Cooperative Marketing Management Level IV

Module Title: Managing Production System of Cooperatives

Learning Outcomes
LO 1: Production goal setting
LO2: Input procurement plan
LO3: Implementing and control of production plan
LEARNING IS THE HEADWAY TO THE OPTIMISTIC
THINKING!!!

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LO1: Production goal setting

1. Introduction to Production Goal setting

 Production management:-the process, which combines
and transforms various resources used in the production
subsystem of the organization into value added product
in a controlled manner as per the policies of the
organization.
 It is that part of an organization, which is concerned
with the transformation of a range of inputs into the
required (products/services) having the requisite quality
level.

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production management :set of interrelated
management activities, which are involved in
manufacturing certain products.
Production function is that part of an organization, which
is concerned with the transformation of a range of inputs
into the required outputs (products) having the requisite
quality level.
Production is the step-by-step conversion of one form of
material into another form through chemical or
mechanical process to create or enhance the utility of the
product to the user.

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Thus production is a value addition process.
Edwood Buffa defines production as ‘a
process by which goods and services are
created’.
Production facilities are arranged as per the
sequence of production operations from the first
operations to the finished product.
The items are made to flow through the
sequence of operations through material
handling devices such as conveyors/transporting
, transfer, devices, etc.
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 1.1.Understanding vision, mission, goals, and
objectives of the organization
Vision
Vision statement describes future direction of an
institution.
It is a bright description of the desired future, and it
creates a mental picture of what your institution to
become.
A powerful vision statement can energizers and inspire,
and is often built upon vast, imaginative targets.
A vision statement focuses on what you want to do in
the future.

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Example of Vision statements:
Rayawakena Farmer’s Cooperative union aspires to be the
well-known Cooperative union in the country by improving
living standard of the members.
Mission
The mission describes the institution’s fundamental
purpose, including what you do and why you do it.
It may include: institutional mandate given by law,
regulation; to meet the expectation of stakeholders and
higher level authorities.
The mission statement should be current, alive and
relevant , this statement is brief for most people to keep it
in mind.
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Mission statement includes three main elements:
Purpose of the institution- The needs we seek to address;
need we provide.
 Business of the institution-how we go about meeting
these needs; how we do better or differently to win the
competition.
Values or guidelines of the institution: principles that
guide our work; the values that influence our decisions.
Mission statement should be written in clear, concise and
convincing language without any complexity.
Example of Mission statement
Rayawakena Farmer’s Cooperative union enhances supplying
of inputs, promoting saving habits, and marketing of farmers’
products to improve the living standard of the society.
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Goals
Goals are consistent with vision and mission statements
of the organization.
Goals will be broad statements that focus on end results
rather than specific activities.
Each goal must be supported by objectives and strategies.
Goals should be positive in both wording and concept
concentrating on future achievements rather than present
short comings.
Goals are broader and have longer range than objectives
of the organization.

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When selecting goals, we have to consider whether each
goal meets the following: Is it attainable and is it
adoptable? Is it clear and inviting to achieve?
Example:
Assume that goal of Rayawakena Farmer’s Cooperative
union is: - Increase agricultural inputs for farmers by the
year 2020 E.C
Objectives
For each goal of the organization, there must be
development of objectives that will support the attainment
of institutions’ goals.
Objectives indicate how much the mission can be
achieved.
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Objectives represent specific, planned levels of achievement.
They are quantified allowing reviewing and appraisal of
achievements
Objectives state what is to be accomplished, by when and by
whom to accomplish.
They can be long term or short term, cover operations.
Objectives are SMART: S = Specific, M = Measurable A =
Attainable, R = Relevant, T = Time bounded.
Example:
1) To increase fertilizer from 800 quintals to 1000 quintals in
2020
2) To increase improved seed (wheat) from 12,000,000quintals
to 14,000,000 quintals in 2020
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Understanding Production goals
Definition
The processes and methods employed to transform
tangible inputs (raw materials, semi-finished goods, or
subassemblies) and intangible inputs (ideas, information,
knowledge) into goods or services.
Production - the act or process of producing
something.
Production goals are consistent with vision and
mission statements of the organization.
Production goals will be broad statements that focus
on end results rather than specific activities.
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A relatively small job of short duration does not
require a complicated production schedule.
The goals help to create personal ownership for
each crew member’s contribution to the success of
the job
Once the goals are set, the manager/group leader
must follow up and check on how the crew(team) is
progressing.
If he/she is not making progress toward the goal,
then he/she must intervene and find out why.

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Preparing the aggregate production plan
Planning is deciding in advance what to do, how to
do it, when to do it and who is to do it.
Planning bridges the gap from where we are to
where we want to go.
 It makes it possible for things to occur which would
not otherwise happen.
Production planning: the process of planning the
production in advance, setting the exact route of each
item, fixing the starting and finishing dates for each
item, to give production orders to shops and to follow
up the progress of products according to orders.
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The principle of production planning lies in the
statement ‘First Plan Your Work and then Work on Your
Plan
Main functions of production planning and control
includes planning, routing, scheduling, dispatching
/shipping/ and follow-up.

Aggregate Planning is the attempts to match the supply

and demand for a product or service by determining the
appropriate quantities and timing of inputs,
transformation, and outputs.

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The aggregate production approach is predicated on the
existence of an aggregate unit of production, such as the
average item, or in terms of weight, volume, production
time, or dollar value.
Once the aggregate production plan is generated,
constraints are imposed on the detailed production
scheduling process which decides the specific quantities
to be produced of each individual item.
Aggregate production planning is the production portion
of the business plan and address the demand side of the
firm’s activities by showing the outputs it will produce,
expressed in numbers of units its product groups or
familities.

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Costs relevant to aggregate production planning:
•Basic production costs: material costs, direct labor
costs, and overhead costs.
• It is customary to divide these costs into variable
and fixed costs.
•Costs associated with changes in the production
rate.
• costs involved in hiring, training, and well as
overtime compensations.
•Inventory related costs.

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Risk Management
Risk, in insurance terms, is the possibility of a loss or
other adverse event that has the potential to interfere with
an organization’s ability to fulfill its mandate, and for
which an insurance claim may be submitted.
Risk is defined as the chance of things (unpredictable
and unfavorable things) happening that could have an
impact on the outcomes it achieves, or on the objectives
of the various functions it undertakes.
 Risk can also simply define as the possibility of
damage, injury or loss.
Risks can arise out of internal and external sources of
uncertainties.
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risk is unexpected event which results loss.
This loss may not be financial loss, it is may psychologial
or social loss.
Uncertainity. This implies the person is not sure that
what will come.
Uncertainity is the statement of mind lack knowledge
about something.
What is risk management?
oRisk management is the identification, measurement and
treatment of exposures to potential loss.
oThe measure is related with the probability of loss.
o‘Risk management’ consists of a systematic process of
assessing and then dealing with risk.
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The process entails consideration of the context, followed
by identification, analysis, evaluation, and treatment of
risks.
It is an iterative process that also involves monitoring and
review, and can usefully encompass a dialogue with
stakeholders along the way.
Risk management provides structured systems for
identifying and analyzing potential risks, and planning and
implementing responses appropriate to their impact.
 The responses generally draw on strategies of risk
prevention, risk transfer, impact mitigation or risk
acceptance

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Risk management ensures that an organization identifies and
understands the risks to which it is exposed.
Risk management also guarantees that the organization
creates and implements an effective plan to prevent losses or
reduce the impact if a loss occurs.
A risk management plan includes strategies and techniques for
recognizing and confronting these threats.
Good risk management doesn’t have to be expensive or
time consuming; it may be as uncomplicated as answering
these three questions:
•What can go wrong?
•What will we do, both to prevent the harm from occurring
and in response to the harm or loss?
•If something happens, how will we pay for it?
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Why we manage risk?
An organization should have a risk management strategy because:
People are now more likely to sue. Taking the steps to reduce
injuries could help in defending against a claim.
Courts are often sympathetic to injured claimants and give them
the benefit of the doubt.
Organizations and individuals are held to very high standards of
care.
People are more aware of the level of service to expect, and the
recourse they can take if they have been wronged.
Organizations are being held liable for the actions of their
employees/volunteers.
Organizations are perceived as having a lot of assets and/or high
insurance policy limits.

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Techniques of Risk Management
Risk management techniques focuses on reducing the
level of risky activity to that which is economically
justified.
Firms can control risk by adopting internal techniques
such as asset diversification and information dissemination
Risk handling encompasses all organizational activities
those seek to minimize losses by reducing loss frequency,
loss severity or both
They include the following three measures:
•Avoidance- is not the best way of handling risk. It may
create another risk.
•Loss prevention/anticipation/forecasting
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•Loss reduction activities.
Risk financing techniques: - some potential risks /looses
cannot or should not be avoided or prevented completely.
Organizations can finance their losses using internal or
external resources.
Internal loss financing or retention: - for example through
self insurance (acceptance).
External loss financing: - for example through insurance
and contractual transfer.
The generally accepted risk management model sub-
divides the risk management process into the following
headings:

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Define Objectives: define the context of your work and
your plan for success
This defines what you have to achieve to be successful
and establishes a basis for dealing with risk and future
decisions.
Identify Risk: identify areas of risk and uncertainty
which may limit or prevent you achieving your objectives.
Here both internal and external sources of risk are
analyzed / identified.
Quantify Risk: evaluate and prioritize the level of risk
and uncertainty and quantify frequency of occurrence and
their potential impact.

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Risk quantification is primarily concerned with
determining what areas of risk warrant a response and
where resources are limited, a risk priority will identify the
areas of risk that should be addressed first.
Develop risk response: Having identified, quantified
and prioritized the risks, we need to develop a risk response
plan which defines ways to address adverse risk and
enhance opportunities before they occur.
Benefits of managing risk
Risk management provides a clear and structured approach
to identifying risks.

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Risk management has other benefits for an
organization, including:
Saving resources: Time, assets, income, property and
people are all valuable resources that can be saved if fewer
claims occur.
Protecting the reputation and public image of the
organization.
Increasing the stability of operations.
Protecting people from harm.
Protecting the environment.
Enhancing the ability to prepare for various
circumstances.
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Reducing liabilities.
Assisting in clearly defining insurance needs.
 Setting Preventive Measures
It's when there is something you are trying to stop (prevent)
from happening, so you take a preventive measure (do
something) to stop the thing you think might happen.
Developing a prevention strategy
States are encouraged to formulate a co-ordinate
prevention strategy to improve preventive measures
which are already in operation, to implement new
measures where appropriate, and to encourage co-
operation and training between the various
professionals in the field.
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Why we develop a prevention strategy?
A prevention strategy will help to ensure that a
comprehensive system is in place to seek to prevent danger.
A prevention strategy will recognize where the gaps are
and what needs to be done to close the gaps.
A continuing strategy on preventive measures helps to
ensure that expertise and momentum will not be lost where
there is high staff turnover.
A prevention strategy will highlight what training is
needed and help to build communication between agencies
and authorities both domestically and at the international
level.

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Adequacy of preventive measures
Assess what preventive measures are currently in
operation in the State and whether there are any
noticeable gaps.
Assess which, if any, additional measures might
be usefully implemented in the State and whether
these require legislation, regulations, co-operative
arrangements etc.
Assess which agency or authority is best suited to
operate these measures and ensure they are
sufficiently trained and resourced.
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When and how?
A prevention strategy should be ongoing. Assess what
changes and improvements can be made immediately, which
will require short term planning and which might require
longer term planning.
Prioritize implementation of new measures which are
considered the most essential.
Preparing and maintaining a prevention strategy should
involve continuing consultation with relevant professionals.
A prevention strategy should include provision for training
for those operating preventive measures.
A prevention strategy should also include provision of
information to the owners of the organization.
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LO2:Input Procurement planning
2. Introduction to Input Procurement plan
Procurement: obtaining goods, works,
consultancy or other services through
purchasing, hiring or by any other contractual
means.
Public procurement: procurement by a
public body by public fund .
 What is to be procured?
 Goods, Services (consultancy and non consultancy) , Works

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Goods: raw materials, products and equipment
and commodities in solid, liquid or gaseous form,
marketable software and live animals .
which are normally delivered in finished conditions to
specified standards are called Goods.
Works:
construction, reconstruction, demolition, repair or
renovation of a building, road, or structure, water projects
and related infrastructures,
which normally require construction at a specified site
over a period of time, with a targeted budget , involving
integrated management with technical skills, labor, and
materials, tools, and equipment are called as Works.
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Consultancy service:
Professional skills required to carry out projects
including individuals, consulting firms, construction
managers and other specialists are services
a service of an intellectual and advisory nature
provided by consultants using their professional skills to
study and organize specific projects, advise client, conduct
training and transfer knowledge
Non consultancy /Other services:
Services that are not related to professional skills like:
Transportation , assembling, installing , commissioning,
maintenance, security, janitorial, electricity,
telecommunication and water supply services etc.
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Procurement Planning
Procurement Planning is determining what to
procure and when to procure.
Procurement planning is the process of
identifying which project needs can be best met by
procuring products or services outside the project
organization.
A detailed procurement plan is a prerequisite for
effective project implementation and should be
prepared at different levels and will include:
 A work plan;

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 A timetable, key dates;
 Cost;
Procurement method;
Contract award dates;
Inputs to Procurement Planning
 Scope statements: The scope statement describes
the current project boundaries.
It provides important information about project
needs and strategies that must be considered during
procurement planning.

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Product description: The description of the product of
the project provides important information about any
technical issues or concerns that would need to be
considered during procurement planning.
oA product description describes the ultimate end-product
of the project; a statement of work describes the portion of
that product to be provided by a seller to the project.
Procurement resource
If the performing organization does not have a formal
contracting group, the project team will have to supply
both the resources and the expertise to support project
procurement activities.

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 Market conditions
The procurement planning process must consider what
products and services are available in the marketplace, from
whom, and under what terms and conditions.
Identifying and analyzing Sources of appropriate Inputs
In order to purchase quality inputs at right time, it is
prominent to identify and analyze Sources of appropriate
Inputs.
Source Selection—choosing from among potential
sellers.
Source selection involves the receipt of bids or proposals
and the application of the evaluation criteria to select a
provider.
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Price may be the primary determinant for an off-the-shelf item,
but the lowest proposed price may not be the lowest cost if the
seller proves unable to deliver the product in a timely manner.
Proposals are often separated into technical (approach) and
commercial (price) sections with each evaluated separately.
Multiple sources may be required for critical products.
The tools and techniques described below may be used singly
or in combination.
For example, a weighting system may be used to:
 Select a single source who will be asked to sign a standard
contract.
 Rank orders all proposals to establish a negotiating
sequence.

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Inputs to Source Selection
 Proposals: Proposals are seller-prepared documents
that describe the seller’s ability and willingness to provide
the requested product.
They are prepared in accordance with the requirements of
the relevant procurement documents.
Evaluation criteria
Evaluation criteria are used to rate or score proposals.
Evaluation criteria may be limited to purchase price if the
procurement item is known to be readily available from a
number of acceptable sources (“purchase price” in this
context includes both the cost of the item and ancillary
expenses such as delivery)
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Organizational policies
Any and all of the organizations involved in the project
may have formal or informal policies that can affect the
evaluation of proposals.
Selection of Suppliers
Suppliers with a company that has largely determine its
success
Let’s see in detail each of them that make the search
process and selection of suppliers:
1. Provider Search
The process of search and selection of suppliers begins
with the search for suppliers that provide inputs, products
or services we require.
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To search for providers can go to various sources, some of
these are:
Known: people we can recommend suppliers, either
because they are known to be or have been in business
similar to ours, or for any other reason.
Employees of the company: workers likely to know
suppliers that have previously been employed in their
former jobs.
Competition: compete with companies to which we can
investigate to find out what their suppliers.
Newspapers, magazines and trade publications, media where
several suppliers are often your ads/advertisements.

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2. Determine selection criteria
In this step, we proceed to determine the selection
criteria we consider when evaluating potential suppliers
and then select the right choice.
Some of the key selection criteria we consider are:
Price: The price of their products, the costs could be
added to it, the discounts that we could bestow.
Quality: the quality of inputs, products or services
offered.
Term of payment: the payment terms we offer, if we
are asked to pay cash, or give us credit facilities to pay.

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Deadlines: the time from order to do what we deliver.
Warranties: the guarantees provided and the duration
thereof.
Reputation: The reputation and good referrals you
have.
3. Obtaining information from suppliers
collecting the necessary information from each supplier,
allowing us to evaluate them according to established
criteria.

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Requesting information: either asks for it directly, for
example, your salespeople, representatives, etc…
Visit: to obtain information from potential suppliers can
also opt to visit their companies and watch, for example,
the performance of its staff, its organization, customer
service, infrastructure, etc.
Searching for references: we can also find
references, for example, we find out who they are or have
been clients, contact and consult for their views, opinions
or satisfaction they have with respect to the provider.

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Visiting its website: a quick and easy way to get
information from the potential supplier is to visit their
website,
Testing: another way to obtain information from
potential supplier, is put to the test, for example,
requesting a sample, making an order
Visiting its website: a quick and easy way to
get information from the potential supplier is to
visit their website,
Testing: another way to obtain information from
potential supplier, is put to the test, for example,
requesting a sample, making an order
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Resource Procurement
Procurement is the acquisition of goods and/or services.
 It is favorable that the goods/services are appropriate and
that they are procured at the best possible cost to meet the
needs of the purchaser in terms of quality and quantity,
time, and location.
Procurement generally involves making buying
decisions under conditions of scarcity
Procurement systems
Another common procurement issue is the timing of
purchases.

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Just-in-time is a system of timing the purchases of
consumables so as to keep inventory costs low.
Procurement steps
Procurement life cycle in modern businesses usually
consists of five steps:
Information gathering: , it is necessary to search for
suppliers who can satisfy the requirements.
Supplier contact: When one or more suitable suppliers
have been identified, requests for quotation,
requests for proposals, requests for information or
requests for tender may be advertised, or direct contact
may be made with the suppliers.

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Background review: References for product/service
quality are consulted, and any requirements for follow-up
services including maintenance, and warranty are
investigated.
Negotiation: Negotiations are undertaken, and price,
availability, and customization possibilities are
established. Delivery schedules are negotiated, and a
contract to acquire the product/service is completed.
Fulfillment: Supplier preparation, expediting,
shipment, delivery, and payment for the product/service
are completed, based on contract terms.

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Managing Logistics Issues(trasportation, storage and
distribution )
Logistics - (business definition) Logistics is defined as
a business planning framework for the management of
material, service, information and capital flows. It
includes the increasingly complex information,
communication and control systems required in today's
business environment.
Logistics is the process of planning, implementing,
and controlling the efficient, effective flow and storage
of goods, services, and related information from point
of origin to point of consumption for the purpose of
conforming
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Note that this definition includes inbound, outbound,
internal, and external movements, and return of materials
for environmental purposes
Logistics - The process of planning, implementing,
and controlling the efficient, cost effective flow and
storage of raw materials, in-process inventory, finished
goods and related information from point of origin to
point of consumption for the purpose of meeting customer
requirements.
Logistics - Logistics is the science of planning and
implementing the acquisition and use of the resources
necessary to sustain the operation of a system.

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Business Logistics - The science of planning, design,
and support of business operations of procurement,
purchasing, inventory, warehousing, distribution,
transportation, customer support, financial and human
resources.
Developing Preventative and Reactive Contingency Plans
(No sufficient material)
Proactive" and "reactive" are merely planning concepts
which are used in a wide variety of disciplines. Illogically,
while they seem to be direct opposites, they actually share
some common characteristics.

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Proactive Planning
The term "proactive" refers to any attempt to direct a
course of events before it occurs.
A proactive action takes the initiative in dealing with
future problems.
Proactive Strategy/plan
The proactive strategy is a set of predefined steps that
should be taken to prevent attacks before they occur.
The steps include looking at how an attack could
possibly affect the organizational activities.
The knowledge gained in these assessments can help in
controlling or minimize the attacks.
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Reactive Planning
The term "reactive" refers to actions taken in response
to events that have already happened.
A reactive action is a response to an existing problem.
A contingency plan is an impact-reduction measure.
It should describe in detail what you and your staff will
do if a particular problem occurs.
A contingency plan is a plan devised for a specific
situation when things could go wrong.
Contingency plans are often devised by governments
or businesses who want to be prepared for anything that
could happen.
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The main considerations that you should address in a
contingency plan are:
scope - what particular risk the contingency plan is
designed for
initiation - how you will know when to put the plan
into action
actions - what sequence of actions you will take in
order to control the problem and minimize its impact
roles and responsibilities - who will do what and
when…

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LO3 IMPLEMENTATION PLAN
3. Understanding the Implementation Plan
Implementation is an application, execution of an idea,
plan, model, specification, design, standard, and policy.
Implementation of a production plan is the step where
all the proper planned activities are put into action .
 Before starting the implementation of a project/plan,
the implementers must identify their weaknesses and
strength

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The customer’s needs from the product of the plan must
be defined, and the scope plan should be clearly known.
Strategy implementation requires cooperatives to
establish annual objectives, devise policies, motivate
members and employees, and allocate resources so that
formulated strategies can be executed.
Successful strategy implementation hinges upon
managers ability to motivate employees, which is more an
art than a science.
Strategy implementation often is called the
action stage of strategic management.

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Interpersonal skills are especially critical for successful
strategy implementation.
Developing Action plan
An action plan should set out the specific action necessary to
achieve policy objectives
Timeframes should be allocated to tasks and staff and/or
internal/external groups should be allocated responsibility for
completion
Managers and employees throughout an organization should
participate early and directly in strategy-implementation decisions.
Before the production plan implementation process starts, ensure
you have all factors of project/plan process written or recorded on
paper.

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Establishing annual objectives is a decentralized
activity that directly involves all managers in an
organization.
Active participation in establishing annual
objectives can lead to acceptance and commitment.
Annual objectives are essential for strategy
implementation because they: represent the basis
for allocating resources; are a primary mechanism
for evaluating managers; are the major instrument
for monitoring progress toward achieving long term
objectives; and establish organizational, divisional,
and departmental priorities.
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Annual objectives serve as guidelines for action,
directing and channeling efforts and activities of
organizing members.
 They provide a source of legitimacy in an
enterprise by justifying activities to stakeholders
Modify Organizational structure & culture to
support new strategies
Change in strategy often requires changes in the
way an organization is structured for two major
reasons:
first, structure largely dictates how objectives
and policies will be established
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The second major reason is that structure dictates how
resources will be allocated.
Similarly, if an organizations’ structure is set up along
functional business lines, then resources are allocated by
functional areas.
Therefore, changes in strategy lead to changes in
organizational structure.
Resource allocation
Resource allocation is a central management activity that
allows for strategy execution.
Strategic management enables resources to be allocated
according to priorities established by objectives.

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All organizations have at least four types of resources that
can be used to achieve desired objectives:
1.financial resources, 2. physical resources, 3. human
resources and 4. technological resources.
A number of factors commonly prohibit effective resource
allocation, including an overprotection of resources, too
great an emphasis on short run financial criteria,
organizational bureaucracy, vague strategy target, a
reluctant to take risks, and lack of sufficient knowledge.

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 Monitoring and Evaluation Techniques
Meaning of Monitoring
Monitoring is the process through which the
implementers of the project ensure that actual activities
conform to the planned and intended ones.
It is a systematic effort to compare performance with
laid-down objectives and standards in order to determine
whether progress is in line with them
Monitoring is the directing of the operations connected
with the project towards the maintenance of standards,
implementing corrections and obtaining feedback .

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 Monitoring is the continuous or periodic review of
information by management at every level of an activity
to ensure that input deliveries, work schedules, target
outputs and other required actions are proceeding to the
plan.
The purpose of monitoring is to achieve efficient and
effective cooperative performance by providing feedback
to the managers at all levels of implementation of the
program.
Main features of monitoring are:
It is a continuous process - an on-going activity that
begins with the program and tracks each activity to its
finish.
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 It is dynamic - In the sense that its processes
and details evolve and change as the monitoring
function gets under way
It is forward looking - inasmuch as it seeks to
anticipate problems and shortcomings;
It is continuously corrective - in that it suggests
remedial measures on-line to rectify defects and
failures even as they occur;
It is an all-encompassing function - so that
everyone responsible for the implementation of
the project has to play his part.
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What is evaluation?
Evaluation is the systematic process of collecting and
analyzing information in order to determine whether and
to what degree the objectives of a program or project have
been, or are being achieved.
It is the process for determining systematically and
objectively the relevance, effectiveness in the direction of
resource utilization and impact of activities in the light of
the stated objectives;
it also helps to draw lessons for future development
planning that is for better formulation and implementation
of programmers in the future.

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 It helps for improvement of the activities still in the
process of implementation of the program and providing
information for management that can be used in the future
planning of programs and decision-making
Methods of Evaluation: (Tools / techniques)
Some of the commonly used practices are given below.
First-hand Information :
One of the simplest and easiest methods of evaluation is
by getting first-hand information about the progress,
performance, problem areas etc of a project from a host of
staff, line officers, and field personnel, other specialists
and public who directly associated with the project.

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oDirect observation and hearing about the performance
and pitfalls further facilitate the chances of an effective
evaluation.
oProject Schedule Chart: This indicates the time
schedule for implementation of the project. From this one
can understand any delay, the cost of delay and the ultimate
loss.
oProject Financial Status Report:
It is through financial report; one can have a look at a
glance whether the project is being implemented within the
realistic budget and time.
oGraphic presentations:
Graphic presentations through display of charts, graphs,
pictures, and illustrations etc.
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Setting Waste management Techniques
Waste management is the collection, transport,
processing or disposal, managing and monitoring of waste
materials
Waste management is a distinct practice from
resource recovery which focuses on delaying the rate of
consumption of natural resources.
An important method of waste management is the
prevention of waste material being created, also known as
waste reduction(waste minimization).
 Methods of avoidance include reuse of second-hand
products, repairing broken items instead of buying new.

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Reporting and Using Feedback
•Reporting can bring companies recognizable business
benefits.
•Through communication on its most important
sustainability issues, a company’s report becomes a
reliable source of information for its stakeholders .
•Performance reporting is the process of collecting all
baseline data and distributing performance information to
stakeholders and the project.
•An aspect of this report is to clarify how resources are
being used to obtain the objectives of the project.
The inputs to performance reporting are:
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•Work performance information - Work performance
information details the work that is being executed,
recently completed, and next steps.
•Performance measurements – Performance
measurements are the earned value indexes: Cost
Variance, Schedule Variance, the Cost Performance
Index, Schedule Performance Index, Planned Value,
Earned Value, and Actual Cost.
•Forecasted completion - Forecasted completion is
the predictor of potential project roadblocks. These
are useful tools to predict completion and the expense
to get to that state.
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•Quality control measurements - Quality control
measurements result from activities comparing the
results to the quality standards and processes.
The tools and techniques for performance reporting
are:
Performance information gathering and compilation -
The performance information gathering and compilation
technique is the organizing of all pertinent project
information.
Status review meetings - Status review meetings are
regularly scheduled meetings to exchange information
about a project

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Time reporting systems - Time reporting systems record
and provide information about the time spent for activities
on a project.
Cost reporting systems - Cost reporting systems record
and provide the costs expended for the project.
Performance reports - Performance reports are
presentations and documents that summarize work
performance information in the form of bar charts, curves,
histograms, and tables.
 Forecasts - Forecasts are predictions of what will occur
based on the project performance to date.

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Using Feedback
Feedback is conceptualized as information
provided by an agent regarding aspects of one’s
performance or understanding.
Feedback is about how well a task is being
accomplished or performed, such as distinguishing
correct from incorrect answers, acquiring more or
different information, and building more surface
knowledge.
 Feedback is a powerful tool often underutilized. It can
be used to motivate people, help with a person’s
development, uncover risks and issues and solve
problems.
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Responding to feedback needs to be timely, but
not immediate.
 Since feedback is used for the development of
the organization which produces product, it is
prominent to collect/gather information from the
customers or from all users of the products’ of the
organization to develop the organization further.

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LEARNING IS THE HEADWAY TO THE OPTIMISTIC
THINKING!!!

THE END

THANK YOU
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