeachactivity.PreparingtheBudgetPreparingabudgetusuallyisperformedinone
7、ofthreeways,atop-downapproach,abottom-upapproach,oraniterativeapproach.Thetop-downapproachstartswiththestrategicbudgetasthisdefinestheorganizationgoalsdevelopedbytopmanagement.Itisthenpasseddowntothefunctionalmanagerstodevelopboththemidrange(tactical)andtheshort-range(ope
8、rational)budgets.Amajorproblemwiththatapproach,however,isthedifficultyintranslatingthestrategicb