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A Case for

Project Revenue Management

©

Peter Varani PMP

A Balanced PMBOK?

PMBOK GUIDE (4 th edition)

Cost

Revenue

Unisys Annual Report (2008)

Cost

Revenue

845

3

174

152

2

The Project Manager’s “Decision”

High Salaries v. Ticket Sales

Cost based approach or balanced approach

3

PRM Defined

• Timely revenue recognition

• Positive project cash flows

• Payments/credits closed out at completion

• Maximize revenue

4

Revenue Processes Require

• Consistency with accounting standards

• Integration with existing knowledge areas

• Assessment of revenue performance

• Project manager responsibility

5

The 10

th

Knowledge Area

Project Management Process Groups

Knowledge

Area

Initiating

Process

Group

Planning

Process

Group

Project Revenue

Management

1 Identify target project revenue

2 Determine or confirm pricing

3 Identify revenue milestones

4 Develop project revenue plan

Executing

Process

Group

5 Recognize revenue

Monitoring &

Controlling

Process

Group

6 Submit invoices

Closing

Process

Group

9 Close account

7 Process payments

8 Conduct

Revenue control

6

Earned Value Limitation

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$0

S ta rt

Ja nu ar y

Fe br ua ry

M ar ch

A pr il

M ay

Earned Value

F

Ju ne

Ju ly

A ug us t

S ep te m be r

O ct ob er

N ov em be r

D ec em be r

Ja nu ar y

Month

F SV and CV both > 0. Therefore, ahead of schedule and budget

Is this a financially sound project?

Have we recognized revenue?

Have we invoiced client?

Have we received any payment?

PV

EV

AC

7

Revenue Value

Revenue Timeline (planning)

$250,000

$200,000

$150,000

$100,000

$50,000

$0

A

B

C

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Month

A

B

C

Project should recognize $75,000 in revenue

Project should recognize another $75,000 in revenue

Project should recognize final $75,000 in revenue

GM

PV

RPV

8

Revenue Value

Revenue Timeline (execution)

$250,000

$200,000

$150,000

$100,000

$50,000

$0

Jan Feb Mar Apr May

D

E

Jun Jul

Month

Aug Sep Oct Nov Dec Jan

D

E

SV and CV are both greater than zero

RSV = RV – RPV, RSV < 0 (behind revenue plan)

RCV = RV – AC, RCV < 0 (negative margin)

PV

RPV

EV

AC

RV

9

Revenue Value

Revenue Timeline (closeout)

$250,000

$200,000

$150,000

G

$100,000

$50,000 F

$0

Jan Feb Mar Apr May Jun Jul

Month

Aug Sep Oct Nov

F

H

Project recognizes its first $75,000

G Project recognizes its second $75,000 (on revenue plan)

Project recognizes its final $75,000

RCV = RV – AC (overall profitability)

Dec

H

Jan

PV

RPV

EV

AC

RV

10

Total Financial Performance

Earned Value Revenue Value

PV – budget for assigned work RPV – planned revenue for work

EV – value of work performed RV – actual revenue recognized

AC – actual costs are actual costs regardless of EV or RV

SV = EV – PV (> 0 is good) RSV = RV – RPV (> 0 is good)

SPI = EV/PV (> 1 is good)

CV = EV – AC (> 0 is good)

CPI = EV/AC (> 1 is good)

RSPI = RV/RPV (> 1 is good)

RCV = RV – AC (depends on target GM)

RCPI = RV/AC

11

Example

• LOI executed August 15 th

• Work starts immediately based on timeline

• Contract executed October 4 th effective date August 15 th

• Can revenue be recognized in the 3 rd quarter?

• No

• LOI does not equate to a contractual arrangement

• Revenue would be recognized on December 31 st

12

Example

Revenue Timeline

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$0

B

A

8/15 8/31 9/15 9/30 10/15 10/31 11/15 11/30 12/15 12/31

Date

PV

RPV

A LOI executed on August 15th

B Project plans on recognizing revenue at the quarter end on September 30 th and is profitable

13

Example

Revenue Timeline

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$0

C

D

8/15 8/31 9/15 9/30 10/15 10/31 11/15 11/30 12/15 12/31

Date

C Contract is executed on October 4th

D Revenue cannot be recognized until quarter ending December 31st

PV

RPV

RV

14

Example – Impact

• Incorrectly forecasted revenue timeline

• Incorrectly forecasted cash flows

• Financial statements

• Risk planning

• Financing plan

15

Revenue - Not Just for Accountants Anymore

• Enablers of growth

• Expert revenue managers

• Earnings contributors

• Executive career path

16

Summary

• PMBOK must balance cost & revenue

• PRM Defined

– Consistent with accounting standards

– Integrated with project management processes

– Complete assessment of financial performance

– Responsibility of Project Manager

• What is our decision?

17

Thank You

please send comments and feedback to peter.varani@unisys.com

PMI Global Congress

Monday October 11, 2010

18

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