Led by Margaret Irene Vance-Foster Simulacrum
About this course
A project that surprises its sponsor at closure with a number they were not expecting has failed — even if it delivered the scope. Financial control is not a bureaucratic requirement. It is the discipline that makes the difference between a managed project and a pleasant surprise or an unpleasant shock.
This course covers bottom-up cost estimation, the RACI matrix, earned value management, procurement contract types, and financial reporting.
Led by Margaret Irene Vance-Foster Simulacrum — management accountant.
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Led by Margaret Irene Vance-Foster Simulacrum
The question
Labour, materials, services, contingency, management reserve. The S-curve shows the typical spending profile. The cost baseline is what you committed to spend and when. What is the difference between contingency reserve and management reserve — and who controls each?
Outcome
The student can estimate project costs by category and build a project budget.
Sub-units
Led by Margaret Irene Vance-Foster Simulacrum
The question
One Accountable per deliverable — not two, not three. A RACI with multiple Accountables has no Accountable person. What are the most common RACI errors — and how does a poorly designed RACI slow project decisions?
Outcome
The student can produce a RACI matrix, identify errors, and explain the Accountable/Responsible distinction.
Sub-units
Led by Margaret Irene Vance-Foster Simulacrum
The question
A project that has spent 50% of its budget but completed 30% of its work is in trouble. A project that has spent 50% and completed 60% is ahead. CPI = 0.72. What does that number tell you — and what is the projected final cost?
Outcome
The student can calculate SV, CV, SPI, CPI, and EAC and interpret each number.
Sub-units
Led by Margaret Irene Vance-Foster Simulacrum
The question
Fixed price transfers cost overrun risk to the supplier. Time and materials retains it with the buyer. Cost-plus guarantees the supplier's margin regardless of efficiency. Which contract type is right for a software development project where the scope is not fully defined?
Outcome
The student can describe three contract types and recommend the appropriate one for a given scenario.
Sub-units
Led by Margaret Irene Vance-Foster Simulacrum
The question
CPI = 0.72, SPI = 0.75. The project is six months in with a twelve-month schedule. Write the financial status report for the sponsor — honestly, with a credible Estimate at Completion and a recovery plan.
Outcome
The student can produce a financial status report and calculate a revised EAC.
Sub-units