Các quy trình Quản lý Chi phí bao gồm các quy trình sau:

7.1 Ước tính chi phí

Input

- Scope baseline: xác định sản phẩm, chia nhỏ, thông tin từng bộ phận

- Project schedule: xác định thời gian, số lượng và giá của từng quá trìnhtrình

Tool

- Analogues/top down approach: lấy giá chung chung, tính lạm phát

- Bottom-up approach: lấy giá cụ thể từ các nhà thầu, xác định tình huống xấu nhất và tệ
nhất.

7.2 Xác định ngân sách — thiết lập đường cơ sở chi phí

7.3 Kiểm soát chi phí — Quá trình theo dõi tình trạng của dự án để cập nhật ngân sách dự án

Quản lý giá trị thu được (EVM) tích hợp các biện pháp về phạm vi, chi phí và lịch trình của dự
án để giúp nhóm quản lý dự án đánh giá và đo lường hiệu suất và tiến độ của dự án.

- Giá trị dự kiến (PV): là ngân sách

- Giá trị thu được (EV): là giá trị của công việc đã thực hiện được

- Chi phí thực tế (AC): là tổng chi phí thực tế phát sinh

- Phương sai lịch trình (SV): là thước đo hiệu suất lịch trình, chỉ ra một dự án đang tụt hậu
so với lịch trình cơ sở của nó. SV = EV - PV

- Phương sai chi phí (CV): là thước đo hiệu suất chi phí, chỉ ra mối quan hệ của hiệu suất
vật lý với chi phí đã bỏ ra. CV = EV - AC

- Chỉ số hoạt động theo lịch trình (SPI): SPI = EV / PV.

- Giá trị SPI nhỏ hơn 1,0 cho biết công việc được hoàn thành ít hơn so với kế
hoạch.

- Giá trị SPI lớn hơn 1,0 cho biết rằng nhiều công việc đã được hoàn thành hơn kế
hoạch.

- Chỉ số thực hiện chi phí (CPI): CPI = EV / AC

- Giá trị CPI nhỏ hơn 1,0 cho biết chi phí vượt mức cho công việc đã hoàn thành.
- Giá trị CPI lớn hơn 1,0 cho biết tính đến thời điểm hiện tại, chi phí hoạt động kém
hiệu quả.
I. Plan Risk Management

Inputs

Project scope statement

Cost management plan

Schedule management plan

Communications management plan

Enterprise environmental factors

Organizational process assets

- risk categories

- common definitions of concepts and terms

- risk statement formats

-standard templates

- roles and responsibilities

- authority levels for decision-making

- lessons learned, and

- stakeholder registers, which are also critical assets to be reviewed as components of

establishing effective risk management plans

Tools and techniques

Planning meetings and analysis

Outputs

Risk management plan

- methodology

- roles and responsibilities

- budgeting

- timing
- risk categories

- definitions of risk probability and impact

- probability and impact matrix

- revised stakeholders’ tolerances

- reporting formats

- tracking

II. Identify Risks

Inputs

Risk management plan

Activity cost estimates

Activity duration estimates

Scope baseline

Stakeholder register

Cost management plan

Schedule management plan

Quality management plan

Project documents

- assumptions log

- work performance reports

- earned value reports

- network diagrams

- baseline, and

- other project information proven to be valuable in identifying risks

Enterprise environment factors

- published information, including commercial databases

- academic studies

- published checklists

- benchmarking

- industry studies, and

- risk attitudes

Organizational process assets

- project files, including actual data

- organizational and project process controls

- risk statement templates, and

- lessons learned

Tools and techniques

Documentation reviews

Information gathering techniques

- brainstorming
- delphi technique

- interviewing

- root cause analysis

Checklist analysis

Assumptions analysis

Diagramming techniques

- cause and effect diagrams

- system or process flow charts

- influence diagrams

SWOT analysis

Expert judgment

Outputs

Risk register

- list of identified risks

- list of potential responses

III. Perform Qualitative Risk Analysis

Inputs

Risk register

Risk management plan

Project scope statement

Organizational process assets

- information on prior, similar completed projects

- studies of similar projects by risk specialists, and

- risk databases that my be available from industry or proprietary sources

Tools and techniques

Risk probability and impact assessment

Probability and impact matrix

Risk data quality assessment

Risk categorization

Risk urgency assessment

Expert judgment

Outputs

Risk register updates

- relative raking or priority list of project risks

- risks grouped by categories

- causes of risk or project areas requiring particular attention

- list of risks requiring response in the near-term

- list of risks for additional analysis and response

- watchlists of low-priority risks

- trends in qualitative risk and analysis results

IV. Perform Quantitative Risk Analysis

Inputs

Risk register

Risk management plan

Cost management plan

Schedule management plan

Organizational process assets

- information on prior, similar completed projects

- studies of similar projects by risk specialists, and

- risk databases that may be available from industry or proprietary sources

Tools and techniques

Data gathering and representation techniques

- interviewing

- probability distributions
Quantitative risk analysis and modeling techniques

- sensitivity analysis

- expected monetary value analysis

- modeling and simulation
Expert judgment

Outputs

Risk register updates

- probabilistic analysis of the project

- probability of achieving cost and time objectives

- prioritized list of quantified risks

- trends in quantitative risk analysis results

V. Plan Risk Responses

Inputs

Risk register

Risk management plan

Tools and techniques

Strategies for negative risks or threats

- avoid

- transfer

- mitigate

- accept

Strategies for positive risks or opportunities

- exploit

- share

- enhance

- accept

Contingent response strategies

Expert judgment

Ouputs

Risk register updates

- identified risks, their descriptions, area(s) of the project (e.g., WBS element) affected, their
causes (e.g., RBS element), and how they may affect project objectives

- risk owners and assigned responsibilities

- outputs from the Perform Qualitative Analysis process, including prioritized lists of project
risks

- agreed-upon response strategies

- specific actions to implement the chosen response strategy

- triggers, symptoms, and warning signs of risks’ occurrence

- budget and schedule activities required to implement the chosen responses

- contingency plans and triggers that call for their execution

- fallback plans for use as a reaction to a risk that has accurred and the primary response proves
to be inadequate

- residual risks that are expected to remain after planned responses have been taken, as well as
those that have been deliberately accepted
- secondary risks that arise as a direct outcome of implementing a risk response, and

- contingency reserves that are calculated based on the quantitative risk analysis of the project
and the organization’s risk thresholds

Risk-related contract decisions

Project management plan updates

- schedule management plan

- cost management plan

- quality management plan

- procurement management plan

- human resource management plan

- work breakdown structure

- schedule baseline

- cost performance baseline

Project document updates

- assumption log updates

- technical documentation updates

VI. Monitor and Control Risks

- project assumptions are still valid

- analysis shows an assessed risk has changed or can be retired

- risk management policies and procedures are being followed, and

- contingency reserves of cost or schedule should be modified in alignment with the current risk
assessment

Inputs

Risk register

Project management plan

Work performance information

- deliverable status

- schedule progress, and

- costs incurred

Performance reports

Tools and techniques

Risk reassessment

Risk audits

Variance and trend analysis

Technical performance measurement

Reserve analysis

Status meetings

Outputs

Risk register updates

- outcomes of risk reassessments, risk audits, and periodic risk reviews. These outocmes may
include identification of new risk events, updated to probability, impact, priority, response plans,
ownership, and other elements of the risk register. Outcomes can also include closing risks that
are no longer appliance and releasing their associated reserves

- actual outcomes of the project’s risks and of the risk responses. This information can help
project managers to plan for risk throughout their organizations, as well as on future projects

Organizational process assets updates

- templates for the risk management plan, including the probability and impact matrix, and risk
register

- risk breakdown structure, and

- lessons learned from the project risk management activities

Change requests

- recommended corrective actions

- recommended preventive actions

Project management plan updates

Project document updates