project evaluation & mgt - 2

8/20/2019 Project Evaluation & Mgt - 2

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Subject Project Evaluation & Management

Assignment No. 02

Discipline M.B.A. (Eecutive!

"erm ###

Submitte$ B% Samiulla 'anEamination oll No. 0)*

Q.1: Explain the project implementation procedure adopted in Pakistan .as a

manager what you recommend?

Project Implementation

#n project implementation or project eecution+ ,e put it all togeter. Project planning is

complete+ as $etaile$ as possible+ %et provi$ing enoug -leibilit% -or necessar% canges. #n a

customercontractor relationsip+ te contract is signe$+ base$ on te rigt $ecisions about te

contract structures+ an$ inclu$ing clauses -or cange an$ claim management.

No, ,e appl% all te tools ,e prepare$ in or$er to /eep ourselves in control o- te project. As

project managers an$ subproject managers ,e ave to ma/e sure tat ,e+ togeter ,it all our

team members+

• ta/e action+ inline ,it te plan an$ or contract

• recor$ an$ $ocument all te ,or/+ ,or/ results+ special events+ $ecisions about canges+

implementation o- canges+ etc.

• anal%1e+ communicate+ report+ an$ $ocument status an$ results o- action+ inline ,it te

plan an$ or contract

• ta/e $ecision i- an$ ,at /in$ o- cange ,e nee$+ in case an% result (or action! is not as

reuire$

• implement agree$ canges+ inline ,it te plan an$ or contract.


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#n project implementation+ ,e manage implementation o- all our project plans+ -ollo,ing te

triple constraint3

#n case ,e are appl%ing te classical planning approac or te critical cain meto$+ our -ocus

,ill be on te comparison o- actual results ,it reuire$ results.

"e most po,er-ul plat-orm -or tis comparison in or$er to anal%1e+ communicate+ an$ $eci$e

,or/ progress+ problems+ an$ necessar% canges are project meetings in ,ic ,e appl% te

planne$ project controlling tools.

• /ic/o-- meetings

• regular status meetings

• special status meetings

• ris/ anal%sis ,or/sops (as part o- our ris/ management strateg%!

• problem solving ,or/sops

• project management revie, meetings

#n project planning+ ,e assigne$ all necessar% resources to te project. 4e continuousl%

reassure$ tat tose resources are still available an$ rea$% to ta/e o--. No, is te rigt time to

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ave te project /ic/o-- meeting. #ts main purpose is to present te project planning status to te

sta/eol$ers+ especiall% to all our team members+ an$ to o--iciall% start project implementation

pase.

"is /ic/o-- meeting at te beginning o- implementation pase triggers oter meetings an$

,or/sops3

• ,or/sop -or te an$over -rom te proposal team to te implementation team (in

projects ,it a customercontractor relationsip!

• contract anal%sis ,or/sop (in projects ,it a customercontractor relationsip!

• engineering or $esign revie, meetings (-or te pro$uct tat as to be create$!

A t%pical agen$a o- a project /ic/o-- meeting coul$ loo/ li/e tis3

5. #ntro$uction o- participants an$ agen$a

2. Presentation o- project goal(s!+ PBS+ an$ 4BS

6. Presentation o- planning milestones an$ overall project sce$ule

7. Presentation o- project cost structure

). Assignment o- responsibilities

*. 8ommitment o- team members

9. Agreement on minutes o- meeting an$ conclusion

Regular project status meetings

"o /eep trac/ o- te results acieve$+ ,e ol$ regular status meetings trougout project

implementation an$ closure pases. "e -reuenc% o- tese regular status meetings $epen$s on

te project $uration+ e.g. ever% ,ee/ -or a project o- 20 to 70 ,ee/s $uration+ or ever% 2 ,ee/s

-or a project o- )0 to :0 ,ee/s $uration. A t%pical agen$a coul$ loo/ li/e tis3

#ntro$uction o- te agen$a


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Status o- subprojects an$ milestones (M"A!

Earne$ value anal%sis (E;A!

Status o- canges

Discussion an$ $ecisions

Agreement on minutes o- meeting an$ conclusion

Special project meetings

An% event or arising problem in project implementation tat $isturbs te planne$ an$ regular

,or/ progress triggers a special project meeting. "ese special meetings -ocus onl% on te event

tat appene$ or te problem tat came up. Most o- tese events or problems soul$ be on our

ris/ list. p$ate ris/ list


Agreement on minutes o- meeting an$ conclusion


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is/ management ,or/sops

?ollo,ing our ris/ management process+ ,e repeat ris/ management ,or/sops regularl%+

trougout te ,ole project management process. "e t%pical agen$a o- suc a ris/

management ,or/sop coul$ loo/ as -ollo,s.


Status o- ris/ events3 ,ic events occurre$+ ,ic $i$ not occur=

evision o- te ris/ list3 ,at ne, ris/s can be anticipate$+ ,ic ris/s cannot occur an%more=

Evaluation o- ne, ris/s3 probabilit%+ impact

#$enti-% preventive or corrective actions+ etc.=

>p$ate ris/ list


Agreement on minutes o- ,or/sop an$ conclusion

Problem solving workshops

#n case o- an% serious problem occurring in project implementation tat a--ects te ,ole project

or major parts o- it ,e ol$ a problem solving ,or/sop. "ese ,or/sops -ollo, te general

problem solving process3


De-ine te problem

Anal%1e te problem3 causes an$ impact

Brainstorming on possible solutions

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Plan actions

Discussion an$ $ecision


Project management revie, meetings

@n a regular or nonregular basis+ ,e ol$ project revie, meetings. "ere are tree t%pes o-

revie, meetings3

"e project management team calls -or a revie, meeting in or$er to ave somebo$% -rom

outsi$e te team carr% out a ealt cec/ o- project implementation (nonregular!.

"e control boar$ calls -or a revie, meeting in or$er to obtain an overvie, o- te project status

(regular!.

"e customer calls -or a revie, meeting in or$er to obtain an overvie, o- te project status

(regular!.

>suall%+ tose ,o call -or te revie, meeting setup te agen$a as ,ell. #n case (A!+ ,ere te

team as/s -or a project ealt cec/+ ,e t%picall% -ollo, an agree$ project assessment proce$ure.

?or control boar$ an$ customer $riven revie, meetings+ ,e generall% appl% tis agen$a3


Project status3 Milestone "ren$ Anal%sis+ Earne$ ;alue Anal%sis+ major acievements+ major

problems

Suggeste$ solutions o- problems

?urter steps an$ actions




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Project management reports

?urter bac/bones o- success-ul project controlling $uring project implementation are ,ell

structure$ an$ regular project management reports. #n most cases+ tese reports ,ill serve as an

ecellent basis -or te project meetings an$ ,or/sops. oo$ reports also elp to /eep tose

meetings an$ ,or/sops sort an$ e--icient. ?or projects ,it virtual team ,or/+ te% are vital.

"e project management reports -ollo, te communications plan. #n te subsection ?ree

Do,nloa$s+ ,e o--er some use-ul templates -or project status reports+ ris/ anal%sis reports+

problem reports+ an$ oters. 4e -ee$ teir essential $ata into our project management $asboar$.

ecor$s

#n project implementation+ ,e nee$ to monitor ever%ting tat coul$ jeopar$i1e our project or

parts o- it.

As empasi1e$ in te section about 8ontract Management+ it is essential to ta/e recor$s o-

an%ting tat is not inline ,it te contract. @nl% ten ,e are able to -ollo, te cange

management process or te claim management process.

#n case ever%ting runs smootl%+ accor$ing to plan+ ,e also /eep recor$s o- te acieve$ ,or/ progress since onl% tis ensures timel% up$ate o- our milestone tren$ anal%sis an$ earne$ value

anal%sis (i- ,e appl% earne$ value project management+ sometimes simpl% re-erre$ to earne$

value management!.

#- someting is not in line ,it our project plans+ i.e. an event appens tat as serious

conseuences on our project or parts o- it+ ,e nee$ to ta/e all available recor$s o- tat event+ o-

its impact+ o- all possible solutions -oun$ in cooperation ,it te customer+ subsuppliers+ or

oter sta/eol$ers+ an$ o- te $ecisions ma$e in or$er to solve te problem.


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closure pase. ?or -urter $etails please re-er to subsection Project 8laim Management an$ to a

case stu$% in subsection Project 8laim Anal%sis.

Application o- controlling tools

All $ata an$ in-ormation ,e obtain -rom recor$s an$ project meetings go into tose controlling

tools ,e prepare$ in planning pase. "e set o- controlling tools ,e cose earlier+ no, -orms our

s%stem o- project management metrics. Application o- t,o o- tose tools ,e eplain more

$etaile$3

Milestone "ren$ Anal%sis (M"A!+ in subsection Milestone "ren$ Anal%sis

Earne$ ;alue Anal%sis (E;A!+ in subsection Earne$ ;alue Project Management.

4e present M"A an$ E;A ,itin our project management reports+ an$ -ee$ teir essential $ata

into our project management $asboar$.

Project Termination

Amongst te most serious $ecisions a project management team an$ its control boar$ ave to

ta/e is project termination. Suc a $ecision usuall% implicates -rustration -or tose sta/eol$ers,o sincerel% believe$ an$ in most cases still believe C tat te project coul$ pro$uce te

results te% epecte$ C or still epect. 4at can ,e $o to avoi$ tose negative conseuences=

Please+ re-er to subsection Project "ermination to pic/up our suggestions.

Conclusion of project implementation phase

"o,ar$s te en$ o- project implementation pase+ te $esire$ result o- te project ta/es more an$

more sape3 ,e integrate+ test+ an$ commission last subparts. "e en$ pro$uct or service

is essentiall% put togeter. "en+ ,e $eclare te project result rea$% -or preliminar% acceptance.

#n a contractual base$ relationsip bet,een customer an$ supplier+ te $eclaration o- preliminar%

acceptance b% te customer is usuall% accompanie$ b% a ist o- @pen Points (oP!. "is oP

covers minor issues tat are not %et -ull% compliant ,it te reuirements or speci-ications+ an$

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ave to be resolve$ in closure pase. Preliminar% acceptance conclu$es project implementation

pase.

Q.2: D!"#!! $%E &E!'#&!E! ())'"($'* +(DE ,- $%E $'P+(*(E+E*$ /'& $%E P&'0E"$ . %' -'# )) 0#!$/- $%E

&E!'#&!E! ())'"($'* $% $%E &E//E&E*"E! $' $%E

(()(,)E !"%ED#)* !E)E"$ED ,- $'P +(*(E+E*$?

Project management resource allocation soun$s eas% in principle. Simpl% create a project plan+

,rite $o,n ,at resources %ou nee$+ pop it into te PM@ (Project Management @--ice! an$

voila %ouFre sorte$.

4ell not uite. Noting in project management is uite tat simple oter,ise tere ,oul$nFt be

an% nee$ -or igl% eperience$ project managers. No te realit% is tat most @rgani1ations $onFt

ave enoug s/ille$ resources. #n -act te% usuall% $onFt ave enoug an$s on resources in

general.

"is means tat te% usuall% operate a matri management resourcing s%stem. #n plain Englis

tis means tat %ou are li/el% to ave not one resource tat is -ulltime -or te $uration o-

te project management li-e c%cle. "atFs rigt not even %ou. esources ,ill li/el% sta% be on te

project -ulltime -or a pase suc as $uring te process o- so-t,are $evelopment+ an$ ten move

o-- onto te net project.

Man% resources suc as tose involve$ in bac/ en$ business s%stems ,ill probabl% just $o te a$

oc ,or/ reuire$ o- tem an$ be on te project -or a matter o- ours unless o- course it is a

business s%stemFs projectG

$he 3ey to E44ecti5e Project &esource (llocation

5. Determine uic/l% ,at resource %ou ,ill nee$

2. Determine ,o te best people are in tat are

6. Approac teir line manager an$ cec/ on teir availabilit%

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7. Assuming te% are available put teir name $o,n against te relevant tas/s in

%our project plan

). et %our project plan into te PM@ an$ get it baseline as soon as possible

"is ,onFt guarantee %ou ,ill get te resource %ou ,ant+ but it ,ill ensure tat in a gun-igt ,it

anoter project manager %ou ,ill at least be able to sa% tat %ou boo/e$ te resource -irst. No,

a$mitte$l% %ou ma% not ,in te battle+ (a-ter all %ou migt be up against meG! but it ,ill

certainl% elp %our cause. An$ tis is absolutel% vital to $o. A-ter all goo$ resources i- manage$

correctl% $evelop into success-ul project teams ,ic are invaluable ,en $elivering toug

projects.

Project +anagement &esource (llocation 6 $ip

Project managers o-ten concentrate on te /e% in$ivi$uals suc as ,o ,ill be ta/ing on te role

o- a business anal%st or ,at sta/eol$er strateg% te% ,ill emplo% in or$er to be e--ective

,en ,or/ing ,it sta/eol$ers.


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te nature o- tese environments+ it is more realistic to $emonstrate impact troug signi-icant

JcontributionK rater tan Jattribution.K "ir$+ ,ile @"# trac/s activit% outputs an$ outcomes+

programming is not constraine$ b% sector. An Jaction learningK approac aims to ensure tat

ever% activit% is an opportunit% to learn ,at ,or/s+ ,at $oesnIt+ an$ ,%. #DE EAN#N3 ?leible "ools an$ eal"ime eporting C @"#Is

Activit% Database is an integrate$ program per-ormance an$ /no,le$ge management s%stem tat

lin/s all programs globall% an$ ensures tat -iel$ an$ ea$uarters+ @"# an$ implementing

partner sta-- ave access to te same realtime in-ormation. "e Activit% Database is $esigne$ to

support realtime -inancial trac/ing+ planning+ bu$geting+ activit% $esign+ output an$ outcome


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reporting+ monitoring+ troublesooting+ #S mapping+ an$ poto arciving. Since 5:+ it as

continuousl% evolve$ to incorporate lessons learne$+ -rame best practices -or en$ users+ an$

respon$ to evolving in-ormation nee$s in -lui$ environments. #t ,as create$ b% a -ormer >SA#D

Mission Director an$ is o,ne$ an$ manage$ b% @"#. @ter ,i$el% use$ tools inclu$e rapi$

appraisals+ perception surve%s+ polling+ an$ -ocus groups. SA#D ?oreign Service

National (?SN! sta-- (2! a local N@ ire$ to act as an in$epen$ent monitoring unit (6!

implementing partner sta-- $e$icate$ to M&E tat con$uct site visits an$ provi$e PS $ata an$

potos be-ore+ $uring+ an$ a-ter ever% project (7! a local projectoversigt committee tat

inclu$es communit% el$ers ,o ave a veste$ interest to supervise ever% project ()! te ost

governmentIs M&E unit+ supporte$ b% te >SA#D mission+ ,ic also in$epen$entl% con$ucts

site visits an$ (*! annual au$its con$ucte$ b% eac implementing partner+ in accor$ance ,it

>SA#D regulations. A $e$icate$ epatriate M&E Specialist trains an$ supervises local monitors

,ose sole -unction is to travel to program sites an$ monitor ongoing implementation an$

evaluate impact. All o- tis $ata is trac/e$ in @"#Is Activit% Database so tat te @"# countr%

team can continuousl% assess ,at ,or/s+ ,at $oesnIt+ an$ ,%. Ever% project as oversigt

committee ,it communit% members >SA#D implementing partners are reuire$ to per-orm

annual au$its (500Q Au$it Polic%! #mplementing partnersI M&E sta-- monitor teir projects

separatel% -rom project sta-- @"# ?SNs con$uct separate onsite monitoring visits SA#D buil$s its capacit% #n$epen$ent monitoring units manage$ b%

@"# are establise$ regional an$ local levels 8onclusion3 "e ver% nature o- tese environments

reuires -leible responses an$ iterative processes a$apte$ to speci-ic countr% contets an$ te

constantl% canging local+ regional+ an$ national $%namics ,itin tem. #n te -iel$+ @"#Is

approac to M&E is te same as its approac to programming3 action learning. @"#Is real

lessons learne$ resi$e in te practices+ processes+ reuirements+ an$ tools it continuousl%

$evelops to elp operationali1e its goal segment


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O6- "ransition #nitiativesI (@"#! 5) %ears o- eperience operating in comple+ $%namic+ an$

-reuentl% igtreat environments is tat M&E reuires an approac tat is as $%namic as te

environment in ,ic a program operates an$ tat is $esigne$ to elp countr% teams learn+ a$apt+

an$ retarget in real time. M&E soul$ be integrate$ at all stages o- te programming c%cle+ -rom

$esign troug closeout. "e tree broa$ principles an$ correspon$ing best practices $escribe$

belo, summari1e tis approac. (5! 8EA+ EA#S"#8 @AS3 Monitoring @utputs+

Evaluating @utcomes C "o elp programs meet institutional reporting reuirements ,ile

remaining e--ectsbase$ rater tan metrics$riven+ @"# emplo%s an arra% o- stan$ar$ practices

an$ tools. ?irst an$ -oremost+ transitional assistance goals are aligne$ ,it polic%ma/ersI $esire$

Jnet stateK in te countr% or regionIs trans-ormational $evelopment+ rater tan aiming -or an

i$eal Jen$ state+K te pat to ,ic can be unpre$ictable. Secon$+ given te nature o- tese

environments+ it is more realistic to $emonstrate impact troug signi-icant JcontributionK rater

tan Jattribution.K "ir$+ ,ile @"# trac/s activit% outputs an$ outcomes+ programming is not

constraine$ b% sector. An Jaction learningK approac aims to ensure tat ever% activit% is an

opportunit% to learn ,at ,or/s+ ,at $oesnIt+ an$ ,%.


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(AE! to capture an$ sare operational lessons learne$. "ese program per-ormance

management processesL an$ te intensive management tat te% reuireLelp programs act on

lessons learne$ an$ a$apt to @--ice o- "ransition #nitiatives essons earne$ M@N#"@#N

AND E;A>A"#@N #N 8@MPE+ #DE EAN#N3 ?leible "ools an$ eal"ime eporting C @"#Is

Activit% Database is an integrate$ program per-ormance an$ /no,le$ge management s%stem tat

lin/s all programs globall% an$ ensures tat -iel$ an$ ea$uarters+ @"# an$ implementing

partner sta-- ave access to te same realtime in-ormation. "e Activit% Database is $esigne$ to

support realtime -inancial trac/ing+ planning+ bu$geting+ activit% $esign+ output an$ outcome

reporting+ monitoring+ troublesooting+ #S mapping+ an$ poto arciving. Since 5:+ it as

continuousl% evolve$ to incorporate lessons learne$+ -rame best practices -or en$ users+ an$

respon$ to evolving in-ormation nee$s in -lui$ environments. #t ,as create$ b% a -ormer >SA#D

Mission Director an$ is o,ne$ an$ manage$ b% @"#. @ter ,i$el% use$ tools inclu$e rapi$

appraisals+ perception surve%s+ polling+ an$ -ocus groups. SA#D ?oreign Service National (?SN! sta--

(2! a local N@ ire$ to act as an in$epen$ent monitoring unit

(6! implementing partner sta-- $e$icate$ to M&E tat con$uct site visits an$ provi$e PS $ata

an$ potos be-ore+ $uring+ an$ a-ter ever% project

(7! a local projectoversigt committee tat inclu$es communit% el$ers ,o ave a veste$

interest to supervise ever% project

()! te ost governmentIs M&E unit+ supporte$ b% te >SA#D mission+ ,ic also

in$epen$entl% con$ucts site visits an$


15/30

(*! annual au$its con$ucte$ b% eac implementing partner+ in accor$ance ,it >SA#D

regulations.

A $e$icate$ epatriate M&E Specialist trains an$ supervises local monitors ,ose sole -unction

is to travel to program sites an$ monitor ongoing implementation an$ evaluate impact. All o- tis

$ata is trac/e$ in @"#Is Activit% Database so tat te @"# countr% team can continuousl% assess

,at ,or/s+ ,at $oesnIt+ an$ ,%. Ever% project as oversigt committee ,it communit%

members >SA#D implementing partners are reuire$ to per-orm annual au$its (500Q Au$it

Polic%! #mplementing partnersI M&E sta-- monitor teir projects separatel% -rom project sta--

@"# ?SNs con$uct separate onsite monitoring visits SA#D

buil$s its capacit% #n$epen$ent monitoring units manage$ b% @"# are establise$ regional an$

local levels 8onclusion3 "e ver% nature o- tese environments reuires -leible responses an$

iterative processes a$apte$ to speci-ic countr% contets an$ te constantl% canging local+

regional+ an$ national $%namics ,itin tem. #n te -iel$+ @"#Is approac to M&E is te same as

its approac to programming3 action learning. @"#Is real lessons learne$ resi$e in te practices+

processes+ reuirements+ an$ tools it continuousl% $evelops to elp operationali1e its goals

Q.7: +onitoring is the dire need o4 today project in the complex en5ironment.

hat type o4 in4ormation system will 8e help4ul to the manager in monitoring

project?

#n recent %ears+ te tecnological possibilities o- environmental monitoring ave increase$

eponentiall%. Neverteless+ uman instinct an$ ju$gment are still reuire$ because not

ever%ting can be le-t to tecnolog%. 8ost is also a proibitive -actor in o, muc it can be use$.

Environmental monitoring ,as originall% a $o,ntoeart science3 Soil an$ ,ater samples ,ere

ta/en+ animal an$ plant species ,ere catalogue$+ ,ater levels ,ere measure$ an$ national maps

,ere $evelope$. But ten researc too/ o-- in te best sense o- te term. #n 5:):+ aspar$

?Rli "ournacon (pseu$on%m3 Na$ar! succee$e$ in ta/ing te -irst aerial potos o- te ,orl$

-rom a balloon.


16/30

%ears a-ter 550. Anoter ig point ,as acieve$ ,it remote sensing in 5)+ ,en Eplorer

*+ a >.S. satellite+ potogrape$ te Eart -rom space. But te Eart ,oul$ not be s%stematicall%

observe$ b% satellite until 592+ ,en te an$sat program o- te >.S. National Air an$ Space

Agenc% (NASA! began.

emote sensing as continue$ to create ne, possibilities -or environmental monitoring+ an$

tere is no en$ in sigt -or its $evelopment. "errestrial measurement meto$s ave not been

-ro1en in time eiter.

( glo8al and 4orward6looking 5iew

Joo/ing aea$ to te -uture+ # see t,o central problemsK+ sa%s Mar/us 4Test+ NIs Je$ucing Emissions

-rom De-orestation an$ ?orest Degra$ationK (EDDU! programme. EDDU uses -inancial

incentives to promote te protection o- -orests as carbon sin/s.


17/30

*ew satellite programmes in Europe

#n recent $eca$es+ -ollo,ing te eample o- te >.S.+ Europe as ma$e great stri$es in space

researc an$ $evelope$ itsel- into a pla%er in tis area. #n -act+ te European >nionIs 8opernicus

Eart @bservation Programme (-ormerl% lobal Monitoring -or Environment an$ Securit%+

MES! launce$ te -irst satellite o- its Sentinel project in April 2057. "om 'lingl+

geoin-ormation s%stems epert at te ?@EN+ eplains its a$vantages3 J"e E> use$ to support

in$ivi$ual projects a longterm programme as no, been create$ -rom te Sentinel satellites.K #t

provi$es $ata in uic/ succession an$ covers a ,i$e range o- electromagnetic ,aves. J"e

in-ormation provi$e$ is base$ on $i--erent environmental parameters+ suc as various t%pes o-

vegetation an$ soil -ertilit%+ but also aerosols in te air.K

"ese parameters are important in trac/ing te e--ects o- ecological cange. J#t ,oul$ be

interesting -or te ?@EN i- in te -uture+ ,e coul$ better $istinguis te t%pes o- crops in

agricultural areasK+ eplains "om 'lingl. 4%= ?armlan$ an$ grasslan$ ave $i--erent e--ects on

nutrient inputs in bo$ies o- ,ater. As a result+ it ,oul$ be possible to $evelop better mo$els ,it

more upto$ate in-ormation on tese crops.

Altoug S,it1erlan$ is not a member o- 8opernicus+ man% S,iss universities ,ere involve$ in

researc projects in its previous programme. An$ te European Environment Agenc% (EEA!+ o-

,ic S,it1erlan$ is a member+ as commissione$ all o- Europe to be covere$ b% te

programmeIs continuous monitoring. Accor$ing to "om 'lingl+ several $ata sets being pro$uce$

rigt no, ,oul$ interest te ?@EN. JSome o- tem pertain to te -orest la%er an$ in-ormation

about te tic/ness o- tree cro,ns+ te imperviousness la%er+ ,ic provi$es an overvie, o- soil

sealing+ an$ te urban atlas.K "e urban atlas provi$es insigt-ul in-ormation about closeness to

nature an$ ualit% o- li-e in cities.

/rom large maps to plastic models

8opernicus is not te onl% -uturistic project. "at is also o, #rena


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global elevation measurement. But tis t%pe o- satellite is urgentl% nee$e$ as te basis -or

various eart science applications.

J6D images in temselves are noting ne,K+ eplains "om 'lingl. JBut using airplanes an$

satellites supplies us ,it more current $ata on muc larger an$ more inaccessible sitesK.

?reuentl% repeate$ 6D images o- sno, cover also elp provi$e increasingl% better pre$ictions

o- te epecte$ sno,melt runo-- an$ available ,ater supplies. "e S,iss ?e$eral #nstitute -or

?orest+ Sno, an$ an$scape (4S! is no, ,or/ing intensivel% in tis area o- researc.

#n te meantime+ 6D applications ave become not onl% more scienti-icall%+ but also

economicall% success-ul. ?or instance+ Sense?l% an$ Pi7D+ t,o spino--s -rom te >niversit% o-

Applie$ Sciences in ausanne (EP?!+ ave create$ a sensation3 #n 2056+ te% $evelope$ a tree

$imensional mo$el o- te Matterorn using mini $rones. J4e ,ante$ to so, ,at tese $evices

are capable o- in etreme con$itionsK+ eplaine$ ean8ristope u--ere%+ 8E@ o- Sense?l%.

Since ten+ tecnolog% as come so -ar tat several $rones coul$ operate as a -loc/. "e% are

use$ in agriculture an$ environmental monitoring to researc sea turtles an$ -or umanitarian

ai$. "e >N #nstitute o- "raining an$ esearc (>N#"A! use$ tem in ?ebruar% 2052 to gain

an overvie, o- several neigbouroo$s o- Port au Prince+ as


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involve continuousl% improving te resolution o- te images. #t is more important to ta/e images

more -reuentl%.

*ew ground

Mar/us 4Test+


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Q.9: Prepare project 4easi8ility study o4 your own choice 4or industrial sector

o4 the country texture. (lso explain controlling techniues.

"e -easibilit% stu$% must contain several /e% elements+ namel%3

The idea of the project:

"e nature o- te project is $etermine$ in tis step+ ,eter (in$ustrial C services C tra$e etc.!. A

simpli-ie$ concept o- te project is given an$ te environment it is inten$e$ -or.

The need for the project:

#n tis item te most important reasons -or initiating tis project. "is item soul$ be supporte$

,it statistics suc as te number o- similar projects in te area.

Basic raw materials for the project:

"ere soul$ be mention o- te basic ra, materials nee$e$ -or te project+ an$ ,ere can it be

purcase$ -rom.

Products:

"e pro$ucts or services ma$e or provi$e$ b% te project must be mentione$.

Technical elements of the project:

"is soul$ inclu$e several elements3

Stages of anufacture: A $etaile$ eplanation o- o, te manu-acture o- an% pro$uct ,ill be $one. "a/ing into account

te balance o- ra, materials involve$ in manu-acturing+ an$ te uantities reuire$ -or

pro$uction.

Space and location:


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A $escription o- te site ,ere te project is locate$ an$ te reuire$ space an$ te euipment

-or its establisment.

Service re!uirements of the project:

"is so,s te nee$s o- te project in terms o- services suc as ,ater (suare meters!+ electricit%

(/ilo,atts per our!+ telepone an$ -uel (liters!+ it soul$ be calculate$ an$ estimate$ in te -orm

o- mone% eac mont.

achiner" and e!uipment:

"e $escription o- eac macine or euipment nee$e$ -or te project an$ po,er use$ -or eac

(/ilo,atts! an$ ,eter te euipment is going to be $omestic or importe$. 4at spare parts

reuire$ -or te tem an$ te price o- te macines.

Raw materials needed for the project:

"e $etaile$ $escription o- eac piece tat goes into pro$uction+ an$ pac/aging an$ te amount

use$+ ,eter b% ,eigt or b% te number o- pieces.

#mplo"ment:

A $escription o- te t%pe o- emplo%ment reuire$ -or te project. A $escription o- te job $uties+

job titles an$ ,ages must be state$.

$orking hours:

4eter it is a one si-t (: ours! or t,o (5* ours! or tree (27 ours!.

Products:

"o be $escribe$+ name$ an$ $etermine$ b% te uantit% as ,ell as speci-%ing te price o- eac

item.

Packaging:


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"e ualit% o- materials use$ soul$ be $etermine$ in pac/aging+ ,it te a$$ition o- a poster

so,ing all pro$uct $ata (pro$uct name an$ logos+ i- an%!. Also+ te name o- te pro$ucer+

a$$ress an$ te name o- te natural ingre$ients+ a$$itions an$ $ate o- pro$uction an$ sel-li-e

soul$ be on te pac/aging.

%ualit":

Oualit% elements soul$ be prepare$ -or te projectIs pro$ucts. Depen$ing on te t%pe o- te

project+ starting ,it te cleanliness o- premises o- te project site -or te ealt o- te

emplo%ees.

arketing:

"o $isclose inten$e$ mar/eting scemes suc as participating in various eibitions or ta/ing te

,olesale approac.

&inancial and economic stud":

@ne soul$ prepare a bu$get -or investment costs. #nvestment costs are split bet,een $irect costs

an$ in$irect costs. Direct costs are te ra, materials+ interme$iate ra, materials+ ,ages an$

salaries. #n$irect costs are electricit%+ -uel+ maintenance+ spare parts+ mar/eting epenses+ rental

o- premises an$ insurance on te buil$ings. Also+ te value o- annual $epreciation is consi$ere$

as in$irect costs an$ is calculate$ as -ollo,s3

'( depreciation on buildings and installations)

*+( on machiner") *+( on fi,tures- fittings and furniture)

.+( on transportation)

*+( on establishment and testing) and

*+( as an emergenc" reserve/

/rom the a8o5e; it is 4ound that the 4ixed capital is:

• lan$

• buil$ings an$ -acilities

• maciner% an$ euipment

• euipment+ -itures+ -ittings an$ -urniture


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• means o- transportation

• establisment an$ testing costs+ an$

• te emergenc% reserve.

$he working capital on the other hand is:

• ra, materials an$ interme$iate ra, materials

• ,ages an$ salaries electricit% an$ -uel

• an$ maintenance an$ spare parts

• mar/eting epenses

• rent o- buil$ings

• securing buil$ings an$ euipment.

An$ it is lin/e$ to capital c%cle (montl% bimontl% etc.!. Annual pro-its are calculate$ as

-ollo,s3

$otal annual sales < $otal direct and indirect cost.

Q.=: Explain the procedure adopted 4or the auditing o4 the project? n 4inal

report how you will laid down justi4ication 4or the termination o4 the project

to sa5e 4und allocated to the project?

4en organi1ations begin evaluating te a$option o- continuous au$iting+ tree common issuesusuall% arise tat i- epecte$ can be manage$ e--ectivel%. ?irst+ is te con-usion among au$itors

an$ senior management regar$ing te $i--erences bet,een continuous au$iting an$ continuous

monitoring. Secon$+ is te nee$ -or au$itors to un$erstan$ te role o- continuous au$iting as a

meta control (i.e.+ a control o- controls!. An$ tir$+ is te concern tat implementing continuous

au$iting ,ill lea$ to a loss o- in$epen$ence an$ objectivit% as au$it pro-essionals become

operationall% involve$ in te process. 4ile te ,a% in ,ic companies a$$ress tese

callenges ,ill be uniue to teir organi1ation+ te -ollo,ing best practices can elp tem

prepare -or tese issues.

"%picall%+ continuous monitoring is a management -unction to ensure tat compan% policies+

proce$ures+ an$ business processes are operating e--ectivel% an$ a$$resses managementFs

responsibilit% to assess te a$euac% an$ e--ectiveness o- internal controls. #n a$$ition+

continuous monitoring usuall% involves te automate$ testing o- all transactions an$ s%stem


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activities ,itin a given business process area against control rules. Monitoring ma% occur on a

$ail%+ ,ee/l%+ or montl% basis base$ on te nature o- te un$erl%ing business c%cle.

Altoug man% o- te continuous monitoring tecniues use$ b% management are similar to

tose per-orme$ b% internal au$itors $uring continuous au$it activities+ continuous au$itingusuall% enables au$itors to evaluate te a$euac% o- managementFs monitoring -unction an$

i$enti-% an$ assess ris/ areas. #n a$$ition+ clearl% communicating te $i--erences bet,een te

t,o ,ill ai$ in avoi$ing con-usion or resistance to continuous au$iting as a re$un$ant e--ort. (?or

more in-ormation about te $i--erences bet,een continuous monitoring an$ continuous au$iting+

please re-er to "e ##AFs "A on continuous au$iting.!

8ontinuous au$iting also ten$s to be $%namic in nature (i.e.+ te au$itor can turn continuous

au$it processes on an$ o-- base$ on current s%stem loa$s b% recon-iguring tese activitiesaccor$ing to te internal au$it plan!. "ere-ore+ b% monitoring particular con-igurable items+

continuous au$iting provi$es an a$$itional level o- controls an$ acts as a metal control.

?or eample+ a ban/ can issue an alarm un$er prespeci-ie$ circumstances to te ban/ managerFs

supervisor ,enever loans reac a preautori1e$ level. "is activit% ten increases te level o-

controls tat can be con-igure$+ suc as b% inclu$ing te coice to ave an alarm issue$ an$

un$er ,ic circumstances.

https://na.theiia.org/standards-guidance/recommended-guidance/practice-guides/Pages/GTAG3.aspxhttps://na.theiia.org/standards-guidance/recommended-guidance/practice-guides/Pages/GTAG3.aspxhttps://na.theiia.org/standards-guidance/recommended-guidance/practice-guides/Pages/GTAG3.aspx


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?inall%+ because continuous au$it activities are $i--erent -rom tose ta/ing place $uring a more

tra$itional au$it+ au$it principles nee$ to be reconceptuali1e$. "is is because continuous

au$iting o-ten places te au$itor in te mi$$le o- te transaction -lo,. ?or instance+ at a major

>Sbase$ electronic bro/erage -irm tat monitors its clientFs electronic transactions+ au$itors arenoti-ie$ ,en a transaction is bloc/e$ a-ter certain anal%tical parameters are met. "e au$itor

ten $eals $irectl% ,it te client. As tis eample illustrates+ it is important -or internal au$itors

to ma/e sure tat te continuous au$it process as a s%stem o- cec/s an$ balances to maintain

te in$epen$ence an$ objectivit% o- teir ,or/ trougout te au$it.

@nce te issues above are un$erstoo$ b% managers an$ au$itors ali/e+ te organi1ation ,ill be in

a better position to begin using continuous au$iting. enerall%+ te implementation o- continuous

au$iting consists o- si proce$ural steps+ ,ic are usuall% a$ministere$ b% a continuous au$it

manager. 'no,ing about tese steps ,ill enable au$itors to better monitor te continuous au$it

process an$ provi$e recommen$ations -or its improvement+ i- nee$e$. "ese steps inclu$e3

#stablishing priorit" areas/

Identif"ing monitoring and continuous audit rules/

0etermining the process1 fre!uenc"/

Configuring continuous audit parameters/

&ollowing up/ Communicating results/

Below is a description of each/

1. Esta8lishing Priority (reas


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"e activit% o- coosing ,ic organi1ational areas to au$it soul$ be integrate$ as part o- te

internal au$it annual plan an$ te compan%Fs ris/ management program. Man% internal au$it

$epartments also integrate an$ coor$inate ,it oter compliance plans an$ activities+ i-

applicable. (Steps 2* belo, are applicable to all o- te priorit% areas an$ processes being

monitoring as part o- te continuous au$it program.!

"%picall%+ ,en $eci$ing priorit% areas to continuousl% au$it+ internal au$itors an$ managers

soul$3

#$enti-% te critical business processes tat nee$ to be au$ite$ b% brea/ing $o,n an$

rating ris/ areas.

>n$erstan$ te availabilit% o- continuous au$it $ata -or tose ris/ areas.

Evaluate te costs an$ bene-its o- implementing a continuous au$it process -or a

particular ris/ area.

8onsi$er te corporate rami-ications o- continuousl% au$iting te particular area or

-unction.

8oose earl% applications to au$it ,ere rapi$ $emonstration o- results migt be o- great

value to te organi1ation. ong eten$e$ e--orts ten$ to $ecrease support -or continuous

au$iting.

@nce a $emonstration project is success-ull% complete$+ negotiate ,it $i--erent au$itees

an$ internal au$it areas+ i- nee$e$+ so tat a longer term implementation plan is

implemente$.

4en per-orming te actions liste$ above+ au$itors nee$ to consi$er te /e% objectives -rom

eac au$it proce$ure. @bjectives can be classi-ie$ as one o- -our t%pes3 $etective+ $eterrent (also

/no,n as preventive!+ -inancial+ an$ compliance. A particular au$it priorit% area ma% satis-% an%

one o- tese -our objectives. ?or instance+ it is not uncommon -or an au$it proce$ure tat is put

in place -or preventive purposes to be recon-igure$ as a $etective control once te au$ite$

activit%Fs inci$ence o- compliance -ailure $ecreases.


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2. +onitoring and "ontinuous (udit &ules

"e secon$ step consists o- $etermining te rules or anal%tics tat ,ill gui$e te continuous au$it

activit%+ ,ic nee$ to be programme$+ repeate$ -reuentl%+ an$ recon-igure$ ,en nee$e$. ?or

eample+ ban/s can monitor all cec/ing accounts nigtl% b% etracting -iles tat meet tecriterion o- aving a $ebt balance tat is 20 percent larger tan te loan tresol$ an$ in ,ic

te balance is more tan >S V5+000.

#n a$$ition+ monitoring an$ au$it rules must ta/e into consi$eration legal an$ environmental

issues+ as ,ell as te objectives o- te particular process. ?or instance+ o, uic/l% a

management response is provi$e$ once an activit% is -lagge$ ma% $epen$ on te spee$ o- te

clearance process (i.e.+ te environment! ,ile te activit%Fs overall monitoring approac ma%

$epen$ on te en-orceabilit% o- legal actions an$ eisting compliance reuirements.

7. Determining the Process> /reuency

Altoug te process is calle$ continuous au$iting+ te ,or$ continuous is in te e%e o- te

beol$er. Au$itors nee$ to consi$er te natural r%tm o- te process being au$ite$+ inclu$ing

te timing o- computer an$ business processes as ,ell as te timing an$ availabilit% o- au$itors

traine$ or ,it eperience in continuous au$iting. ?or instance+ altoug increase$ testing

-reuenc% as substantial bene-its+ etracting+ processing+ an$ -ollo,ing up on testing results

migt increase te costs o- te continuous au$it activit%. "ere-ore+ te costbene-it ratio o-

continuousl% au$iting a particular area must be consi$ere$ prior to its monitoring.

?urtermore+ oter tools use$ b% te manager o- te continuous au$it -unction inclu$e an au$it

control panel in ,ic -reuenc% an$ parameter variations can be activate$.


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be-ore te continuous au$it process begins an$ recon-igure$ base$ on te activit%Fs monitoring

results.

4en $e-ining a 8AP+ au$itors soul$ consi$er te cost bene-its o- error $etection an$ au$it an$

management -ollo,up activities. ?or instance+ in te eample o- te ban/ $escribe$ earlier+ teecess tresol$ o- >S V5+000 coul$ lea$ to a number o- -alse negatives (e.g.+ values tat ,ere

ignore$ ,en te balance ,as smaller tan >S V5+000 but ,ere i$enti-ie$ as representing a

problem! an$ a number o- -alse positives (e.g.+ values ,it balances above >S V5+000 tat ,ere

-lagge$ but ,ere accurate!. #- te tresol$ is increase$ to >S V2+000+ tere ,ill be an increase in

-alse negatives an$ a $ecrease in -alse positives. Because -ollo, up costs ,oul$ go up as te

number o- -alse positives increases an$ te presence o- -alse negatives ma% lea$ to ig

operational costs -or te organi1ation+ internal au$itors soul$ regularl% reevaluate i- error

$etection an$ -ollo,up activities nee$ to be continue$+ recon-igure$+ temporaril% alte$+ or use$

on an a$ oc basis.

?urtermore+ te strati-ication o- au$ite$ $ata into subgroups allo,s organi1ations to better

monitor te activit% an$ recon-igure an% parameters (e.g.+ au$itors ,ill be noti-ie$ ,en balances

larger tan 20 percent o- te $ebt remain tat are also larger tan >S V)+000!.


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implications!+ tere are no resources available -or evaluation+ or te area i$enti-ie$ is a lo,

bene-it area tat is mainl% targete$ -or $eterrence.

. "ommunicating &esults

A -inal item to be consi$ere$ is o, to communicate ,it au$itees. 4en in-orming au$itees o-

continuous au$it activit% results+ it is important -or te ecange to be in$epen$ent an$

consistent. ?or instance+ i- multiple s%stem alarms are issue$ an$ $istribute$ to several au$itees+

it is crucial tat steps 5) ta/e place prior to te communication ecange an$ tat $etaile$

gui$elines -or in$ivi$ual -actor consi$erations eist. #n a$$ition+ te $evelopment an$

implementation o- communication gui$elines an$ -ollo,up proce$ures must consi$er te ris/ o-

collusion. Muc o- te ,or/ on -rau$ in$icates tat te majorit% o- -rau$ is collusive an$ can be

per-orme$ b% an internal or eternal part%. ?or eample+ in te case o- $ormant accounts+ bot

te cler/ tat moves mone% an$ te manager tat receives te -ollo,up mone% ma% be in

collusion since te managerFs /e% ma% ave to be use$ -or certain transactions.

(dditional "onsiderations

Besi$es te si steps $escribe$ in te previous section+ t,o a$$itional issues tat emerge ,en

implementing continuous au$iting are te in-rastructure nee$e$ -or te process to ,or/ an$ its

impact on te ,or/place.

'rgani@ational n4rastructure

Because continuous au$iting is a part o- te compan%Fs au$it -unction+ it must be /ept

in$epen$ent o- management. "ere-ore+ $uring te planning stages+ au$itors nee$ to /eep in

min$ te processF in$epen$ence ,en $esigning its structure. ?or instance+ a t%pical internal

au$it $epartment is structure$ so tat areas o- te $epartment -ocus on $i--erent c%cles or

business activities. #n a$$ition+ te $epartment ma% be $ivi$e$ into -inancial an$ #" au$it

-unctions.

Sometimes+ o,ever+ #" au$it activities are incorporate$ as part o- eisting #" operations. #n

organi1ations suc as tese+ te $evelopment o- continuous au$iting is usuall% $ela%e$ because

te activit% ma% not get te necessar% $evelopment priorit%. egar$less o- ,eter #" au$it

activities are part o- te organi1ationFs #" or internal au$it $epartment+ te organi1ation must


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maintain te processF in$epen$ence as ,ell as allocate resources in support o- continuous au$it

activities.

mpact on Personnel

#n a$$ition+ te au$it manager in carge o- te continuous au$it process soul$ ave a more

tecnical un$erstan$ing o- #" as ,ell as etensive eperience on te activities being au$ite$.

project evaluation & mgt - 2

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