Professional Documents
Culture Documents
Chapter 11 Mana
Chapter 11 Mana
Chapter 11 Mana
Project Management
• Use of the tools provide current information for responding to frequently asked by client
question 1. What is the status of the project and 2 when will the tasks be completed
A. PROJECT PLANNING
• Engaggemment planning begins the 1st time a potential client contact the consultant and
continue in more detail as preparation and presentation of the project.
• Project plan service as the nucleus of consulting eng. And provide guide to staff assignment
and completion dates. Project plan should be update atleast weekly
This phase of the engagemeent usually begins with engagement kick off meeting,key elements in
getting the project off to a good start
Summarize what has taken place to date and as a springboard for looking ahead thee project
objective and work require.
There should be a resolution on exacly how and when achievement of the benefit will measured
• If there is a agreement on the end of the work product. Then meeting should turn on
• Serve break the project up into mini project w psycho and emotional
• This includes general assignment of duties for project planning and management
• Serve as blueprint for execution of thee engagement and means by which the consultant can
monitor project progress
PARTS
• Involve identifying each activity required to accomplish both intermediate and end work
result.
• Listing thee types of activities that must takes place for 1st milestone to be reached
2. Task relationship
• Task can best be approached as iterative process. Method such PERT (performance evaluation
and review technique) grantt chart bubble chart can helpful illustrating these relationship.
3.Estimating the work effort
• Terms of worker hour to complete the task. How long will take
4.Scheduling task
• Process of taking the task estimates and dependencies as well as project team assignmeent
and availability and match against calendar to determine who will perform whuch task when and
when the work effort will completed.
• Review meeting should bee held regularly bec. They are the most important aspect of project
control.
• Develop tentative schedule of needed staff meembers before any one persons work schedule
and availability can assess
7. Project costing
• Total no. Of hours schedule for each staff mmembers and multiply this number by staff billing
rate
8. Detailed work plan review
• Client expectation comee to the surface and the future success of tge engagement can be
affected. Work plan becomr consultant means explainining to tge client how the project result will be
accomplishe
C. PROJECT SCHEDULE
• Once project plan has completed schedule and target completion dates should prepare for
each person assign to thee project.
D. PROJECT CONTROL
• Grant chart horizontal axis shows elaapsed time required to complete activities and tasks that
are losted vertically
• PERTCPM method allowed the consultant to chart activities using earlist andvlatest start and
to predict the overall project completion dates
• Ensure events and agreement affecting the project findings and conclusion are properly
documented and filed
WORK PAPER
• PURPOSE consultant source of reference and support for recommendation once aan
engagement has been completed
• CONTENT document , describing key point by listing names and source info.
ONE PAGE PLANS – time is usually depicted along thee horizontal axis while the different types of
activity are defined on vertical axis
TASK TO DO LIST - system that divides the project into intervals weekday o days
JOB CARD – splits the project into task types eather than time interval.
Presentation involved hard work – they require creativity discipline andd intense mental effort
Presenting result involve risks. Consultants anxiety factor to escalate as the end of the eng. Approach
• Purpose of engagement
• Contractual requirement
• Logistic
WRITTEN PRESENTATION
Consultatnt also become attacheed to written reports bec they look impressive and prove that
something tangible was done in clients behalf
1.Formal Report
• Often required by client and consultant should develop the abiloty to prepare them when
necessary
EXECUTIVE SUMMARY. High level synopsis of finding recommendation anf bennegfit
PROJECT BACKGROUND. Short history of the project to help the reader understand the assignmneT
and to place
ENGAGEMENT METHODOLOGY. Description of the technique and approach used in carrying out eng.
ANALYSIS AND SYNTHETIC. Description and detailing of the analysisundertaken and the basis for major
finding through analysis
RECOMMENDATION. Statement aimed at guiding the client toward course of action that correspond to
eng. Obj
EXPECTED BENEFIT. Highlight of the result that can be achievedby carrying out recommendation
GRAPHIC SUMMARIES. Discussion outline combine highlight wording with graphic symbols in order to
convey quickly aand clearly info.
CHART data processing method analysis project flowchart of various type may represent vomplete
work product for consultant.
PROJECT CONTROL
1.ADMINISTRATIVE CONTROL
Project control are formed at the irganization stage of the project to provide overall guidance
and control to implementation process.
Administrative framework individuals who direct interest in quality of final product
Prject steering committee maintain direct control over the project(most closely)
Management advisory committee coordinate the activities of the informationprocessing
service department
TYPE OF CONTROL
1. PREVENTIVE CONTROL
2.FEEDBACK CONTROL
measuring tge actual performance and comparing it with expected performance. Monitoring
mechanism
should conducted for the purpose of assessing the consulting firm objectives services and record
competence
To administer daily operation related to the provision of management and consulting services
ENGAGEMENT ANALYSIS
record all engagement even those that were very small or which no feesshould be kept
1.FINANCING REQUIREMENTS
Need for working capital to pay monthly operating exepenses. Working capital is requite for smooth out
tge fluctuation in cash flow and keep the practice going
2. Time scheduling
3. Billing and collection
2. Positioning practice
MONITORING RESULT
1.Performance Measures
RETENTION expose quality service at the same time monitoring satisfaction. It easir to keep
current client than to attract other.
EXPANSION SERVICE "cross marketing " providing service beyond originall proposed
GENERATION REFERRALS perdonal relationship with client
These are referral services often are fellow professionals who served mutual client
Level of sucess
Rate growth
Future of the consulting practice
1. DEVELOP PROFILE
Select only people finding the profile that have been develop. And donot temted to accept less
qualified candidates just bec. Theyvare available
2. POSITION PROFILE
Profile should be general in nature describing the overall role of position in the organization
Specific responsibilities and duties
3. PERSON DESCRIPTION
REQUIRED SKILLS
TYPES OF TRAINING
1. Formal training
2. On going training
3. Informal training
TEAMS most important features of modern managerial life and increasingly they are taking priority over
traditional business departments
DEPARTMENTS are good way of organizing jobs marketing finance and operation
INTRINSIC FACTOR
1.GROUP SIZE
The larger the group the more latitude there is for individuals to specialize their roles
group offer individuals an oppurtunity to specialize their contributions to the overall venture
5. LEADERSHIP
6. INDIVIDUALS PERSONALITIES
7. GROUP MOTIVATION
EXTRINSIC FACTORS
1.GROUP TASK
Familiaeity
Complexity
Significance outcomes
2.Resources Availability
Resources made available will influencevthe way team work if resouces is low objective is low
3. GROUP REWARD
A BUS. MAY consist of set of interlacking and interacting teams. Teams may exchange and share
notes
2. BRAINSTORMING DELIBERATION
3.EMERGENCE OF CONSENSUS
4. PERFORMANCE
FUNCTION CONFLICT adpect of change processess , especially if the teams is set in its way. Good
DYSFUNCTIONAL CONFLICT distract fron goal achievement. Bad
FINANCIAL MANAGEMENT concerned with proper specification of financial goals of the firm as well as
the measurement of pwrformance relativeto achive thse object.
FINANCIAL FORECASTING allow the firm to anticipate the event before they occur, particularly the need
raising funds externally
Working Capital Management determination of level quality and maturity of each major current asset
and current liab. Also administration and control asset
The faster growth in sales the more likely is that an increasing percentage of financing will external to the
firm
2. Amount of working xapital represent the extent to which current asset are financed from long term
sources
1. App. Level for current asset both total and by specific accnts?
1. General nature
3 length the longer the time required to manufactured the higher level working capital required
4.industry practice
Greater proportionate of asset readily convertlible to cash can afgord lower working capital ang
high liab
1.CONSEVATIVES/RELAXED
RElative large amount of cash, marketable sec. And inventories carried and under sales by liberal
crefit policy
2. AGGRESSIVE /RESTRICTED
Firm fewer liquid asset eith which to prevent possible financial failure
3. MODERATE C.A
between 1 and 2
C.A financing involve matching to extent possible the maturities of asset and liab.
"Hedging policy" use permanent financing lonterm debt and equity
2. AGGRESSIVE APPROACH
Firm finance all fixed asset with long term capital but part of its permannet C.A is financed with
short term nonspontaneous.
3. CONSERVATIVE APPROACH
permanent or long term source to finsnce all permanent asset and alsi part of tempo. C.A and
then hold tempo surplus funds
AGGRESSIVE POLICY greatest use of short term debt . Has highest expected return but short financing
bring
Management of liquidity
average lenght of time involve from payment of raw mat to the collection of accounts rec.
involves the maintenance of cash and marketable securities investmentlevel whixh will enable the
vompany to meet its cash requirements and the same time optimizing the income idle fund
1.Transaction mode
2.Precautionary Motive
3. Speculative Motive
Cash held for profit making / investment oppurtunities that may come up as ablock of raw
materials inventory.
4. CONTRACTUAL MOTIVE
may required by the bank to maintain a certain compensating balance in its demand deposiys
1.CASH BUDGET
"Baumol model" model balance the oppurtunity cost of holding cash against trnsaction cost
asssociated with replenishing cash account by selling off marketable sec or borrowing
1. ACCELERATING COLLECTIONS
1. RISK
2. MATURITY
3. YIELD/RETURN ON SECURITIES
4. MARKETABILITY
risk that the sevuritoes cannot be sold at close to quoted market price
1. CREDIT STANDARD
2 CREFIT TERMS
3. COLLECTION PROGRAM
VOST ASSOCIATED W AR
1.CREDIT ANALYSIS
2. CAPITAL COST
3.DeLINQUENCY COST
4. DEFAULT COST
bed debts
MARGINAL ANALYSIS
systematic comparison of the incremental returns and incremental cost result in changes in the
firm credit policy
INVENTORY
provide each link in thr production disyribution chain a certain degree of independence from
others.
maintained whenever the user makes or buys materials in larger lots than are nedded for
immediate purpose.
INVENTORY PLANNING
Determination of what inventory quality quantity timiming and location
INVENTORY CONTROL
Inventory goes down to predetermined level known as reorder point an order for fixed quantity
is placed . PERPETUAL INVENTORY IS NEEDED
TWO BIN SYSTEM
also called PERIODIC REVIEW orders are made after a review of inventory at regular intervals
4.ABC CLASSIFICATION