Project Monitoring and Control:

Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of
the project. It also identifies any areas where changes to the project management method are required and
initiates the required changes.

The Monitoring & Controlling process group includes eleven processes, which are:

1. Monitor and control project work: The generic step under which all other monitoring and controlling
activities fall under.
2. Perform integrated change control: The functions involved in making changes to the project plan.
When changes to the schedule, cost, or any other area of the project management plan are necessary,
the program is changed and re-approved by the project sponsor.
3. Validate scope: The activities involved with gaining approval of the project's deliverables.
4. Control scope: Ensuring that the scope of the project does not change and that unauthorized activities
are not performed as part of the plan (scope creep).
5. Control schedule: The functions involved with ensuring the project work is performed according to
the schedule, and that project deadlines are met.
6. Control costs: The tasks involved with ensuring the project costs stay within the approved budget.
7. Control quality: Ensuring that the quality of the project?s deliverables is to the standard defined in the
project management plan.
8. Control communications: Providing for the communication needs of each project stakeholder.
9. Control Risks: Safeguarding the project from unexpected events that negatively impact the project's
budget, schedule, stakeholder needs, or any other project success criteria.
10. Control procurements: Ensuring the project's subcontractors and vendors meet the project goals.
11. Control stakeholder engagement: The tasks involved with ensuring that all of the project's
stakeholders are left satisfied with the project work.

………………………………………………………………………………………………………….

Earned value analysis:

The earned value analysis (EVA) is a project controlling procedure and is one of the key performance indicators
of a project, like the cumulative flow diagram. With the EVA, the planned and current costs of a project are
identified on any desired reporting date, as well as the earned value, as well as other figures like time and cost
efficiency. Based on these values, the future course of the project and the predicted completion cost can be
calculated long before the end of the project.

For example, the earned value analysis answers the following questions:

 Am I behind schedule if my actual costs are lower than the planned costs?
 What will the project end up costing? Is that within the budget?
 Am I using the available time and resources efficiently?
 How high will the profit/return on investment (ROI) be at the end of the project?

Why do you need the earned value?

Thinking back to the triangle of classical or agile project management, there are three values in a project:
workload, time and scope. The scope is often called Result or Quality.

In comparison to other project controlling methods the earned value analysis doesn’t just consider the time and
workload through a comparison of the expected and actual situations, but also takes the extent of the earned
value into the analysis – so how many work results have already been created. Through this, different questions
– for example, about exceeding the planned costs – can be answered: should that be assessed negatively, or has
the work just been done more quickly than expected?
How do you calculate the earned value?

The earned value (EV) of an activity is calculated with the costs or the workload. Because many projects use
agile or hybrid methods, it is recommended to calculate by workload, e.g., person-days. The basic formula for
this is always:

Earned value (EV) = planned value (PV) * percent complete (PC)

EV = PV * PC

Percent complete is the progress. It is determined differently in classical and agile projects  – an explanation can
be found below in the section: The three types of earned value analysis.

The course of the planned costs, the actual costs and the earned value up until the selected analysis point can
then be presented in an earned value diagram from which the first bits of information about the project status
can be read.

To interpret this diagram, you have to be familiar with the estimation of the other values that can be calculated
with the earned value analysis.

The CPI and SPI in the earned value analysis

With the help of the calculated completion value, further project values can be calculated: the cost performance
index (CPI) and the schedule performance index (SPI):

CPI (cost performance index): EV / AC

SPI (schedule performance index): EV / PV

The values answer the questions of whether you have been working cost efficiently and on-schedule to a
selected reporting day. If the value is 1, then you are within your plan. If it is higher than 1, then don’t worry,
because you are working more quickly and cheaply than planned. If you are under 1, then you are not working
time and cost efficiently.

Even these values can be presented in a diagram to get an overview of the efficiency of your project.
1 represents the strived-for planned value. In the figure the schedule performance is higher than 1, and the cost
performance is lower. This means that the project is being completed behind schedule, but still within budget.

In addition to these values, the expected total costs or the expected total workload of the project as it looks on
the day of the analysis can be calculated:

EAC (Estimate at completion) = PV / CPI

Overview of EVA values

 AC: actual cost
 CPI: cost performance index
 EAC: estimate at completion
 EC: estimated completion
 EV: earned value
 PC: percent complete
 PV: planned value
 SPI: schedule performance index

Overview of formulas for the values

 EV = PV * PC
 CPI = EV / AC
 SPI = EV / PV
 EAC = PV / CPI
 EC = Duration / SPI

CPI > 1 (within budget)

CPI < 1 (over budget)

SPI > 1 (within plan)

SPI < 1 (behind plan)

………………………………………………………………………………………………………………

Budgeted Cost of Work Scheduled (BCWS):

Budgeted Cost of Work Scheduled (BCWS), also called the Planned Value (PV), is the sum of the budget for all
work scheduled to be accomplished with a given time period. It also includes the cost of previous work
completed and can address a specific period of performance or a date in time.

Definition: Budgeted Cost of Work Scheduled (BCWS) is the planned value of the work planned to be
accomplished in a period of time.
BCWS = % Complete (Planned) x Project Budget

A contractor usually reports the Budgeted Cost or Work Performed (BCWP) on all work packages completed
for a project. The BCWP is then compared to BCWS to determine if the project is behind or ahead of where it’s
projected to be.  If the contractor has not completed all the scheduled work packages to time, then the BCWP
will be less than the BCWS.

A contractor also reports the cumulative Actual Cost of Work Performed (ACWP) for the work packages that
have been completed. The difference between the BCWP and the ACWP is the Cost Variance (CV). If the
actual costs at time now (i.e., ACWP) are higher than the earned value at time now (i.e., BCWP), we know that
the contractor is currently overrunning cost and that the contractor’s Estimate at Completion (EAC) may be
higher than the Budget at Completion (BAC).

Benefits of Budget Cost of Work Scheduled (BCWS) for any Project Team are:

1. Provides a Baseline: Allows project personnel to compare actual vs. planned

2. Projects Future Costs: Highlights when projects will exceed costs.
3. Identifies Issues: Highlights issues in cost vs. schedule for project personnel.
4. Shows Cost as a Point in Time: Shows project personnel a snapshot of expected costs for any work
performed.

Steps to Calculating Budget Cost of Work Scheduled (BCWS)

Step 1: Develop your Projects Total Budget

Your project total budget will be the total costs needed to complete the project including labor, material,
incidentals, and operations. Now you divide your project into many phases and assign a total budget for each
phase. This breakdown of cost per phase is the foundation of BCWS.

Step 2: Track your BCWS

In this step, you track your BCWS by applying the BCWS equation below against a point in time.

BCWS = % Complete (Planned) x Project Budget

Step 3: Track your Budgeted Cost of Work Performed (BCWP)

The next step is to track the budgeted cost of work performed (BCWP) tracks versus where you are on the
budget.

BCWP = % Complete (Actual) x Project Budget

Step 4: Determine the Cost Variance (CV) 

In this step, you compare both BCWS and BCWP to determine the Actual Cost of Work Performed (ACWP) to
determine the Cost Variance (CV) in your project quality plan. This will project personnel if the project is over
budget or under budget at any point in time.

Cost Variance = BCWP – ACWP

Step 5: Communicate with key stakeholders

The overall goal of any Earned Value is to inform project members and stakeholders on the progress of a project
in terms of cost and schedule. BCWS informs project members on where the project stands versus budget. It
highlights problems so everyone on the team can address them compensate for any shortfalls.

Step 6: Review at project completion

In the final step, an assessment should be completed comparing the actual cost of each phase to the initial
planned cost. This will help identify issues but also help in developing lessons learned for the next project
planned.  A few of the reasons that project overrun are:

 Not enough time allowed for initial planning

  Funding instability
 Requirements Creep
 Lack of detailed information in the beginning
 Missing budget items
 Inefficient resource planning

The Five Main EVM Variables:

BCWS = Budgeted Cost of Work Scheduled

BCWP = Budgeted Cost of Work Performed

ACWP = Actual Cost of Work Performed

BAC = Budget at Completion

EAC = Estimate at Completion

……………………………………………………………………………………………………………………

Schedule Variances:
Schedule Variance (SV) indicates how much a project is ahead or behind schedule. It measures whether a
project is on track by calculating actual progress against expected progress. SV is used by the Program Manager
(PM) and program personnel to determine how best to utilize their remaining resources.

Definition: Schedule variance is the difference between the actual time it has taken to get to a point on a project
vs the planned time to get to that point on a project.

Benefits of Schedule Variance (SV)

The key takeaway from Schedule Variance for a project manager is that they can understand if their program
schedule is ahead, behind, or on-time and by how much. An example would be they can communicate that they
are 10% ahead of schedule. This gives them a data point that allows them to better appropriate resources to fix
schedule problems.

Schedule Variance (SV) Results

The Schedule Variance Outcomes in Earned Value Management (EVM) are:

1. Positive: Ahead of Schedule
2. Negative: Behind Schedule.
3. Zero: On Schedule.

Schedule Variance (SV) Definitions:

Budgeted Cost of Work Performed (BCWP): This is the budget value of the work that has already been
completed.

Budgeted Cost of Work Scheduled (BCWS): This is the budget value of the work that is expected to have
been completed by now.

4 Schedule Variance (SV) Methods

1. Schedule Variance (SV)

2. Schedule Variance %
3. Schedule Performance Indicator (SPI)
4. To Complete Schedule Performance Indicator (TSPI)

1. Schedule Variance (SV)

Schedule Variance indicates how much ahead or behind schedule the project is. Schedule Variance can be
calculated using the following formula:
Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV)

Schedule Variance (SV) = BCWP – BCWS

The formula mentioned above gives the variance in terms of cost which will indicate how much cost of the work
is yet to be completed as per schedule or how much cost of work has been completed over and above the
scheduled cost.

Positive Schedule Variance: Indicates we are ahead of schedule

Negative Schedule Variance: Indicates we are behind schedule

2. Schedule Variance %

Schedule Variance % indicates how much ahead or behind schedule, the project is in terms of percentage.
Schedule Variance % can be calculated using the following formula:

SV % = Schedule Variance (SV) / Planned Value (PV)

SV % = SV / BCWS

The formula mentioned above gives the variance in terms of percentage which will indicate how much
percentage of work is yet to be completed as per schedule or how much percentage of work has been completed
over and above the scheduled cost.

Positive Variance %: indicates % ahead of schedule

Negative Variance %: indicates % behind of schedule

3. Schedule Performance Indicator (SPI)

Schedule Performance Indicator is an index showing the efficiency of the time utilized on the project. Schedule
Performance Indicator can be calculated using the following formula:

SPI = Earned Value (EV) / Planned Value (PV)

SPI = BCWP / BCWS

The formula mentioned above gives the efficiency of the project team in utilizing the time allocated for the
project.

SPI value greater than (≥) 1: indicates the project team is very efficient in utilizing the time allocated to the
project

SPI value less than (≤) 1: indicates the project team is less efficient in utilizing the time allocated to the project

4. To Complete Schedule Performance Indicator (TSPI)

CPI is an index showing the efficiency at which the remaining time on the project should be utilized. This can
be calculated using the following formula:

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TSPI = ( Total Budget – EV ) / ( Total Budget – PV )

TSPI = ( Total Budget – BCWP ) / ( Total Budget – BCWS )

The formula mentioned above gives the efficiency at which the project team should utilize the remaining time
allocated for the project.

TSPI value greater than (≥) 1: indicates the project team can be lenient in utilizing the remaining time allocated
to the project.

TSPI value less than (≤) 1: indicates the project team needs to work harder in utilizing the remaining time
allocated to the project.
Schedule Variance (CV) Example

An example of an SV is if it took a project four months to reach the mid-pointy but the scheduled amount of
time was three months. The project had a schedule variance of one month. This is an unfavorable SV because
the actual schedule is more than the planned schedule.

EVM Definitions

– BCWP = Budgeted Cost of Work Performed

– ACWP = Actual Cost of Work Performed
– AC = Actual Cost

…………………………………………………………………………………………………………………

Cost Variance:
Cost Variance (CV) indicates how much over or under budget the project is. It is used to track expense line
items, but can also be tracked at the project level, as long as there is a budget allocated to the item.  CV is used
by the Program Manager and program personnel to determine how best to utilize their remaining resources.

Definition: Cost variance is the difference between the actual cost incurred and the planned/budgeted cost at a
given time on a project.

Cost Variance (CV) Results

The Cost Variance Outcomes in Earned Value Management (EVM) are:

 Positive: Under budget

 Negative: Over budget.
 Zero: On budget.

4 Cost Variance (CV) Methods

1. Cost Variance
2. Cost Variance %
3. Cost Performance Indicator (CPI)
4. To Complete Cost Performance Indicator (TCPI)

1. Cost Variance (CV)

Cost Variance can be calculated using the following formulas:

Cost Variance (CV) = Earned Value (EV) – Actual Cost (AC)

Cost Variance (CV) = BCWP – ACWP

Cost Variance indicates how much over or under budget the project is in terms of percentage.

Positive = indicates how much under budget the project

Negative = indicates how much over budget the project

2. Cost Variance %

Cost Variance % can be calculated as using the following formula:

CV % = Cost Variance (CV) / Earned Value (EV)

CV % = CV / BCWP

Cost Variance % indicates how much over or under budget the project is in terms of percentage.

Positive % = indicates how much under budget the project is in terms of percentage
Negative % = indicates how much over budget the project is in terms of percentage

3. Cost Performance Indicator (CPI)

Cost Performance Indicator can be calculated using the following formulas:

CPI = Earned Value (EV) /Actual Cost (AC)

CPI = BCWP / ACWP

CPI is an index showing the efficiency of the utilization of the resources on the project.

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Greater than (≥) 1: indicates efficiency in utilizing the resources allocated to the project is good.

Less than (≤) 1: indicates efficiency in utilizing the resources allocated to the project is not good.

4. To Complete Cost Performance Indicator (TCPI) 

To Complete Cost Performance Indicator (TCPI) can be calculated using the following formulas:

TCPI = ( Total Budget – EV ) / ( Total Budget – AC )

TCPI = ( Total Budget – BCWP ) / ( Total Budget – ACWP)

TCPI is an index showing the efficiency at which the resources on the project should be utilized for the
remainder of the project. If the results are:

Greater than (≥) 1: indicates utilization of the project team for the remainder of the project can be stringent.

Less than (≤) 1: indicates utilization of the project team for the remainder of the project should be lenient.

Cost Variance (CV) Example

An example of a CV is if a company had actual purchase expenses for June of $1000 but the budgeted amount
for June was $600. The company had a cost variance of $400. This is an unfavorable CV because the actual cost
is more than the budgeted amount.

EVM Definitions

– BCWP = Budgeted Cost of Work Performed

– ACWP = Actual Cost of Work Performed
– AC = Actual Cost

……………………………………………………………………………………………………………………

Cost Performance Index (CPI):

Cost performance index (CPI) also known as earned vs. burned, measures the financial effectiveness and
efficiency of a project. It represents the amount of completed work for every monetary unit spent. CPI is
expressed as a ratio calculated by diving the budgeted cost of work completed (BCWP) or earned value, by the
actual cost of the work performed (ACWP) or burned costs.

As an example, if a project has an earned value of $30,000 but burned costs were $40,000.

CPI = EV / AC = 30,000 / 40,000 = 0.75

If the ratio has a value higher than 1 then it indicates the project is performing well against the budget. A CPI of
1 means that the project is performing on budget. A CPI of less than 1 means that the project is over budget.

It seems straightforward, however, the definition above doesn’t consider that the CPI will experience natural
fluctuations over time and that there is an acceptable range in which to expect it to do so. To work out the
acceptable range, it is helpful to understand why CPI fluctuates.
Why Does Cost Performance Index (CPI) Fluctuate?

Depending on the timescale being used to analyse cost performance, it is expected that a natural fluctuation will
be observed. This fluctuation is a result of the many factors that influence cost performance on a project, such as
people, equipment and weather. These factors change over time leading to peaks and troughs in cost
performance. For example, an employee would not be expected to perform at 100% efficiency for the whole
day. Employees may experience boosts of energy that allow them to achieve more than expected at certain times
which then balances out during periods where fatigue results in lower performance. These fluctuations are
natural and create a series of peaks and troughs known as the operating range.

…………………………………………………………………………………………………………………

Schedule Performance Index:

Schedule performance index (SPI) is one of the outputs under the earned value management (EVM). EVM is
one of the widely known techniques used to evaluate the performance of a project by demonstrating how the
completed progress corresponds to the benchmark set during the planning stage of the project. In simpler words,
SPI could be defined as the schedule performance analysis of a project.

One of the other calculations that are often related to SPI is the schedule variance (SV). Schedule variance aims
to calculate how much the actual work diverges from the expected schedule. The schedule performance index,
on the other hand, measures the ratio of the work progress with the schedule. Regardless, both calculations are
used to assess either the project is ahead, on, or behind the established schedule.

Schedule Performance Index in Project Management

It should be noted that the schedule performance index has its own disadvantages. There are several tips to be
noted whenever you intend to use the schedule performance index for your project. Firstly, SPI does not provide
the differences for critical or non-critical tasks. Some non-critical tasks that are progressing ahead of schedule
may obstruct the critical tasks that are behind the schedule. Hence, it is crucial to be able to distinguish and
prioritize the tasks according to the level of criticalness and complexity.

How to Calculate Schedule Performance Index

The formula of schedule performance index is:

Schedule Performance Index (SPI) = Earned Value (EV) / Planned Value (PV)

SPI = EV/PV

A further clarification of the formula will be elaborated in the latter part of this article.

There are several steps that ought to be followed in order when developing schedule performance index (SPI)
which are:

Step 1: Calculating the percentage of completion for the project tasks.

Step 2: Determining the Planned Value (PV).

Step 3: Determining the Earned Value (EV).

Step 4: Determining the Schedule Performance Index (SPI).

……………………………………………………………………………………………………………………..

Error Tracking:
Throughout the software process, a project team creates work products (e.g., requirements specifications or
prototype, design documents, source code). But the team also creates (and hopefully corrects) errors associated
with each work product. If errorrelated measures and resultant metrics are collected over many software
projects, a project manager can use these data as a baseline for comparison against error data collected in real
time. Error tracking can be used as one means for assessing the status of a current project.
The software team performs formal technical reviews (and, later, testing) to find and correct errors, E, in work
products produced during software engineering tasks. Any errors that are not uncovered (but found in later
tasks) are considered to be defects, D. Defect removal efficiency (Chapter 4) has been defined as

                          DRE = E/(E + D) 

DRE is a process metric that provides a strong indication of the effectiveness of quality assurance activities, but
DRE and the error and defect counts associated with it can also be used to assist a project manager in
determining the progress that is being made as a software project moves through its scheduled work tasks.

Let us assume that a software organization has collected error and defect data over the past 24 months and has
developed averages for the following metrics:
• Errors per requirements specification page, Ereq
• Errors per component—design level, Edesign
• Errors per component—code level, Ecode
• DRE—requirements analysis
• DRE—architectural design
• DRE—component level design
• DRE—coding

As the project progresses through each software engineering step, the software team records and reports the
number of errors found during requirements, design, and code reviews. The project manager calculates current
values for Ereq, Edesign, and Ecode. These are then compared to averages for past projects. If current results
vary by more than 20% from the average, there may be cause for concern and there is certainly cause for
investigation.

For example, if Ereq = 2.1 for project X, yet the organizational average is 3.6, one of two scenarios is
possible: (1) the software team has done an outstanding job of developing the requirements specification
or (2) the team has been lax in its review approach. If the second scenario appears likely, the project manager
should take immediate steps to build additional design time12 into the schedule to accommodate the
requirements defects that have likely been propagated into the design activity.

How is error tracking useful?

As with any situation in life, it's easier to address small problems as soon as possible so that they don't become
bigger problems. Thus, implementing error tracking from the very beginning of the development cycle will save
your team a lot of time and headaches.

Backend error tracking

Backend, or server side, errors include things like page exceptions and JavaScript errors. Not all backend errors
affect the user experience, but keeping track of them can prove helpful when tuning your app. The Google
DevTools console can give you real-time feedback to help you trace the source of errors, and you can set
handlers to automate exception data collection.

Keep in mind that not all code errors are noticeable to users. No matter which tools you use to track exceptions,
the most challenging part of error monitoring is filtering out all the "noise" so that you can focus on the real
problems. That's why human testers will always be necessary.

Frontend error tracking

Older error monitoring tools were primarily focused on backend errors. Backend error tracking is relatively
straightforward since all server side code runs in the same place. Monitoring errors on the frontend requires a bit
more work because frontend performance is highly dependant on the user's hardware, software and connection.
You need to make sure that your website or app runs smoothly in over a dozen web browsers and hundreds of
different devices, which is no easy feat.

Frontend errors include UI glitches, slow performance and broken interfaces. In addition to collecting data, you
must understand exactly how errors impact the user experience. That's where reproducing bugs comes in.

Reproducing bugs

Reproducing bugs in web development means seeing errors for yourself by recreating the conditions under
which they occur. "If you can't reproduce a bug, then you can't fix it," is a popular saying within web
development circles.

Every website or app should provide a way for users to report bugs. For instance, that's why here at KeyCDN
we offer a bounty program for users that find security bugs within our application.

Of course, there are also times when the problem lies not with your application but with the user's connection or
network configuration. Fortunately, certain error tracking solutions allow you to record and replay user sessions
so that you can see for yourself exactly what the user experienced.

Helpful error tracking tools

You'll find no shortage of error monitoring tools available online, but they offer varying amounts of insight.
When debugging applications and tracking errors there are 2 main methods you can use. The first method is to
use an automated solution. These track errors, alert you when an error occurs, and provide insights into how to
replicate/resolve the issue.

The other method is manual debugging/error tracking where you can use a tool or service. These provide you
with the ability to capture errors manually annotate them, and then ultimately send them to your development
team. Using both automated and manual tools is recommended in order to ensure errors are kept at a minimum.

That being said, here are some of the best tools for tracking web application errors in 2018

Automated testing

1. Raygun

Raygun offers 3 separate services which can all be used simultaneously to keep a better eye on any website
errors. This includes their crash reporting, real user monitoring, and APM solutions. With crash reporting, you'll
be notified of any errors or crashes that occur. Their RUM product provides insight into performance
bottlenecks, and how to improve them. While lastly, APM allows you to gather data on server side bottlenecks.

2. Rollbar

Rollbar is a full stack error tracking solutions. It captures any uncaught errors, report errors, and log messages.
You can also monitor errors in real-time, get instant alerts, and review detailed error data in order to reproduce,
and quickly fix the errors. Rollbar also has an extremely extensive list of languages it supports including:
JavaScript, Angular, Node.js, Python, Ruby, Django, PHP, Clojure, .NET, Android, iOS, Haskell, Drupal, Rails
and many more.

3. Sentry

Sentry is a bit different from the other error tracking tools in that it is open source. If you are a hobbyist you can
use Sentry completely free. However as your project or business grows you'll need to purchase a paid plan.
Sentry's dashboard provides you with a ton of useful information such as the stack trace, with source map
support, and every URL's parameters and session information. You can also see the impact of each release to see
where bugs are happening as well as provide users an easy way to report bugs.

4. LogRocket

LogRocket is a little bit different from the others. When LogRocket detects a bug, it automatically creates a
video capturing exactly what users see on their screens. It also keeps track of JavaScript errors, browser
metadata, console logs, stack traces, network requests and much more. That way, you can immediately
reproduce errors to see if they affect the user, and you can determine how they happened by reviewing the logs.
You can also integrate LogRocket with Redux, React, Angular and other libraries for more robust error
monitoring.

Manual testing

5. Usersnap

Usersnap offers great compatibility with tools like Slack, Intercom, WordPress, Evernote and Drupal just to
name a few. Thanks to JavaScript embedding, Usersnap even provides reports for client side errors. A handy
floating widget makes it easy to add annotations on any web page. If you have a QA team, Usersnap is a great
way to streamline the communication between them and the developers.

6. Marker

Marker integrates with collaboration tools like Trello and Slack to facilitate teamwork. When bugs occur,
Marker sends a screenshot to everyone along with details about the user. Unfortunately, Marker is currently only
available as an extension for Chrome, but the developers are working on further integration for WordPress.

7. DebugMe

The DebugMe extension is compatible with most web browsers including Chrome, Safari, Internet Explorer,
Microsoft Edge and Opera. It allows team members to painlessly make annotations and share errors with each
other. You can also embed code in your application's meta tags for built-in error tracking, and you may provide
visitors an avenue to give feedback.

8. zipBoard

Enter your URL into zipBoard for a nice visual representation of your errors along with information to help you
fix them. The built-in task manager lets you turn annotations into tasks and assign them to your teammates. Best
of all, you can try the full version of zipBoard at absolutely no cost for your first project. If you choose to
upgrade, you can add as many users as you please at no additional charge.