Analysis Introduction This project belongs in the engineering-efficiency category; therefore, it has to fit at least 3 of 4 performance hurdles, which are 1. Impact on EPS; 2.Payback; 3.Discounted cash flow and 4. Internal rate of return. In this article, some of those involved explained and described their opinions; however, professional knowledge may have been lacking. Therefore, we will expound and clarify below. Management Analysis Capital Expenditure On the surface, making sure a project measures up to a range of consistent, prescribed criteria in order to be accepted would appear to be a sound business practice. But in our opinion, we think DC only focused on the financial management. We think they should utilize the strategy map strategy. A strategy map provides a uniform and consistent way to describe that strategy, so that objectives and measures can be established and managed. The strategy map provides the missing link between strategy formulation and strategy execution. (Norton and Kaplan, 2004 *1) Furthermore, DC won't only focus on the financial report; they also manage by human resource and other strategic elements. Also, any of the above financial calculations or assumption could bring the wrong settlement or the expectations will be seriously biased. Economic / Financial Analysis Transportation Costs The transportation division asked that the cost of tank cars required for additional throughput should be involved in the initial outlay of the Merseyside's project was ignored by Frank Greystock. Therefore, he was not involved in the analysis of the Merseyside project. Regardless of how departmental budgets are established, best practices in capital budgeting clearly state that all side-effects of a project must be included in cash-flow projections (Schiff, 1988 *2). In fact, transportation costs have a significant impact on cash-flows and also on the value of the project. If adding the budget for transportation cost is ignored, and even if the Merseyside project can add total throughput, the transportation division still cannot transfer the spared throughput due to the throughput is over the ability of the original transferring utility. Therefore, there will be a charge of ₤2millions which will be added to the project. Impact- Cannibalization& Ramp up period The issues of two impacts are in two ways. The first one, more efficient plants are likely to cannibalize sales from the Rotterdam plant. The second one, the forecasted rate of return for customers needs to account for a ramp up period before it is possible to reach the 7% additional revenue of the project. Furthermore, the two impacts should be calculated in the project's cash flows for the final evaluation purposes.
The initiation phase of a project is not complete without a clearly defined goal and realistic, measurable objectives that describe the business benefits which are expected to be delivered upon completion of a project (Laureate Educatio...
The following table demonstrates the PV of costs, the PV of benefits and the NPV respectively, over 5-year period for the investment:
...iple types of plants in them) rather than monoculture as found in the Old World.
About status within your peer group. Even people on low monthly salaries would buy a high quality diamond: it was a family driven purchase.
...arations needed during implementation of the project while the final phase is meant for overall evaluation.
Projects are widely used by many organizations and government institutions in the course of conducting their business. One of the reasons for this is because they have been proven to be effective in initiating change and translating strategic programs into daily activities. However, it has been established that most projects fail to deliver on time, budget, and customer specifications. In most cases, this failure is caused by over-optimism by the project management team. This over-optimism commonly referred to as optimism bias can simply be defined as overestimating the projects benefits and conversely underestimating its cost and duration time. Research have portrayed that this is often caused by failure to properly identify, understand, and manage effectively the risk associated with the project therefore putting its success at jeopardy(Mott McDonald, 2002). Fortunately, this biasness can be detected and minimized during the project gateway process.
My current environment is a non-profit organization where project completion to within budget and schedule is the main goal. The program budget and schedule are derived from the excepted proposal. The program managers are the one who will determine the scope of a project using data from past similar projects, if there is one, to make educated guess of how long a project takes to complete. The estimate time the project takes to complete and the dollar amount require to do this is put in the proposal. The proposal is used as a bid for the project. If project is awarded, the program manager will design a detail cost schedule to be monitored and controlled. The estimate cost and the actual cost is closely monitor on weekly basis. If there
A company's budget serves as a guideline in planning and committing costs in order to meet tactical and strategic goals. Tactical goals such as providing budgetary costs for daily operations, and strategic objectives that include R&D, production, marketing, and distribution are all part of the budgeting process. Serving as a guideline rather than being set in stone, the budget is a snapshot of manager's "best thinking at the time it is prepared." (Marshall, 2003, p.496) The budget is a method in which to reign-in discretionary spending, and will likely show variances between what costs have been anticipated and what costs are actually incurred.
Name: Qian Guo Course: MGT609WS-W1 Instructor's name: Dr. Alan C. Maltz Week 7 Summary In week 7, we have talked about the development of project budgets. Project implementation focuses on the project budget and authorizes the Pproject Mmanager to obtain resources required to begin work.
Governments, as well as businesses, use the system in order to analyze the potential outcomes of certain policies or procedures. Therefore, the representations of these ideas are primarily concerned with attaining an outcome that is as best as it could possibly be, rather than being concerned with what should be considered perfect, or absolute in all cases. For this reason, issues concerning a broad range of circumstances that are difficult to be considered in any case, prefer the ability of cost benefit analysis in order to come to a more informed and accurate conclusion on the subject that is being addressed.
Capital budgeting is one of the primary activities of a company. Most of the company uses capital budgeting for decision making process of selecting and evaluating long-term investment. The company have to make a right decision with respect to investment in fixed asset such as purchasing of new equipment and delivery vehicles, constructing additions to buildings and many more. The decision must be right because of the project involve huge amount of cash outflow and it is committed for many years.
Finding ways to move goods from one point to another at a reasonable cost and within an acceptable time frame is a growing challenge for global businesses today. The costs and risks associated with transportation are increasing with the advent of globalization and low-cost-country sourcing. Even for companies with local operations only, they have to supply their products to various parts of a country which increases the costs and risks. Since the cost of gasoline has been on an upward trend, high level of efficiency in transportation is required to lower the costs involved and the risks associated with the costs. Costs concepts in transportation include economic, social and accounting costs. The risks and costs involved increases if the various modes of transport are used. There has been concern over many businesses failure to strategically think when they employ multimodal transportation services. Many businesses prefer the least expensive multimodal model instead of choosing the most effective; this trade-off is very expensive with hidden costs and risks increasing significantly (Molenaar, Anderson, Schexnayder, National Research Council (U.S.)., National Cooperative Highway Research Program., American Association of State Highway and Transportation Officials., & United States, 2010).
Firstly, in assessing ourselves, we determined that our BATNA associated with $37 million. I comprised the cost of building a new plant ($25 million), loss of profits in 12 months ($12 million) and the cost of 90 day option to buy land ($0.5 million). A non-refundable expense of $10 million on buying the option for the land is considered the sunk cost. The maximum amount of money that our group could spend on this buying intention is $40 million. We decided that our target point would be $16 m...
As discussed, this project and its requirements highlight areas where future work/improvements can be made to increase the project and the outcome. The timeframe put on this project is something which can be changed to deliver a full implementation rather than “vanilla functionality” which would later need to be modified. Another factor to consider delivering a full implementation would be the capital investment which is used for this project as this needs to be topped
Westerveld, E., The Project Excellence Model®: linking success criteria and critical success factors, International Journal of Project Management, Volume 21, Issue 6, August 2003, Pages 411-418. Science Direct [Accessed 10th February 2014]