Showing posts with label project. Show all posts
Showing posts with label project. Show all posts

Marginal efficiency of capital and rate of interest influence the investment decisions | Evaluation of Investment Project by Benefit-Cost Ratio Method

Analysis of the role of marginal efficiency of capital and market rate of interest in investment decision or,
Marginal efficiency of capital and rate of interest influence the investment decisions

 
The marginal efficiency of capital along with rate of interest determines the amount of new investment, which in turn, determines the volume of employment, given the propensity to consume. In the fundamental equation     Y = C + I, given by Keynes, we have seen that income at a time deposits upon consumption and investment, consumption being stable in the short-run and less than unity a gap comes to exist which can be wiped off only by an increase in investment. Investment is an essential requirement for full employment and the key to prosperity in a capitalistic economy.

Marginal efficiency of capital refers to the anticipated rate of profitability of a new capital asset. It is the expected rate of return over cost from the employment of an additional unit of capital asset. Marginal efficiency of capital depends upon the expected rates of return of a capital asset over its lifetime and the supply price of the capital asset.

Marginal efficiency of capital (MEC) and the rate of interest are the two important factors, which affect the volume of investment, and these two must be determined beforehand independently of each other. Marginal efficiency of capital (MEC) is the result of the supply price and the prospective yield of the capital asset. Rate of interest is the price paid for loanable funds and is determined, like any other price, by the demand for and supply of loanable funds. A potential investor will go on weighing the MEC on new investment against the rate of interest. As long as MEC is more than the rate of interest, investment will continue to be made, till the marginal efficiency of capital (MEC) and the rate of interest are equalized. Once the marginal efficiency of capital (MEC) becomes equated to the rate of interest, equilibrium investment is determined. Thereafter, investment has to be increased, either the rate of interest should fall or marginal efficiency of capital (MEC) should increase.

It is true that both MEC and the rate of interest are important determinants of investment. The rate of interest is very important in the effective implementation of fiscal policy. But as a means of increasing private investment, it could be of important if the marginal efficiency of capital were highly elastic. In the Keynesian general theory, attributed fluctuations to the changes in expectations and shifts in the MEC and not to the rate of interest. The relation of the MEC and the rate of interest as determinants of the amount of investment and hence of employment.

The following table depicts clearly the relationship of MEC and the rate of interest in the determination of the inducement to invest,

Supply PriceAnnual ReturnMECRate of InterestEffect on Investment
$ 25.00$ 1.004%4%Neutral
$ 20.00$ 1.005%4%Favorable
$ 25.00$ 1.003%4%Adverse

In this table, it is assumed that the new capital asset in question gives constant return of $ 1,000 annually. The MEC and the rate of interest are given in separate columns, having been determined independently of each other. When MEC (4%), is equal to the rate of interest (4%), the effect on investments is natural; when it is more, the effect is favorable and when MEC is less than the rate of interest, the effect on induced investment is unfavorable.

The position and shape of the investment demand schedule pay a decision role in determining the volume of investment because it shows the extent to which the amount investment changes as a result of changes in the rate of interest. If the demand (MEC) schedule is relatively interest-elastic, a little fall in the rate of interest will lead to a considerable increase in investment.



In the figure (A), below shows an interest-elastic investment demand schedule. When the rate of interest falls from 6% to 4% investment increases from OI to OI’. In figure (B) shows an interest-inelastic investment demand curve. Corresponding to the same fall in the rate of interest from 6% to 4%. Increase in investment II’ is much less.

There has been a lot of controversy on the expansion of interest elasticity of the investment demand schedule. Experience confirms the views that it tends to be interest inelastic especially during depression.

A change in the MEC or in the rate of interest or both induces a change in the level of investment, as shown fig (C). We find that a rise in the MEC is accompanied by a constant rate of interest 4% resulting an increase in the level of investment. Figure (D) further describes the case of rise in the rate of interest from 4% to 5% with no change in the MEC schedule and the level of investment falls from OI to OI’.


Evaluation of Investment Project by Benefit-cost Ratio Method


The benefit-cost ratio is the most popular method of project evaluation. It is the ratio of present value of the stream of net cash flows of a project over its life span to the initial cost of the project.

Under this criterion, a project will be accepted if and only if benefit-cost ratio (BCR) is no less than unity. Thus, both the projects are greater than one. It helps the planning authority for making appropriate investment decisions to achieve optimum measure of allocation of resources by maximizing the difference between present value of benefit and costs of a project. There are various criteria for cost benefit analysis.

(i) B – C,
(ii) B – C / I,
(iii) ∆B / ∆C and
(iv) B / C

Where, B refers benefits, C refers costs; I refers direct investment and refers small change.

B – C shows the difference between benefits (B) and costs (C). This criterion determines the scale of project on the basis of maximizing the difference B and C. The formula, B – C / I shows the total annual returns on a particular investment to the economy as a whole. If the private investment is large, then even high value of B – C / I may be less beneficial to the economy.

The criterion of ∆B / ∆C is the more appropriate than others. ∆B / ∆C = 1 indicates the size of project. The best and effective criterion for the project evaluation is B / C. Under this criterion, the evaluation of project is done on the basis of benefit cost ratio. If the value of B / C = 1, the project is marginal because the benefits occurring from the project just cover the costs. If the value of B / C < 1, it shows the benefits are less than costs and the project is deficit, thus the project is rejected. If the value of B / C > 1, it shows the benefits are more than costs and project is profitable, thus it is selected.

In the criteria, which we discussed above does not account for the time factor. The future benefits and costs cannot be treated at par with present benefit and cost. Hence, project evaluation requires discounting of future benefits and costs because it prefers present for the future.

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Quality Control

Quality control is checking errors during project implementation. Quality control inspectors are used for checking quality. Statistical quality control techniques are also applied for monitoring quality. Conformity to agreed specifications are monitored. Adjustments are made for deviations. Project outputs not meeting the standards are rejected, scrapped or reworked.

Total Quality Management (TQM)
Total quality management is a management philosophy of continuously improving project quality through everyone's commitment and involvement to satisfy customer needs. It puts quality first. Quality becomes the guiding factor for everything the project organization does.

TQM creates a project culture committed to continuous improvement in all aspects. It seeks incremental improvements.

Components of TQM
Components of Total Quality Management are:
  1. Strategic commitment
  2. Continuous quality improvement
  3. Customer focus
  4. Employee involvement
  5. Accurate measurement
  6. Improved materials, technology and methods
  • Strategic Commitment: The top management should have strategic commitment to total quality management in project. The project culture should be supportive of TQM.
  • Continuous Quality Improvement: TQM believes that quality can always be improved. Quality is a never ending concern. Everything that the project does is subject of quality improvement. It becomes a way of life.
  • Customer Focus: TQM puts intense focus on customer. Satisfaction of customer needs is the top priority. Customers can be outsiders who buy the products. Quality serves as a means to build cordial customer relationships.
  • Employee Involvement: In project, quality is everyone's responsibility for their own work. Employee involvement at all levels is critical to improving quality. Employees are empowered through work teams to find and solve problems. Teamwork is built.
  • Accurate Measurement: TQM uses statistical tools for accurate measurement of critical operations. Performance is compared against standards Causes of deviations are corrected. The important tools are:
    • Flow Chart: Graphic display of a sequence of activities.
    • Control Chart: Visual aid showing variations.
    • Histograms: Bar chart showing deviations from a standard curve.
    • Scatter Diagram: Plots relationship between two variables.
    • Trend Chart: Tracks a variable over time.
    • Fish-bone Diagram: Cause and effect analysis.
    • Pareto Analysis: Bar chart indicating problem needing most attention.
  • Improved Materials, Technology, Methods:
    • Improved quality of materials as a way of improving quality of project outputs are used.
    • New forms of technology, such as robots, computerization, digitalization to boost quality are used.
    • Improved methods, such as flexible manufacturing methods are used.

Project Control Process

Project Control Process
  1. Setting Project Standards: Targets are set for each project activity in terms of time, cost, quality etc. They serve ads standards for control. Project planning is used to set such standards.
  2. Performance Monitoring: Actual performance of each project activity is measured to provide feedback. Project reporting system is the source of such information.
  3. Find Performance Deviations: The actual performance is compared with the standards to find out deviation for each activity. The causes and incidence of deviatiions are analyzed.
  4. Corrective Actions: Corrective actions are taken to improve performance in future period. This is the crux of project control. It remedies the deviations to keep the system stable.
    1. Project control system should focus on critical points in which performance deviatiions cause  the greatest damage to the project. It should find and resolve problems to get the project back on track.
Areas for Project Control
  1. Time Control: Time control can be of two types:
    • Normal Time Control: It is the estimated time for completion of an activity. Increase beyond this time is not likely to result in cost reduction.
    • Crash Time Control: It is the estimated time of completion of an activity which cannot be reduced further irrespective  of cost considerations.
    • Every project has an optimal time schedule which is effectively controlled to check overruns. Time delays result in cost overruns.
  2. Cost Control: It involves the following:
    • Setting up standard costing and budgetary control systems for the project. Project accounts capture costs as they are committed.
    • Allocating responsibilities for cost control at task level.
    • Ensuring proper allocation of costs to project codes; ensuring that costs are properly authorized.
    • Measuring actual costs and comparing them with standard costs to prepare cost reports.
    • Identifying deviations to take corrective actions to control cost overruns and maintain financial discipline.
    • Value engineering can be used for Cost Reduction.
Types of Project Costs can be:
  1. Budgeted Cost: Estimated during project planning.
  2. Contracted Cost: Cost provided in the contract.
  3. Committed Cost: Cost of purchase orders issued.
  4. Earned Value: Cost of work in progress.
  5. Invoiced Cost: Accrued Cost/ Invoice by contractor.
  6. Incurred Cost: Payment authorized.

Project Control System

We know that a project is a unique group of activities designed to attain specific objectives within the constraints of time, cost and quality performance.

Control is the continuous process of measuring, evaluating and correcting actual performance to achieve planned performance. It uses data supplied by monitoring and evaluation.

Project control system consists of setting standards of performance in terms of time, cost and quality; measuring actual project implementation performance; find and analyzing deviations between standards and actual performance; and taking corrective actions to achieve project objectives. Generally it is done at the activity level of the project. It is the process of overseeing the implementation of project plan.

Prequisites of Control System
  1. Planning: Control is not possible without planning. Planning provides targets or standards for control. Standards are the starting point of control. They can be in terms of time, cost, quality and performance. They should be measurable, attainable, time bound and understandable.
    • Planning and control are interrelated.
  2. Information System: Control is based on feedback of performance information. An effective information system is an essential requirement of control. Information system is based on the internal reporting system of the organization and other sources. Projects should have Project Management Information System.
  3. Organization Structure: Control requires a structure. The authority-responsibility relationships should be clearly defined to collect performance information, compare actual results with standards, identify deviations, and suggest corrective actions.
    • A team can be used for control purposes.
  4. Flexibility: The control system should be flexible. It should be capable of adjusting to environment changes.
  5. Participation: All the members of the control team should take part in the control process. It should be based on participatory approach.
  6. Timeliness: The reporting and feedback for control should be on time. If the information is not received at the right time, the control action will be ineffective. There is no point in "bringing a doctor after the death".
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Control

Control is a managerial process. It is interrelated with planning. Planning provides standards for control. Control measures actual performance and compares it with standards to identify deviations. Deviations are analyzed to take corrective actions.
  • Control is a continuous process. To be effective, it should give attention to critical control points or benchmarks where deviations adversely affect the attainment of targets.
Types of Control
Control can be of the following types:
The Process of Control
  1. Pre-control (Feed-forward control): It is inputs-based. It is initiated before the start of the activity. It anticipates problems in advance and takes preventive corrective actions. Examples are specifications for quality control, capital budgeting methods, acquisition of right human resources.
  2. Concurrent Control (Yes/No Control): It is transformation based. It is initiated during the implementation of the activity. It consists of actions to ensure that operations are being conducted according to plans. Problems are corrected as they arise. Example is quality control from process to process.
  3. Post Control (Feedback Control): It is output based. It is initiated after the completion of the activity. It is based on feedback of performance results. Example is financial analysis.
Control Cycle
Control is a cyclical process. It involves the following steps:
1. Setting Standards (What should be done?)
Planning sets standards fro performance. Standards are the starting point of control. They are target or yardstick of performance.
  • Standards can be in terms of quality, quantity, costs, income and time. Standard costs, standard operating time, sales goals per salespersone, quality standards, kilometers per liter are example of standards.
  • Standards should be clearly understandable. They should be reasonable. Employees should see them fair and attainable.
2. Measuring Performance (What actually was done?)
The second step in control is measurement of actual performance within a given period. It is a continuous on-going process to get feedback.
  • Internal reports relating to quantity, quality, costs, income, time etc., provide information about actual performance.
3. Finding Deviations (Extent and causes of difference)
 The third step in control is comparison of actual performance with standards. Performance can be equal to, be higher, or be lower than standards.
  • The magnitude of deviation is identified. The causes and incidence of deviation are analyzed.
  • The responsibility for deviation is located.
4. Corrective Actions (Future standards)
The performance is evaluated in terms of deviations. Corrective actions are taken. The actions can be:
  • Do nothing: If the performance deviations are withing allowable tolerance, status quo is maintained.
  • Correct deviations: Actions are taken to correct the deviations. They can be more training, better raw materials, improvements in design, greater motivation etc.
  • Change Standards: Standards are revised to make the appropriate and realistic.
    • Control should focus on critical control points. They are of areas where deviations from standards will cause the greatest damage to project. Corrective actions can be most effectively applied to such critical control points.

Project Implementation

A project should be implemented effectively show as the achieve project objectives successfully. The allocation of project tasks to project team within the organization is involved in implementation. The main responsible person for implementation of project is project manager. He drives the project with many obstacles and conditions.

The steps for project implementation are:
  1. Preparing for project implementation
  2. Engaging and supervising consultants
  3. Contracting for civil works
  4. Procurement of goods, services, equipments
  5. Supervision of equipment installation and civil works
  6. Receiving project budget
  7. Monitoring and control
1. Preparing for project implementation
The steps for implementation are
a) Establishing the project office: The project office is established at the project site. All physical and logistics facilities needed in an office are provided.
b) Acquisition of Human Resources: Project success depends on the competency and efficiency of the project team. Needed employees are acquired here.
c) Defining and assigning responsibilities: Every member of project team is provided with a job description specifying
  • Duties and responsibilities
  • Authority
  • Accountability for results
d) Establishing a project information system: An information system is established to record all project activities. It serves as a database for tracking project information. It contains employee records. It should be computerized.

2. Engaging and supervising consultants
Projects generally use consultants for specialized activities, such as:
  • Engineering design preparation and review
  • Preparation and review of bidding document
  • Evaluation of bids
  • Supervision of civil construction works
  • Other specialized activities etc
3. Contracting for civil works
Contractors play an important role in implementation. Projects involve a lot of contracting and subcontracting for civil construction works.
  • Guidelines, procedures, financial rules and regulations are followed for contracting of civil works. Generally, selection of contractors is based on:
    • Tender document
    • Pre-qualification of contractors
    • Notice for call of tender bids. A pre-bid meeting is held.
    • Evaluation of tender bids and selection of contractor.
    • Contract agreement with the selected contractor.
  • If the project is donor refunded, the guidelines prescribed by the donors must be  followed for award of the contract.
4. Procurement of goods, services, equipments
Projects require procurement of goods, services and equipments. The financial rules and regulations and guidelines for procurement are followed. Minimum standard of workmanship specified for services are followed:
  • Procurement can be through:
    • direct purchase from the market
    • quotation based, generally three quotations are required
    • tender based which can be local, national or global
  • Specifications should be complied for procurement purposes.
5. Supervision of equipment installation and civil works
The installation of machinery and equipment by the suppliers is properly supervised. Project consultants and technical personnel of the project generally carry out the job of supervision.

6. Receiving project budget
The financial resources for the project are acquired from the donor or customer. Arrangements are made with banks for overdraft in cases of emergencies.

7. Monitoring and control
The project performance is properly monitored and controlled during implementation. The project performance is measured, evaluated and corrected.

Monitoring involves project progress reporting. Projects require periodic reporting of progress for feedback. Monitoring provides information about:
  • physical targets and achievements
  • financial targets and achievements
  • scheduling targets and achievements
  • problems encountered in project implementation
  • possible solutions for solving the problems
Daily and monthly status reporting is generally done. Project report are prepared in the prescribed format. They are delivered on time to the project participants and others. All activities during implementation are documented and reported.

Project costs should be effectively controlled. Standard costing and budgetary control tools are used for controlling  costs. Cost is an important constraint in the project. Cost escalations should be prevented. Material cost should be effectively controlled.

8. Controlling project changes
Environmental changes and technological uncertainties necessitate changes in project  design and time table. The implications of such changes on cost, time and quality are carefully studied. 

Project

Project is a one time set of activities that must be completed within constraints of time, cost and quality performance. In order to achieve pre-determined objectives, it has clearly defined objectives. It integrates the human, physical and financial resources. It is disbanded as soon as the objectives are fulfilled. In this sense, it is temporary organization. It has definite starting and ending points. It lies between these two cuts of points and passes distinct phases of its life, the life span between these points is known as project life cycle. However project passes its limited life in dynamic environment.

In this competitive environment each organization should continuously search for new idea for survival and rapid growth. But the ideas must be technically feasible, economically viable, politically suitable and socially acceptable. When the ideas pass these test, investment proposal is made. If proposal is approved then project commences. Thus project starts from well conceived.

Since a project is a small operational parts of a plan or program, it is taken as a "cutting edge of development". Mostly, project in an organization originate from business plan of the respective organization and government project originate from development plan of government. Whether project originate from business plan or development plan, it is undertaken to create an unique product or service as output. In this way, project is input-processing mechanism to produce output. Moreover project can be defined as vehicle of change because it brings remarkable changes or improvement after its implementation.

Total Planning Process

We know that planning is the process of determining future course of actions. It is the process of setting goals and choosing the actions to achieve those goals. It is looking ahead. It attempts to define the future path of organization.

Planning selects future courses of action from among the alternatives. It serves as a guide for allocating resources in a coordinated manner. It specifies ways and means of implementing actions. It is the prime instrument for directing efforts. It provides targets which serve as standards for controlling performance.

Planning is a way of organizational life. Managers must plan. All other management functions are based  on planning. Planning has primacy in management functions.  Project planning is a part of total planning process in organizations.

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Contents of Project Proposal (Financial Part)

  • This part outlines the implementation plan for the project.
  • It contains estimates of time required, the cost, and the materials used. Each major activity of the project is listed along with its cost estimates.
  • The costs of all activities are aggregated. Equipment costs and overhead costs are added to calculate total project cost.
  • An executive summary of the proposal should be provided at the beginning.
  • After submission to the customer, a proposal becomes a bid.
  • Diagrams, pictures, bar charts, graphics make proposals attractive.

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Contents of Project Proposal (Technical Part)

  1. Problems: It should begin with a description of the problems to be addressed. The approach to tackle the problems should be presented in sufficient detail. The methods of resolving critical problems should be outlined. Customer requirements should guide this section.
  2. Special Requirements: Ways of handling special requirements of the customer and variation orders should be listed.
  3. Test and Inspection: All test and inspection procedures to assure performance, quality, reliability and compliance with specifications should be noted.
  4. Logistics: Plan for logistic support should be outlined. It can be facilities, equipment, skills and administrative aspects of the project.
  5. Reporting: Nature and timing of progress reports and evaluations should be noted.
  6. Bio-data: Bio-data of key members of project team and responsibilities assigned to them should be provided.
  7. Capability Statement: It is of the organization presenting the proposal. Past experience should be provided.

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Considerations For Project Proposal

  1. Project Problem: The project problem for which the proposal is to be prepared should be carefully considered. It should deal with the terms of reference provided. The organization should have the capability to tackle problems of the project.
  2. Organization and Staffing for Implementation: The composition of project team for implementation of project should be multidisciplinary. Professional people should handle the job. Implementation plan should be specified. So should the logistic support for the project.
  3. Costing Estimates: The customer's ability to pay and cost estimates should be the prime considerations in costing of the proposal. There should be a bidding strategy. Competitor's bidding strategy should be considered to set the bid price.
  4. Cost of Proposal: The development of a project proposal involves cost. How much should be spent on preparing the proposal should be an important consideration. The guidelines can be:
  • If the proposal is a full part of the competitive bidding, it is worth investing time and money to prepare it in detail and formally.
  • If the proposal is the first examination of the possibilities of a project, an overview brief proposal should be submitted.

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Procedures for Project Proposal

1. Executive Summary/ Summary Statement

Project proposal begins with an executive summary covering fundamental nature of the proposed project as well as the general benefits that are expected. It is written in simple and non-technical language. It is general outline of the project which depicts the essence or benefits of the project to the target group and reasons for project implementation. It visualize the concept and nature of the project in clear cut way. In fact it is the main body of the project proposal.

2. Cover Letter

Each project should be accompany by a cover letter. It is the marketing document that explains the things which are put inside the package of project proposal. It provides the prospective of the project. However it should be prepared in attractive and precise way because an evaluator of the project proposal and looks at the cover letter.
 
3. Technical Approach

This part of the project proposal is concerned with the analysis of technical issue. It high lights the technical problems to be tackled or the project to be undertaken. The general description of the problem are clearly noted so that a knowledgeable reader can understand what the proposal intense to do. The method of resolving critical problems are outlined. In addition to any special client requirement are listed along with proposed ways of meeting them. All tests and inspection procedure to assure performance, quality, reliability and compliance with the specification are noted.

4. Implementation Approach

It contain estimate of the time require, the cost require and material. Each major sub system of the project is listed along with estimates of its total cost. These cost are indicated for the old project and totals are shown for each cost category etc like administrative cost, equipment and machinery cost, overhead cost etc. The require time to complete the project is estimated. Likewise the require resources like men, machinery, materials etc are estimated for each system or project at a whole. The major milestone are indicated and contingency plans are specially noted.

5. Plan for Logistic Support and Administration

It refers to managerial analysis of the project. The proposal includes a description of the ability of the proposal to supply the routine facilities, equipment and skill needed during project implementation period. It explains how the project will be administered including an explanation of how the performance of contractors and sub-contractors will be evaluated. The nature and timing of all progress report and budgetary and audit reports and evaluation ways are covered. A description of the final documentation to be prepare for users, termination procedures are described including disposition of the employees, material, equipment etc. at the end of the project.

6. Past experience


It is the profile of proposing group. All the proposal are strengthened by including the section that described past experience of the proposing group. It contain a list of key project employers together with their title and qualification. For outside clients, a full resume for each principle should be attached to the proposal.

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Project Plan Authority

It is charter view of authority. It is the authority provided by approved project plan. The project plan defines the objectives of project and authority of project manager to handle the activities. The sources of project plan authority are; 
  • Approved project plan
  • Approved project cost estimates/ budget
  • Approved project schedule 
  • Project contract

Defacto (Real) Authority

It is competence view of project authority. It is the power granted by subordinates to superiors based on competency, expertise, credibility and interfacing ability of superiors. It means, the sources of defacto authorities are competent expertise, credibility and interfacing ability of superiors. The subordinates respect the judgement of superiors and willingly accept the authority in the project. The sources of Defacto Authorities are:
  • Technical competence/ knowledge
  • Negotiation skills with project team members
  • Conflict resolution skills
  • Decision making and communication skills
  • Informal organization

Dejure (Legal) Authority

It is a classical view of project authority. It is legal authority having legal right having legal right to act or to command or to direct the activities of project team members. The sources of dejure authority are as follows:
  • Organization charter
  • Organization's policies, rules and regulations
  • Job description
  • Delegation
  • Superior's right to command

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Multi-Lateral Project

The project which is carried on under the agreement between Multi-lateral agency and recipient country is called multi-lateral project. The main source of funding in multi-lateral project is multilateral agency like World Bank, Asian Development Bank, European Union, UN Agency etc. In another word the project which is implemented under the assistant ship of multilateral agency is called multi-lateral project.

Generally multi-lateral agencies provides financial assistant ship in terms of concessional loans to under developed or developing countries under the special terms and condition. The loan must be repaid as interest on principal by recipient country according to previous agreement. Multilateral project are mega projects which are implemented through global bidding system. 

Advantages of Multilateral Project
  • It gets chances of use concessional loan which is very cheap.
  • It facilitates for the development of infrastructure and social services. 
  • It receives multilateral assistant ship.
  • It creates the better employment opportunities to the people of recipient country.
  • It helps to accelerate the economic growth of country.

Disadvantages of Multilateral Project
  • It promotes the dependency on multilateral loans.
  • It creates the situation of heavy debt burden to country which may adversely affect the economic condition of country.
  • It involves the repayment obligation.
  • Its implementation procedure is complex.
  • It is also an international project, so there is possibility of pressure to recipient country.
  • There may arise difficulty to co-ordinate the assistant ship.

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Project Authority

Authority is legal power to command, act or direct the activities of others towards the attainment of organizational goal. It is the right to implement the management decision. It is essential to integrate the contribution of each individual of a group in an organization.

Project authority is legitimate (legal) power that is exercise by project manager to direct or command or influence the activities of project team members and to make decision about the project resources such as men, machine, materials, money, information and technology etc. for the effective implementation of the project. The authority is generally associated with job position. The project authority is delegated form the top level management to project manager. the authority can be increase, decrease or revoked by the top level. Project a manger is the single responsibility center of the project who is fully responsible to manage all the project task for the attainment of defined objectives. S/he cannot discharge the responsibility without clear and sufficient authority so that he should be provided necessary authority to fulfill his responsibility in the project. If project authority is ambiguities and insufficient, the project may be failure. Therefore, project authority is key factor of project management process. The factors such as poor communication, misleading information, poor working relationships etc. could result in failure to establish authority in the project. 

Failure of Project Authority

  1. The project authority is created according to their project need.
  2. The authority creates through organizational structure. 
  3. Authority determines management information system. 
  4. Authority is essential for project team. 
  5. Authority helps to manpower management. 
  6. Authority may be formal and informal. 
  7. Authority determines resources, budgeting and time schedule.

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Pure Project Organization

Project organization is a separate form of functional unit in which all the members of project work force are directly responsible to project manager. The project organization become a self contained unit with its own technical staffs, administration, resources, tied to parent organization only through periodic progress report. Some parent organization may prescribe administrative, financial, employees and control procedure in detail as a guidelines and rules. Others allow the project almost total freedom within limits of final accountability. It means project manager is given full line authority to handle the project activities for the attainment of defined objectives. There is no any interference by parent organization during the project performance period. There is unity of command.

Since the project is separated from the functional division, the lines of communication are shortened. Project manager directly communicates with senior management. There is no need of permission of functional manager before making technological and other decisions. It reduces the hierarchy and facilitates quick decision. However the pure project organization is useful for big projects and mega projects.

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Statement of Work (SOW) in Project

Statement of Work incorporates the parameters of the project. It defines:
  • Scope and objectives of the project and outputs the project will deliver.
  • Roles and responsibilities of project participants.
  • Other parameters, such as schedule, cost and quality.
Statement of Work (SOW) works as a mechanism to identify points of agreements among the project participants. It is also very helpful to solved the disagreement in the project. It serves as a formal contract when all parties sign it. Project scope is defined as:
  • Products for delivery to customer are defined.
  • Critical planning assumptions are defined.
  • Key stakeholders of the project are identified.
  • Project constraints in terms of schedule, budget, quality and personnel are analyzed.

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Selection of Idea for Project Formulation

The last step for project identification is selection  of idea for project formulation. It analyszed ideas which are classified as:
  • Promising ideas: Promising ideas are possible alternatives for new projects.
  • Marginal ideas: Marginal ideas are stored for future uses. They are not immediately useful.
  • Reject ideas: Reject ideas are dropped due to various limitations and constraints.
A choice is made from among promising ideas for project formulation. The selected idea becomes a project.

Risk Analysis and Risk Management

Risk Analysis

Assessment of risk is used to identified and evaluated potential risk. Anticipation of what may to wrong is done. The assessment can be:
  • Qualitative: It is mainly judgmental or subjective, based on previous experience.
  • Quantitative: It manipulates past data for forecasts, especially to assess cost and time overruns.
Based on the probability of occurrence, the identified risk can be ranked as High, Medium and Low.

b) Possible Actions:
They are actions required to contain the risk and minimize its impact on project success.

Risk Management

Risk management involves:
  1. Monitoring of Risk: The changes in the risk are monitored over time.
  2. Containing of Risk: Corrective actions are taken promptly to control risk.
  3. Contingency Planning for Risks: Contingency planning is done to deal with changing environmental forces.

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Preliminary Analysis of Ideas

After developing project ideas, the project ideas are carefully screened in terms of objectives, constraints, resource capabilities and risk. Generally a committee is formed for this purpose.

Risk Analysis

Risk analysis is the one of the preliminary analysis of ideas. A risk is any event that could prevent the realization of project objective. The consequences of available alternatives are not known but the probability estimates are possible. Risks is present throughout the project cycle. Higher the risks higher will be the yield and lower the risks lower will be the yield. Risks can be:
  • Project Risks: Project Risks are associated with technical aspects of the project. Any project has many unknown factors.
  • Process Risks: Process risks are associated with project process, procedures, tools, techniques and performance.

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