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My experience has been to use a separate cost/budget sheet, where we would have the resource costs, infrastructure costs(laptops, devices for testing etc), training costs, travel and expenses, contingency costs(added to this) so we get the total budget. Sometimes, if we do risk evaluation and there are some greater risks/costs associated risks, we need to add those as well.
Also purchase of hardware or software licences can be added too.
If you're using a burdened labor rate, everything from the direct resource costs to paying the office light bill is included in the tasks. That's one of the nice things about it is you don't worry about apportioning indirect costs of doing business by project and you don't care whether a task is assigned to a Jr. or Sr. employee for cost planning. One hour is one hour X BLR regardless. Some will be a bit over and some under but it all comes out in the wash.
You could associate contingency reserve costs at the task level if there are risks requiring reserves to be established which can be directly tied to a task.
Care should also be taken with contingency budget. There is a tendency for every group to pad their estimates to account for risks and unknowns. That rolls up the org chart with each level adding their own buffer and before too long you have a massively padded estimate/budget that might negate your whole business case.
Instead, I believe it's better to roll up all the risks to an appropriate level of management to determine how much risk they want to budget for, given all the risks combined. Some will materialize while others will not, and there are still the unknowns out there as well.
Usually, I include contingency, resources cost, materials cost, and sometimes an item called "others", when I know that is possible to make some purchases such as travel, license, etc.
Cost structure is a matter of organization decisions. You have to go to your organization business unit on charge of that. I am writing this because I have to consider different alternatives depending on cost structure and strategy. Mainly, what I saw is cost are divided into two different clasifications: capex and opex.
For me the purpose of tasks (or activities as they are called in PMBoK) is to plan and manage work needed to create deliverables. If you want to keep it simple, the only cost related to every task should then be work effort in hours. Most translate this in currency but if you use different rates or currencies, this gives a different picture. From a project management point, you first want to control your estimate in effort.
Yes, there are many more cost types that could be relevant, they could come from different sources, be CAPEX or OPEX, some should not be publicly diclosed, and payment may be delayed from delivery etc. I tend to plan and control non-effort cost separately from the work schedule.
There is method of estimating, which is deterministic estimation, and all details are sown in SK6 book!!
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