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Submitted By: Harshita Kakar Nupur Mishra Vipul Golechha Pratik Naik Khushbu Patel Enrollment no: 118050592001 118050592005 118050592009 118050592032 118050592057
National and International Projects Industrial and Non Industrial Projects Project Based on Level of Technology High Technology Projects Conventional Technology Projects Low Technology Projects
Projects According to
Projects based on size Large Projects Medium Projects Small Projects Projects Based on Ownership Public Sector Projects Private Sector Projects Joint Sector Projects
Purpose Balancing Projects Modernization Projects Replacement Projects Expansion Projects Diversification Projects Rehabilitation (of sick units) Projects Up gradation Projects Maintenance Projects Merger and acquisition New Project (innovation or invention)
way of hierarchy and sharing authority between the project manager and his team of functional managers, who are answerable to the project manager as well as the functional heads. It seeks to achieve the twin objectives of efficient use of resources and effective realization of project objectives. drawing personnel from various functional departments & putting them under the project manager. The project manager commands loyalty from functional staff, as long as they are in the project management team.
qualifications,
experience, interest etc. Rough estimate of project cost and promoters capability to mobilize the necessary resources to the proposed project. Clear idea about market size and growth potential. The availability of inputs and proximity to market for final products. Costs involved in production, administration, and marketing.
Plant Capacity Product Mix Latest Developments Ease of Absorption Principal Inputs Investment Outlay and Production Costs
Some of the aspects considered in SWOT analysis are: Internal financial resources Availability of funds in the capital market Extent of support from banks and financial institutions The business and financial risks attached with the business Cost of capital
The project activities start prior to the zero date. For an outsider, a project has got zero value during its implementation, and gets full value only on successful implementation of the project. A project which is abandoned in the middle of implementation has nil value.
The CAT schedule stands for committed activity target schedule. It is used for progressing of the executing agencies. The RAT schedule stands for reserved activity target schedule. They are those which are to be achieved.
configuration management, time management, cost, fund, materials, men and communications management.
Control of costs
Proper reporting
implement further. Lack of experienced management team Lack of proper project monitoring system Lack of delegation of authority and responsibility Unfaithfulness of the promoter
several measures have been announced. Small scale units need not obtain industrial licensee for certain category of items manufactured. Numbers of product and service have been exclusively reserved for small scale units. Government provides comprehensive assistance to small entrepreneurs through various organizations like small industries development organizations.
Rapid automation.
Need to have high productivity and low price
To survive in the globalization situation, the Indian projects will have to: Be cost effective and inexpensive. Have low capital base. Used advance technology suitable for Indian condition. Be safe from pollution and nuclear radiation.
All future projects should incorporate adequate provisions for: Using non-conventional energy natural gas and coal where possible. Partial replacement keeping pace with advance technology.
Utmost safety in operation. Conservation of resources. Future project should aim at: Alleviating poverty. Generating mass employment potential. Raise standards of living and quality of life. Making the country self sufficient in inexpensive essential goods and service.
Thrust on core business, in others words expand the business globally where
corporate has strength. Upgrading products and technologies to ensure customer satisfaction with quality and reliable product and services.
Where policies, planning and strategies focus on growth and development of a single sector like industrial or agree culture or social amenities etc.
At project level:
Where one single project is planned and studied from all the economic, technical, financial and environmental perspectives in a more microscopic manner.
CBA is defined as An analytical tool in decision making which enable a systematic comparison to be made between the estimated cost of undertaking of project and the estimated value and benefits which may arise from the operation of such a project.
This is a discounted cash flow technique and thus it attempts to consider the time value of money, i.e. rs.1 today is of more value than rs.1 tomorrow. It discounts future earnings to make them comparable with investment. NPV = B C (1+r)n Where, B = sum of the benefits of the project C = sum of the cost of the project r = social rate of discount n = expected project life
This is also discounted cash flow techniques and is sometimes refer to as the trial and error techniques. Unlike NPV technique, it does not have an expected discount or cut off rate but it calculates discounted rate at which the cash outflows are equated with the cash inflows. Thus if Rs 100 is to be earn in 1 year from the investment in a machine which will cost Rs 1000 now then the IRR is Rs.100 -------------Rs.1000 = 10 %
100
The project is acceptable under IRR if the rate of return after discounting
benefits and cost is greater than the cost of capital.
Benefit/cost comparison:
The estimated benefit and the estimated cost which may arise from undertaking a project are compared and the project is under taken if benefits are consider to be greater than cost. The method is clearly unsatisfactory because it does not allow for time value of money, i.e. it does not consider that Rs. 1 today is better than Rs. 1 to be received next year. Another problem with this method is that it does not give much guidance to the decision makers because the figures are not relative.
Benefits/cost ratio:
This is a ratio which assessing estimated benefits as a ratio to estimated cost. If the resulting figure is greater than 1 it is positive and if less than 1 it is negative. It suffers from the same fault as (2) above regarding the lack of consideration of time value of money but it does produce relative figures enabling comparison between projects to be made.
project which requires the investment of funds. CBA study to attempt to allow for social cost and benefits. The discipline of trying to apply a consisting method of measurement in public sector areas should help to produce better decision which takes important subjective factors into account. CBA have sometime attempted the impossible and the task of listing relevant cost and benefits if in itself a valuable discipline.
and benefits difficult to forecast often they are even more difficult to quantify. CBA can be encountered both in deterring the value of cost and benefits and in fixing a social rate of discount; it is a method which must be used with great care.
Exchange rate
7.
A project which started on 1st April, 2009 was expected to be completed by 31st March, 2010. The project is being reviewed on 30th September, 2009 when the following information has been ascertained. (Rs. Lakhs) Budgeted cost of work scheduled 50 Budgeted cost of work done 45 Actual cost incurred 54 Calculate: (a) performance variance (b) Efficiency variance (c) Expenditure variance. Solution: performance variance = Budgeted cost of work done - Budgeted cost of work scheduled = 45 - 50 = -5 Efficiency variance = Budgeted cost of work done - Actual cost incurred = 45 54 = -9 Expenditure variance = Budgeted cost of work scheduled - Actual cost incurred = 50 54 = -4