Research Topics: Project Management Report

Investigating the Factors that can Promote Relationship with Clients

Investigating the Factors that can Promote Relationship with Clients

Palm Island and Wind Generation

Table of Contents   1. executive summary.. 1 2. Introduction.. 2 3. Demographics of Palm Island and their Healthcare Needs. 2 4. Wind Generation of Power.. 3 5. Environmental Impact of Wind Generators. 4 6. Storage of Electrical Energy.. 6 7. Proposed Wind Turbine Generator.. 7 8. Recommendation.. 8 9. Conclusion.. 8 10. Reference.. 9     Palm Island and Wind Generation   1. executive summary             The government of Australia has been able to initiate a project of improving the healthcare services provided in remote areas, particularly in the Palm Island. The project is to give incubators to safeguard the health of the premature babies and to avoid further risk for new born babies. However, the problem for this initiation is in line with the energy sources and to solve the issue, the government has partnered with Remote Power Inc for the development of Wind generation System. This report provides insightful details regarding the needs for the wind generation system that will provide continuous power supply for the incubators. It also includes the demographics of the people in Palm Island which comprises of approximately 2000 people. The paper also discusses the concept of wind generator power, the environmental impact of establishing wind generation system and storage of electrical energy and the sketch of the wind generation system to be used. In addition, it also provides recommendation on how the problem should be solved, specifically in line with the environmental impact. The report concluded that the Remote Power Inc. that would handle the project should ensure that the Wind generation system would be able to provide continuous energy supply in the island’s hospital. 2. Introduction Realizing the importance of having optimal health among people, the government of Australia has aimed on improving the medical services and healthcare services among people, specifically in remote areas in Northern Australia.  The Australian government is planning to establish a maternity-clinic on Palm Island off the coast of near Ingham in North Queensland.  The government of Australia also planned to have an incubator to help preserve the life of premature and other at-risk new born babies, and this needs a 24/7 electricity supply. However, because of the rising cost of diesel, the government is in need of an alternative power supply which is much affordable, and they are thinking of a wind generation system as an alternative power supply.  Primarily, the goal of this paper is to determine various wind generation system that would be suitable for the area. It has been noted that the area has a consistent off shore winds which are regularly between 20 km/h and 30 km/h.    3. Demographics of Palm Island and their Healthcare Needs             Great Palm Island most commonly known as a Great Palm Island is a tropical island having a resident community of approximately 2,000 people. The island is often described as a classical tropic paradise because of its natural endowments. The community which is generated by their history has been beset by various problems including the aspect of health.  In the 2006 census, the island had 1,984 residents, in which 93.4% are of indigenous origin (Australian Bureau of Statistics, 2008). The indigenous population of Palm Island generally determine with either the Manbarra (conventional connection) or the Bwgcolman (historical link with Palm Island) people. As compared with other regions or areas in the nation, the island community is much younger with 35.6% under 15 years of age and only 6.4% over 55 years of age. The life expectancy in the region is 50 years which is thirty less than that of the Australian average (ABS 2006).             It has been reported that the health conditions of the residents in Palm Island resembles those condition of a third world country (McDougall, 2006). Joyce Palmer Health Service which is based at the Palm Island Hospital is the one that provide services in the community of the island. The PIH has emergency departments with a 15-bed general ward to serve the residents. Although, it is said that the healthcare providers are doing their best to achieve optimal health among people, the issue of health in the community is still considered as one of the most critical issues, specifically for new born babies. 4. Wind Generation of Power             It has been mentioned that part of the healthcare service improvement in the Palm Island is the establishment of the incubator. In doing so, the Remote Power Inc. is in need of details of wind generation of power suitable for the consistent off shore winds in Palm Island. The wind generator, most commonly known as wind mill or wind turbine is a device utilised for converting the power of the wind to mechanical rotation with a low velocity turbine which is designed for compressible fluids (Nelson, Gilmore & Starcher, 1993). Herein, the power that comes from the wind is being extracted by acting on a rotor or moving wing, which converts the power into torque (Spera, 1994; Ackermann, 2005).             It is said that the wind generators are not practical in various areas as the available power increases as the cube of the average wind speed. In this regard, an area with prevailing winds of 30 km/h is eight times as essential as an area with only 15 km/h.  The general rule of applying or implementing wind generators is to apply it on areas where the average wind speed is greater than 20 km/h. Since, Palm Island has consistent offshore wind speeds which are regularly between 20 km/h and 30 km/h.   It can be noted that the offshore wind turbines (Eggleston & Stoddard, 1987) can save money and less unsightly if shorter towers is used.  Hence, the wind generator suitable for Palm Island is a shorter tower since it is an offshore wind.  The power output from a wind generator is directly proportional to the cube of the wind speed. Wind generators ranges from small four hundred watt generators for residential use to several megawatt machines for offshore winds (Gipe, 1993; Introduction to Small Wind Systems, 1993) but since this will be used in hospitals for the incubators, other wind generator system can be considered to ensure that it will provide continuous electric power to run the incubators in the hospital. 5. Environmental Impact of Wind Generators             The underlying objective and need to which the Remote Power Inc is responding is to provide an alternative power supply facility which utilised the distinctive wind resources in waters offshore of the Palm Island through the use of a technology that is presently available, economically viable and technically feasible in the island which can interconnect and provide power supply to the Hospital of the island and make a substantial contribution to improving the healthcare services in the region and achieving renewable electricity (Cavallo, Hock and Smith, 1993) requirements under the standards of the Australian government and locals of Palm Island.             The wind generator system is the most feasible alternative energy supply to be used. However, the consideration of this alternative power supply has also some consequences, specifically in the environment. The determination and description of activities, operations, materials, equipments and processes of the construction of the wind generator in the Palm Island ha the potentialities to create impacts on natural environment. The environmental impact may occur under normal situation of the construction process and under the non-routine condition in the construction process. The environment impact of wind generation construction includes the destruction and disturbance of both land and water resources. The construction may have some pollutants that will damage the environment. Operation of the vessels that will be used which include those to be utilised during the decommissioning, construction and routine maintenance would have a possibility of creating bottom disturbance.  Furthermore, the operation of vessels, which requires engine power for movement, as well as the combustion of fossil fuels, whether it is diesel or gasoline may results in the production of exhaust air pollutants. The release of these pollutants like carbon dioxide, sulphuric oxides, CO2 nitrous oxides, and water vapour can lower the quality of the air, and when the compounds precipitate out of the atmosphere into the land or ocean, can impact the quality of the water as well as plant growth and the health of both humans and animals (Gipe, 1993).             As with the wind construction project, various sold wastes would be produced within the staging area which ranges from the paper and wood materials to scrap metals, garbage, and most especially oily wastes and these can also provide environmental destruction if not properly dispersed. Furthermore, minimal disturbance might also occur in sand and sediments as a result of the pile driving operations and other environmental impact is the existence of floating trash and debris during the operation (Cavallo, Hock & Smith, 1993; Dodge, 1993). 6. Storage of Electrical Energy Energy storage systems are considered as a modern means of adapting the variations of the demand for power to the given degree of power generation. In line with the use of Renewable Energies, in other types of distributed power generation, stored energy can be utilised also as an additional sources, or as the energy buffers in times of stochastic or non-schedulable generation, like wind power (Ackermann, 2005). The Remote Power Inc can choose from a variety of electrical storage system for an alternative energy sources for the Palm Island.  Some electrical storage technologies have been recognised into those which are intended firstly for high power ratings with a significantly small energy content that makes them suitable for the power quality. 7. Proposed Wind Turbine Generator             The following figure is the sketch of the proposed wind generator for the Palm Island. Exhibit 1 Remote Power Inc. Proposed Wind Turbine Generator Palm Island 8. Recommendation             The problem faced in creating or implementing the Wind generation project includes the perceived environmental impact to the Palm Island. In this regard, it is highly recommended that the management of remote Power Inc along with the government representatives should ensure that the environment is protected from destruction and that the beauty of Palm Island would be preserved. In addition, it is also recommended that an appropriate and effective project plan should be considered to meet the goal of the Australian government and the goal of the implementation of Wind Generation System. 9. Conclusion             The report provides information on important aspects to be considered in the proposed wind generation project for the Palm Island, to provide continuous source of energy for the incubators to be established in the Island. In addition, it also provides information on the demographic profile of the Palm Island as well as the environment impact of the implementation of the Wind Generation Project in the island. Furthermore, this report also provides information on the importance of the storage of electrical energy, specifically in adhering to the needs of the hospitals and incubators to be set in the island as part of the Australian government initiative of providing quality healthcare services in remote area. It can be concluded that the company that would handle the project should ensure that the Wind generation system would be able to provide continuous energy supply in the island’s hospital.   10. Reference             8.1 Books             Ackermann, T 2005. Wind power in power systems. John Wiley & Sons, Ltd, UK.   Cavallo, AJ Hock, SM, Smith, DR 1993. “Wind Energy: Technology and Economics.” Chapter 3 in Renewable Energy: Sources for Fuels and Electricity. Edited by T.B. Johansson, H. Kelly, A.K.N. Reddy, and R.H. Williams. Washington, DC: Island Press; pp. 121-156.   Dodge, DM 1993. “Wind Power Rising.” The World & I. Washington, DC: The Washington Times Corporation; pp. 187-193.   Eggleston, DM and Stoddard, FS 1987. Wind Turbine Engineering Design. New York, NY: Van Nostrand Reinhold Company, Inc., pp. 352.   Gipe, P 1993. Wind power for home and business: renewable energy for the 1990s and beyond. Chelsea Green Pub.Co., Post Mills, USA, pp.157-175. Introduction to Small Wind Systems 1993. Washington, DC: American Wind Energy Association; pp. 22 McDougall, S 2006. Palm Island: Future Directions – Resource Officer Report.Queensland Department of Aboriginal and Torres Strait Islander Policy.  Nelson, V, Gilmore, EH, Starcher, K 1993. Introduction to Wind Energy. 93-3. Canyon, TX: Alternative Energy Institute; pp. 28 Patel, MR 2006. Wind and solar power systems: design, analysis and operation.  Taylor & Francis, Florida USA, pp.25-31 and 61-69.   Spera, DA 1994. Wind Turbine Technology: Fundamental Concepts of Wind Turbine Engineering. No. 100368. Fairfield, NJ: American Society of Mechanical Engineers; pp. 700.     8.2 Internet   Australian Bureau of Statistics 2008. 2006 Census QuickStats : Palm Island (S) (Statistical Local Area). Retrieve March 26, 2008 at http://www.censusdata.abs.gov.au/ABSNavigation/prenav/LocationSearch?collection=Census&period=2006&areacode=345155770&producttype=QuickStats&breadcrumb=PL&action=401   Australian Bureau of Statistics 9 August 2006. “Census has not forgotten Palm Island”. Retrieve March 26, 2008 at http://www.abs.gov.au/ausstats/abs@.nsf/latestproducts/2903.0.55.002media%20release232006?opendocument&tabname=Summary&prodno=2903.0.55.002&issue=2006&num=&view=   Queensland Government 1996. Health of Queensland’s Aborigines and Torres Strait Islanders. Status Report. Retrieve March 26, 2008 at http://www.eatwellbeactive.qld.gov.au/publications/corporate/sr1/default.asp.   Credit:ivythesis.typepad.com

Palm Island and Wind Generation

Table of Contents 1. executive summary .. 1 2. Introduction .. 2 3. Demographics of Palm Island and their Healthcare Needs . 2 ...

Palm Island and Wind Generation

Palm Island and Wind Generation

Table of Contents 1. executive summary .. 1 2. Introduction .. 2 3. Demographics of Palm Island and their Healthcare Needs . 2 ...

Recommended actions to be done in the feasibility stage of Johnson and Johnson

PROJECT MANAGEMENT Table of Contents    TOC \o “1-3″ \h \z \u 1      Introduction.. PAGEREF _Toc217730081 \h 3 2      Feasibility Stage.. PAGEREF _Toc217730082 \h 3 2.1       Analysis of the Needs. PAGEREF _Toc217730083 \h 4 2.2       Uncovering the Options. PAGEREF _Toc217730084 \h 4 2.3       Exercise Due Diligence. PAGEREF _Toc217730085 \h 5 2.4       Analysing the Financial Standing.. PAGEREF _Toc217730086 \h 5 2.5       Determination of Affordability. PAGEREF _Toc217730087 \h 6 2.6       Gauging the Value. PAGEREF _Toc217730088 \h 7 2.7       Economic Analysis. PAGEREF _Toc217730089 \h 7 2.8       Assessing the Practicality of the Project. PAGEREF _Toc217730090 \h 8 2.9       Confirmation and Signing.. PAGEREF _Toc217730091 \h 9 3      Conclusion.. PAGEREF _Toc217730092 \h 9 4      References.. PAGEREF _Toc217730093 \h 10   1      Introduction Being a project manager requires one to be able to implement a cautiously designed plan which is organised to accomplish a particular task. The challenge in this type of work is to ensure that the project is being managed according to the prescribed plan. The project manager tends to deal with specific elements like project goals, timelines, and budget. However, before a project manager could do all these things, he/she must be able to determine whether or not a particular project is feasible. This is done during the feasibility stage. The following discussions shall be covering the specific actions which one would undertake upon operating within the feasibility stage in the case of Johnson and Johnson. 2      Feasibility Stage In its simplest sense, the feasibility stage is where the project manager acquires all the information that he/she needs. This information can come from the external or internal environments of the company. (Richman 2002, 69) Upon acquisition, the acquired data shall be the ones that determine whether or not a particular project is feasible or doable. This is an important part of the project management process as this stage will determine whether or not the project will push through. In the same manner, this is important on the part of the investors as they would want to know whether or not a particular venture would bring positive results. The following discussions shall be presenting the recommended actions to be done in the feasibility stage by Johnson and Johnson as stated in the existing literature.   2.1    Analysis of the Needs It is in this stage of the feasibility study where Johnson and Johnson define the actual needs of the market. It points to the specific principles on which the output may be based. (Fort 1995, 109) It imperative that the objectives stated in this stage are aligned with the actual strategic objectives of the company. In this case, the respondent company is specialising in the microbiological testing of swimming pool water quality. In this part of the feasibility stage, the actual financial means should be determined to know early on how the needs are to be addressed. Johnson and Johnson must determine whether or not the fees they collect from the services they make to local authorities, commercial clubs, schools, and holiday parks are enough to deal with their operational costs. In addition to the budget, the output specifications should also be established as this stage. These specifications basically present the description of the actual services or product required. (Fort 1995, 109) However, it is important to note that how the said services or products will not be detailed in this part. In the same manner, this part of the feasibility stage should also install performance indicators to guarantee that the products or service are within a level of quality that will satisfy the demands of the market. In the same manner, the project manager should bear in mind that the indicators that are instituted are practical and reasonable. This is because it will resolve the actual costs of the service or products to be marketed. 2.2    Uncovering the Options In this part of the feasibility stage, the consideration of Johnson and Johnson should go back to its output specifications. In this part of the process, the available options to deal with the finances, technical aspects, political, and legal features of acquiring the specified output is presented, detailed and analysed. (Lewis 2007, 16) Basically, this part chooses the best option possible for the project. In this case, the change of venue appears to be the best possible issue that constitute the project on the part of Johnson and Johnson. Hence, the project manager has to do away with anything that is contrary to law or public policy. He/she has to eliminate options that are apparently too costly. He/she similarly has to take away anything that has too many uncertainties. After justifications, the particular option suited to the company shall then emerge.     2.3    Exercise Due Diligence In its simplest sense, due diligence is the identification of issues on the project before embarking into the actual implementation. Basically this means that due diligence is the responsibility of the company, and in this case the project manager, to determine and have knowledge of the conditions that operate within the environment of the project. (Dinsmore and Cabanis-Brewin 2006, 427) The analysis made by Johnson and Johnson should be thorough as these external elements directly affect the operations of the project. Such elements include the legal, political, technical, social, and ecological components of the environment. The problem in this stage is that a good amount of the capital of the project may be shelled out in this part; however, it actually gives the project a chance to save money in the long run. Moreover, it ensures that the project is operating within the confines of what is considered lawful and financially doable. 2.4    Analysing the Financial Standing The purpose of analysing the finances of the project is to reveal whether or not the project will be appealing to the company, particularly the investors, shareholders and stakeholders in the said project. (Cooper 1993, 30) To accomplish this part of the feasibility stage, there are several actions that Johnson and Johnson need to be done. The first is to specify the technical scope and limitations of the project. This is to actually have a ballpark figure on the actual costs to of the operations. In this case, an analysis on the shifts on the cost of relocating operations from the old facility to the new one should be taken. In the same manner, the additional hiring of a microbiologist should be examined particularly with the effects on the finances of the organisation. In line with this, the identification of the direct costs shall be made. Such direct costs include the capital, maintenance, and operating costs. The capital costs pertain to the possibility of acquiring new assets for the overall operations of the firm. Maintenance costs include the costs in sustaining the assets so as to realise the output specifications provided in the earlier part. Operating costs points to the expenses incurred in the day-to-day functions of the project. This includes wages and other costs of raw materials. Similarly, the project manager should also take into consideration the indirect costs. These are basically unforeseen costs which may have been excesses of the project. Examples would be bills, rent and other legal costs. (Cooper 1993, 30) The project manager should also take into consideration the identification of the project revenue. This basically shows the need for revenue projection. In this part, it is imperative that the project manager veer off from any possibility of overestimation. 2.5    Determination of Affordability This part points to the affordability of the consumers to purchase the product or services offered by the project of companies like Johnson and Johnson. (Young, Fischer, Koshland 2007, 39) Basically, this is manifested in the rate at which the buyers are willing to pay for the said merchandise. In this part, the assessment should constantly include the future payments that Johnson and Johnson may incur. These include the wages as well as the benefits that the 17 employees shall receive within the fiscal year. The project manager should recognise whether or not there is a change in the demand curve if the price of the product or service should change as well. This is considered given that there may be changes in the costs of operation with the change of venue. Such additional costs shall be handed down to the customers of the company. It is at this point that the project manager should find ways so as the existing risk of such changes in the demand curve is mitigated.   2.6    Gauging the Value In this part of the feasibility stage, Johnson and Johnson’s value for money is assessed. This means that the project manager should establish the net benefits of the project. (Cooper and Kleinschmidt 2000, 17) These includes the financial (such as savings and cost reduction) and qualitative benefits (like good reputation and positive feedback). This value is assessed with the overall lifespan of the actual project. This may be the more crucial part of the feasibility process. It is in this part where the value of the actual money to be invested in the project is determined. In this regard, the greater the value held by the project for the company and its investors, the greater the possibility of the project pushing through. However, it must be emphasised that in assessing the value of money, the existing risks should be included. Such risks may come in the form of fluctuating interest rates or any other force majeure.   2.7    Economic Analysis This part of the feasibility study is essential in computing the incremental costs as well as the advantages of the completion of the project to the Johnson and Johnson. More specifically, economic analysis shall provide an indication on whether the project did have a positive influence or the company should have been better off without it. (Badiru 1993, 189) As a general rule, the conduct of economic analysis is to provide a realistic estimation of the economic costs and benefits and their effects to the company, shareholders, investors and stakeholders. It is to guarantee that the Johnson and Johnson will be getting the option with the least costs in consideration of the all the existing externalities. And in instances where the externalities are too much to bear, then certain adjustments to the design of the project may be initiated.  The economic analysis of the project should constitute several activities from the project manager. First, the project manager should establish the actual economic costs of the project. (Badiru 1993, 190) These include the overall costs and possible profits which the Johnson and Johnson may incur in the course of the project. The project manger should also establish the key assumptions for the analysis of the economic environment of the project. Such assumptions may include the variability of the exchange rate or the implications of taxing regimes on the operations of the project.   2.8    Assessing the Practicality of the Project The project should be deemed practicable or viable before it is approved to commence. Organisational studies have indicated that a project is viable if it is the existing technology could support it and sustain its operation. (Neal 2003, 168) In the same manner, studies have indicated the importance a project that embraces sustainable development. Basically, this points to the adherence of the project to social corporate responsibilities and having a “green” perspective in their operations. In addition, the investors particularly the shareholders and stakeholders should be able to find the project financially capable. This means that the investors should find the project able acquire a respectable return of investments. On the part of the target customers, the product or service that Johnson and Johnson offers should be within their means financially. (Neal 2003, 168) If the customers do like the products and services that a Johnson and Johnson offers but could not well afford it, then the project is bound to self-destruct unless some pricing strategy adjustments are imposed.   2.9    Confirmation and Signing Basically, this part of the feasibility stage is a preparation for the approval of the management plan. This part places a description of the assumptions of the Johnson and Johnson as well as the methodologies used to assess the environment. It explains the manner in which the company measured the costs and possible benefits by the project. It is thus subjected to the approval of the proper authorities. If they approve, then the project management plan is pursued. If not, then adjustments on the feasibility stage are taken.   3      Conclusion Conducting the functions of the feasibility stage is vital to the actual project. It determines as to whether or not the project will push through. It is also the basis for the of the actual project management plan. It gives Johnson and Johnson an idea on how the project shall be prepared and how much time will be allocated in the said project. It also deals with the basic elements of the project such as the required manpower and the means to finance the operations as a whole. Upon knowing such data, the project shall be decreasing the possibility of issues that it may encounter in the future.  Like any other activity or venture, projects do incur a certain level of risk. It is the role of the feasibility stage to uncover these risks and make them known to the proper authorities so as to deal with it opportunely. They may alter certain parts of the project, for instance they can augment the budget, reduce the costs, or even scrap the idea all together. In any case, the implementation of the feasibility stage allows the company to remove uncertainties in their project. It provides them the ability of foreseeing whether or not a particular course of action will put them in the direction that they intend to go. It gives them the idea on whether or not the project is worth undertaking. 4      References Cooper, R. (1993) Winning at New Products: Accelerating the Process from Idea to Launch. Massachussets: Perseus Books.  Cooper, R. and Kleinschmidt, E. (2000) “New Product Performance: What Distinguishes the Star Products.” Australian Journal of Management. 25(1), 17. Dinsmore, P. and Cabanis-Brewin, J. (2006) The AMA Handbook of Project Management.New York: AMACOM.  Fort, J. (1995) “Building Blocks of a Successful Project.” Security Management. 39(7), 109. Lewis, J. (2007) Fundamentals of Project Management. New York: AMACOM. Neal, P. (2003) Urban Villages and the Making of Communities. New York: Spon Press. Richman, L. (2002) Project Management Step-by-Step. New York: AMACOM. Young, J., Fischer, S., and Koshland, C. (2007) “Institutional Resistance to Assessment: A Case Study of Rural Energy Development in Chinese and International Context.” Urban Anthropology & Studies of Cultural Systems & World Economic Development. 36(1-2) 39. Credit:ivythesis.typepad.com

Recommended actions to be done in the feasibility stage of Johnson and Johnson

PROJECT MANAGEMENT Table of Contents TOC \o “1-3″ \h \z \u 1 Introduction .. PAGEREF _Toc217730081 \h 3 2 Feasib...

The issues concerning time and cost management as part of project management practices within RM Software Co.

Project Management     Executive Summary   Project development is crucial to the development and progress of any organization. RM Software Co. are planning to enhance the flexibility of their employees by implementing an IS system. RM Software Co. is actually poised to become the leading provider of software products and services.  However, the company is experiencing problems regarding the flexibility of their employees. Thus, through the help of IS, the company business performance will increase since their employees can now adapt to the technological trend in the business world.  Using the essentials of Time and Cost management in project management practices, RM Software Co. will develop an IS that enhances “the Flexible Work Practices”.     Table of Contents    Page Executive Summary ……………………………………………………………………… I   Table of Contents ………………………………………………………………………..   1   Introduction ………………………………………………………………………………  2   Project Life Cycle …………………………………………………………………………            3   Concept and Initial Phase …………………………………………………………. 3   Design and Development Phase …………………………………………………… 3   Implementation or Construction Phase ……………………………………………  4   Commissioning and Handover Phase ……………………………………………… 4             Time Planning ……………………………………………………………………………. 5   Time Definition ……………………………………………………………………………            7   Network Analysis ………………………………………………………………………… 8   Cost Planning ………………………………………………………………………………10   Cost Definition ………………………………………………………………………….…            11   Cost Monitoring and Control …………………………………………………………… 12   Earned Value Analysis …………………………………………………………………… 13   Conclusion ………………………………………………………………………………… 14   Recommendation ………………………………………………………………………….            15   References …………………………………………………………………………………            16 Appendices…………………………………………………………………………………            18     Introduction During the turn of the century, the world experiences more drastic changes than before, which include changes in the environment, culture, education, knowledge, the society, and technology. The world has evolved into a massive ball of information and technology that led to the expansion and the development of the society in several aspects. However, despite the improvement of the performance of many companies, these changes also contributed to the distress of some, which are not apt for these changes. From this, it can be understood that, existing and persisting in the business industry is not as easy as it seems. Because of these, many business organizations and companies are encountering a variety of problems and issues that determine their success or failure in the business arena and in the industry. These problems and issues arise from the external and internal changes that the company encounters. With regards to this, certain project management procedures should be practiced in order to enhance the business practices and development of the company. Project management is simply the process of managing, allocating, and timing resources to achieve a given goal in an efficient and expedient manner (Badiru, 1993). Projects come in simple or complex. Moreover, the objectives that constitute the specified goal may be in terms of time, costs, or technical results. In this paper, the discussion of the construction of IS that enhances “the Flexible Work Practices” with respect to project management to RM Software Co. will be shown. RM Software Co. is a professional software consultant company which was established in 2000 and focuses on the systems development for General Insurance Application and business market mainly covered with Hong Kong, China, Taiwan, Australia and Europe. Change is a part of every organization. Sooner or later, organizations have to change and adapt to a competitive environment, it is a must for organizations to change in order to stay on top of the competition.  This paper will be discussing the issues concerning time and cost management as part of project management practices within RM Software Co.               Project Life Cycle               Project life cycle, basically subdivides the project into a number of definable phases or stages.  In the case of RM Software Co., the development of IS that enhances “the Flexible Work Practices” with respect to project management were divided into four (4) phases/stages i.e. concept and initial phase, design and development phase, implementation or construction phase, and commissioning and handover phase (See Appendix 1).   Concept and Initial Phase             The desire to enhance the “the Flexible Work Practices” within the company develops into a need.  In this phase, the options and alternatives are considered, and the feasibility of the best options are evaluated.   Design and Development Phase             The preferred options is now designed and developed in detail, together with all the associated planning and schedules, procurement, resources and budgets.  The materials and network lines and other items may be bought in this phase.     Implementation or Construction Phase             The contracts are let and the IS is built to the detailed plans developed in the previous phase.  Changes may be made to the original baseline plan as problems arise or better information is forthcoming.   Commissioning and Handover Phase             The IS is inspected and approved.  The new system is now ready to be used by RM Software Co.  This phase confirms the project has been implemented or to built the design and terminates the project. Basically, from the given stages in project life-cycle of RM Software Co. which will be used for the implementation of IS, the operation of a “Flexible Working Practices” is recommended for the management in order to improve employee’s overall performance and services. The main purpose of “Flexible Working Practices” is to provide a more flexible system of attendance for staff, on a discretionary basis, with the guiding and overriding principle that this flexibility should be achieved without adverse effect on overall efficiency or on services.             Projects are often implemented to provide a facility or to produce a product that will give a client a return on their investment (Arter, 2002). And in our case, the implementation of project in RM Software Co. is to enhance the “Flexible Working Practices” of their employees.  By looking at the bigger picture the designers are able to trade-off the cost of the construction with the cost of maintenance, upgrading, expansion and disposal over the life of the facility.  The extreme case would be a cheap construction which turned out to be expensive to maintain, difficult to upgrade and expand, and an environmental disaster to dispose to.             One of the methods in addressing the problem is to make the company responsible for all aspects of the life-cycle, thus eliminating any short term construction gains. These are often called BOT contracts (Built, Operate and Transfer), or BOOT  (Built, Own, Operate and Transfer), or ROT contracts (Refurbish, Operate and Transfer) where a company is given a license to finance, build, operate and sell. Governments find these contracts attractive as they are seen to provide facilities without having an impact on their budget (Burke, 2003).    Time Planning             A time plan or a schedule must be prepared to enable the project manager to budget time and energy effectively.  It would be helpful to divide the project into phases and assign dates for the completion of each phase since this would systematize the conduct of the project and minimize the natural tendency to procrastinate.  The time schedule is another indication of how carefully and realistically the project has developed (Cicmil, S. 1997).  A useful way of indicating work flow, its relationship with other aspects, and the relative of various phases are flow charts and diagrams.  It has been mentioned earlier that time is one of the constraints in implementing a project. Similarly, it is considered also as an important aspect in doing a project, for time management, timescales and time allocation are essential to evaluate for allocation of resources. Timescales and time allocation is allows the company to eliminate wastage and allocate resources appropriate to tasks importance (Blair 2009). With setting the appropriate timescale, the company can focus and prioritize the activities in accomplishing the project. Timescales also allows the persons involved in the project become prepared for meetings, monitor project progress, and plan each day and week efficiently (Blair 2009). This would enable the company assess the progression of their project and make certain improvements when necessary. Proper time allocation also allows the company to reject excessive workloads and ensure that long-term projects are not neglected (Blair 2009). With proper monitoring of projects, short-term goals can be easily completed and long-term goals can be given priority (see Appendix 2).             In implementing the new IS development as defined in Appendix 2 Project Plan and Timescales for the RM Software Co., several problems will be encountered. However, despite the presence of these problems, they can be solved by effective communication. One of the problems to be encountered is dealing with the impetus for change, for all organizations are resistant to change. An organization will only undertake change when it can no longer meet the demands placed on it in the current mode of operation, and these demands come from customers, the problems the organization is attempting to solve, and by the threat of competition from other companies (Ward 2009). Through effective speaking and listening, both the employees and the management can focus on informing each other of their beliefs and perceptions regarding the new implemented system. With this, the employees can speak to the management of their fears and lack of knowledge regarding the system. Moreover, the management or the leader can ask the project manager to make some adjustments regarding the problem, such as providing training for the staff and making the software program more user-friendly.     Time Definition   By definition, time management is actually the ability to efficiently help give more worth to the time and energy spent with the goal to make life better and easier. As indicated in Appendix 2, the timescales of the project will be divided into two major parts (i.e. Project Kick-off and Implementation process). Basically, these defined stages are based on the network analysis presented in the next section. For the success of any business project on careful planning, the manager must plan, organize, and control a project that consists of a number of interrelated activities.  The best known network models are PERT which stands for Program Evaluation and Review Techniques and CPM which stands for Critical Path Method.              PERT is used to plan the program in advance and to estimate the expected completion time of the entire project (Cleland & Gareis1994).  It indicates the activities that might need modification regarding completion time.  In short, PERT allows the manager to compare actual progress of each activity and concentrate those activities that are behind schedule and may cause delay of the project. On the other hand, the CPM was developed to aid in the scheduling of some management works like routine plant overhaul, maintenance and construction work.  Since such work projects fall under repetitive operations of which the management has experience on data involving time and cost among others, and relatively small variance in their performance time, and CPM reasonably assumed that the completion time for each activity involved in a work project is known.  Moreover, the CPM incorporates no statistical analysis in its determination of time estimates.  Thus, in accordance to the convenience use of CPM, RM Software Co. consider the use of this method. Network Analysis   Logically, to run effectively the business project, project managers are needed. In this project, RM Software Co employed employees for business development. Actually, management approaches helps the project team estimate and manage the cost of the project. Aside from those, there is a huge number more of techniques pertaining to effective project management. This is perhaps due to the difficult nature of managing an ongoing project. Models and techniques basically guide project managers along the way. In this paper, aside from enhancement of flexible working practices in RM Software Co, the promotional project is also handled. A budget of 0,000 is considered to enhance their promotional approach.  From the given information, this will develop a project plan regarding promotional project that boosts and create awareness of the company, its products, and its retail outlets. In essence, the company is thinking of newspaper and outdoor advertising within that could possibly boost up their performance. Here are the lists of activities needed in the project: A.    Staff Recruitment for outdoor advertising (budget: $20,000) B.     Staff training for outdoor advertising (budget: $30,000) C.     Arrangement with the newspaper company (budget: $50,000) D.    Newspaper advertising Kick off (budget: 0,000) E.     Outdoor advertising Initial operation (budget: $30,000) F.      Outdoor and Newspaper advertising actual operation budget: ($110,000) With respect to this, the critical path analysis are shown to effectively assess and initiate the project plan.  As shown previously, A, B, C, D E and F are the lists of activates that are essential in this project. Aside from this, the time involved and precedence involvement is listed in Appendix 3:             As indicated in the presented table in Appendix 3, the next figure shows network presentation of the details: Figure 1. Activity Network             In effect, the coordinates (A, 7), identify that the arc in query stand for activity A, whose time completion is 7 days. As indicated in the figure, there are lines or arrow that connects a specified activity to another activity and this is called path. As seen in this network analysis, determining the earliest event times, earliest finish times, latest event times and slack may add in finding the critical path for the lists of activities. For this, the critical path analysis is shown in Appendix 4. As determined in Appendix 4, the firm may reduce the completion time of the entire project.  They may also delay or reduce the completion times for some of the component activities.  And that process is called crashing of activities (Kuruppuarachchi, Mandal, & Smith, 2002).  With this process, a certain activity can be crashed, if it is on the critical path.        Cost Planning   Project cost management is the process of ensuring the project team has completed the whole project within the approval budget. It is the responsibility of the project manager to ensure the project is progressing well in term of cost estimating within the approval budget.  The project manager is also responsible to inform the top management and stakeholders on the progress report regarding the cost control on the project performance. There are main activities involves in the cost management project that includes cost monitoring and cost control.  These activities need to be thoroughly and carefully followed up based on the project requirement. In RM Software Co. Project cost management includes cost monitoring and cost control which will be shown in preceding sections. Actually, finding ways to reduce costs sometimes may be crucial to firms and is a necessity most of the time. The learning phenomenon and the learning curve offer opportunities for cost reduction programs in general and in the pre-project planning areas in particular. In the pre-project planning stage, the type of learning curve to be used subsequently may be affected by the level and content of organisational planning. More precisely, the more preplanning that is done in all aspects associated with the launching of a new IS, the lower the cost of the initial unit. With the cost of the initial unit being the starting point of the learning phenomenon, the lower it is through effective pre-project planning, the greater the savings generated by the resulting learning curve (Holzer & Riahi-Belkaoui 1986). RM Software Co. wants to make sure that they minimize cost with regards to IS implementation. RM Software Co. uses different strategies to reach this kind of desire that they believe can give companies benefits.  Different strategies are used that includes highly organized IS systems. RM Software Co. makes use of a highly organized system to minimize cost in their business procedures and also to enhance the “the Flexible Work Practices” of their employees. By engaging in an organized system RM Software Co. won’t have to worry about their business processes.   Cost Definition   A cost management system consists of a set of formal methods developed for planning and controlling an organization’s cost-generating activities relative to its short-term objectives and long-term strategies (Kinney, Prather-Kinsey & Raiborn 2006). The cost management information system, according to Hansen & Mowen (2005), is primarily concerned with producing outputs for internal users using inputs and processes needed to satisfy management objectives. The cost control system is not bound by externally imposed criteria that define inputs and processes. Instead, the criteria that govern the inputs and processes are set by the people in the company. Rayburn (1993) stated that the cost control system has three broad categories that provide information for: (1) costing out services, products and other objects of interest to management; (2) planning and control; and (3) decision-making. Since cost control is part of this report, it should be stressed that cost control should help managers decide what should be done, why should it be done, how should it be done, and how well it is being done. For example, information about the expected revenues and costs for a new product could be used as an input for target costing. At this stage, the expected revenues and costs may cover the entire life of the new product. Thus, projected costs of design, development, testing, production, marketing, distribution, and servicing would be essential information. With regards to this, Appendix 5 illustrates the detailed breakdowns of project procedures and its costs.   Cost Monitoring and Control   Cost monitoring involves allocating the overall cost estimate to the individual work items to establish a baseline for measuring performance to the budget project.  The main outputs of cost budgeting process are cost baseline, project funding requirements, requested changes and updates to the cost management plan. On the other hand, Cost Control involves in controlling changes to the project budget.  The main outputs of the cost control process are including the performance measurements, forecasted completion information, requested changes, recommended corrective action, update to the project management plan which include cost management plan, cost estimate, cost baseline and organization process assets. Cost Control implies for RM Software Co. are as follows: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	No overtime is allowed</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Cost estimation must be within 	approval budget</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	No addition staff to be employed</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Minimize cost changes if possible</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Any cost changes should be recorded 	and written in a report to be revised and review for corrective action if 	possible by the project manager</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> 	Any request changes that is compulsory 	need to be written in a report then send to the high authority for an 	approval</li> </ul> All cost changes should be informed to all stakeholders concerned by the project manager (see Appendix 5).   Earned Value Analysis   When running a project, it is important to understand the values and issues that workers have in order to address them and keep everyone on board for the duration of the project. Workers are not always keen to participate but engaging them at this early stage of the project will help ensure success. With respect to the success of the projects, the approach to arrive at a price base for the purpose of tender assessment must be considered.  From the presentation, several factors can be determined, which need improvement. Primarily, the contracts to be used in the projects must be appropriate, which suits the style and preferences of its employees. The management style of the project managers must then be given enough attention to ensure the organization and control of the tenderers. Function also includes organizing, which determines what needs to be done, how will it be done and who will do it, leading to directing and motivating all parties and resolving conflicts, controlling, and making sure that the organization has achieved its stated purpose (De Bono, 2005). In short, the scope in the project management entails the refreshing and reinforcing of the tasks and responsibilities of the project manager. Due to the problems and the target project plan that have been distinguished by RM Software Co., it is decided to create a plan in relation to project measures.             During the project, the activities are usually at various stages of completion; some on target, some ahead of plan, some behind plan, some on budget, some overspent and some under spent.  In this situation, it is extremely difficult to quantify the project’s overall status visually and it may be argued that a subjective assessment of the complex project is bound to be inaccurate. For this, Appendix 6 shows the Earned Value Progress Report of RM Software Co.             The status report indicates that overall the earned value BCWP 4,173.00 is behind of the planned progress 5,148.00 and if this continues the project should finish late.  If the project manager required more information they would look at the variance at the activity level and in this case would have closer look at analysis and implementation stage, which are considered behind.  This technique can be further refined by sorting out the critical activities.   Conclusion Based on previous the discussions, it is found out that planning is a key resource of the organization, together with people, finances and material assets. Apparently, the decision of creating business systems would create positive impact in the long-run.  However, the company still have to spend some large amount of money for the meantime for enhancement and transfer of information e.g. back-up and restoring devices. With this, instead of buying numbers of back-up and restoring devices or crashing of some activities, asking for time frame extension is the best decision that we could have. Thus, it is accepted to state that project plan is a business issue. The previous discussion revealed that through effective project planning management of the organization’s resources and systems, organization administrators can add value to the services delivered to customers by enhancing the flexibility of their employees, reduce risks in the organization’s business, reduce the costs of business development and service delivery and encourage improvement in internal business processes and external service implementation. On the other hand, it is recommended that when constructing systems, it is better to build a report that is ideal for a specific need then to make a report based on a predefined concession. Actually, the use of the quantities in decision-making model helps us to minimize mistakes.  Aside from the steps above, it is also recognized to list all the alternatives, identify future events that may occur, and construct a pay-off table in making effective decisions.             In relation to this, effective management and well-planned project implementation must be practiced to encourage teamwork and business progress. This can be done through effective communication, with good interpersonal, speaking, writing and listening skills. Aside from these, the organization can also seek professional help from IS professionals for additional guidance.   Recommendation   The modifications in management and innovations underwent by RM Software Co. allowed them to agree to serious development in development and strategy. From their need to handle with the business advancements, RM Software Co. is making plans of implementing systems for the work flexibility of their employees that will enhance services and increase the savings of the company. Basically, the opportunities before RM Software Co. are significant. To be able to cope with competition against other companies, RM Software Co. must therefore plan their actions properly and implement their plan immediately. However, given their intention for change, the company must not also forget the existence of technical and non-technical problems that they can encounter, such as choosing the software program itself, its compatibility with the organization’s system, budget, time and people. This is why, the adequate allocation of resources, including time and money must be planned accordingly to achieve success. Aside from giving importance to the value of project management, RM Software Co. should also specify their objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. In this process, an overall direction to the whole enterprise will be achieved. All in all it is very important that an organization should make a way in adjusting their management and styles to complement the differences and similarities of the project leaders, members and the organization as a whole that may catalyst the motivation among the members. Hence, the role of project management is crucial in making the organization achieved its goal of having a project team that contributes to the competitive advantage of the organization.   References: Arter, D, (2002). Quality Audits for Improved Performance. ASQ Quality Press; 3rd edition.   Badiru, A.B. (1993).Quantitative Models for Project Planning, Scheduling and Control. Quorum Books, Westport, CT.    Blair, GM (2009). Personal Time Management for Busy Managers, viewed 10 June, 2009, <http://www.see.ed.ac.uk/~gerard/Management/art2.html>.   Burke, R. (2003). Project Management: Planning and Control Techniques. (4th ed.). West Sussex, England: John Wiley & Sons.   Cicmil, S. (1997). “Achieving completeness through TQM principles and organisational learning”, The Learning Organization, MCB University Press, Vol. 4 No. 1.   Cleland, D.I. and Gareis, R. (Eds) (1994). Global Project Management Handbook, McGraw-Hill International Editions.   De Bono, S (2005). Assessing Managerial Attributes Case Study of Maltese Managers in the Service Industry, DBA Executive Summary.   Hansen, D & Mowen, M (2005). Cost Management: Accounting and Control, Thomas South-Western, Ohio.   Holzer, HP & Riahi-Belkaoui, A (1986). The learning curve: a management accounting tool, Quorum Books, Westport, CT.   Kinney, M, Prather-Kinsey, J & Raiborn, C (2006). Cost Accounting: Foundations and Evolutions, 6th edn, Thomson South-Western, Ohio.   Kuruppuarachchi, P.R., Mandal, P., and Smith, R. (2002). IT project implementation strategies for effective changes: a critical review. Logistics Information Management, Vol. 15, No.2; pp. 126-137 Rayburn, L (1993). Cost Accounting: Using a Cost management Approach, Irwin Publishing, Canada. Ward, JA (2009) Implementing Quality Initiatives in Information Systems, viewed 10 June, 2009, <http://www.jamesaward.com/implementing%20quality%20initiatives.htm>.         APPENDICES   Appendix 1.  Project Life-Cycle       Appendix  2. Project Plan and Timescales 		Classical Project Schedule 		(10 weeks) 		time frame (weeks) 		payment 		involved 		staff 		1st 		2nd 		3rd 		4th 		5th 		6th 		7th 		8th 		9th 		10th 		　 		PM* 		SA* 		AP* 		Project Kick-off 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		Signing the Agreement 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		30% 		Y 		　 		　 		Preparation of Project Plan 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		Y 		Y 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		Implementation Process 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		User Requirement Capture / 		Gap Analysis 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		20% 		Y 		Y 		　 		Programs Development 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		Y 		Y 		Y 		Training IT / User 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		Y 		Y 		Y 		User Acceptance Test 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		Y 		Y 		Y 		Parallel Run 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		30% 		Y 		Y 		Y 		Live Run　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		　 		20% 		Y 		Y 		Y * PM: Project Manager, SA: System Analyst, AP: Analyst Programmer       Appendix 3. Precedence Relation 			 			Activity 			 			Activity Time 			 			Preceding Activity <li class="MsoNormal"> 				 				Staff Recruitment for outdoor advertising </li> 			7 			days 			 			None <li class="MsoNormal"> 				 				Staff training for outdoor advertising </li> 			8 			days 			A 			 			C.Arrangement with the newspaper company 			1 			day 			 			None 			D.      			 			Newspaper advertising 			dry run 			7 			days 			C 			E. 			 			   Outdoor advertising 			Initial operation 			7 			days 			B 			F. 			 			   Outdoor and 			Newspaper advertising actual operation 			30 			days 			C, 			B     Appendix 4. Critical Path Analysis 			 			Events 			 			Activity (Tasks) 			 			Duration (Days) 			 			Earliest Start 			 			Earliest Finish 			 			Latest Start 			 			Latest Finish 			 			Slack 			 			Critical Path   		 			   			 		 			   			1,2 			A 			7 			0 			7 			0 			7 			0 			 			2,4 			B 			8 			7 			15 			7 			15 			0 			 			1,3 			C 			1 			0 			1 			0 			1 			0 			 			3,5 			D 			1 			1 			2 			21 			22 			20 			  			4,5 			E 			7 			15 			22 			15 			22 			0 			 			5,6 			F 			30 			22 			52 			22 			52 			0 			     Appendix 5.WBS Items and Costs   		WBS Items 		 		#Units/Hrs. 		 		 Cost/Unit/Hr 		 		 		 Subtotals 		 		 		WBS Level 1 		Totals 		 		% of Total 		1. Initiating 		 		  		 		  		 		  		 		$       		2,040.00 		 		0.669% 		1.1 Select 		Project Team 		 		0 		  		$                    -   		 		 $                   -   		 		  		 		  		1.2 Form 		Project Team 		 		0 		  		$                    -   		 		 $                   -   		 		  		 		  		1.3 Create A 		Project Proposal 		 		12 		 		 $            		100.00 		 		 $        		1,200.00 		 		  		 		  		1.4 Develop 		Project Charter 		 		24 		 		 		 $              35.00 		 		 $           		840.00 		 		  		 		  		2. Planning 		 		  		 		  		 		  		 		$     		23,200.00 		 		7.603% 		2.1 Hold 		Project Meeting 		 		88 		 		 $            		100.00 		 		 $        		8,800.00 		 		  		 		  		2.2 Create 		Team contract 		 		12 		 		 $            		100.00 		 		 $        		1,200.00 		 		  		 		  		2.3 Create 		Scope Statement 		 		12 		 		 $            		100.00 		 		 $        		1,200.00 		 		  		 		  		2.4 Create 		Project Plan 		 		36 		 		 $            		100.00 		 		 $        		3,600.00 		 		  		 		  		2.5 Create 		Communication Plan 		 		12 		 		 $            		100.00 		 		 $        		1,200.00 		 		  		 		  		2.6 Create 		Quality Assurance Plan 		 		12 		 		 $            		100.00 		 		 $        		1,200.00 		 		  		 		  		2.7 Create 		Transition Plan 		 		36 		 		 $            		100.00 		 		 $        		3,600.00 		 		  		 		  		2.8 Create 		Work Breakdown Structure 		 		12 		 		 $        		    100.00 		 		 $        		1,200.00 		 		  		 		  		2.9 Prepare 		Schedule And Cost Baseline 		 		12 		 		 $            		100.00 		 		 $        		1,200.00 		 		  		 		  		3. Analysis 		 		  		 		  		 		  		 		$     		31,530.00 		 		10.333% 		3.1 Conduct 		User Interviews 		 		120 		 		 		 $              75.00 		 		 $        		9,000.00 		 		  		 		  		3.2 Determine 		User Requirements 		 		144 		 		 		 $              90.00 		 		 $      		12,960.00 		 		  		 		  		3.3 Analysis 		Software Modules 		 		  		 		  		 		  		 		  		 		  		3.3.1 		Membership Module 		 		40 		 		 		 $              90.00 		 		 $        		3,600.00 		 		  		 		  		3.3.2 		Financial Module 		 		32 		 		 		 $              75.00 		 		 $        		2,400.00 		 		  		 		  		3.3.3 Report 		Module 		 		34 		 		 		 $              75.00 		 		 $        		2,550.00 		 		  		 		  		3.3.4 Mail 		Merge Module 		 		4 		 		 		 $              90.00 		 		 $           		360.00 		 		  		 		  		3.3.5 		Administration Module 		 		4 		 		 		 $              90.00 		 		 $           		360.00 		 		  		 		  		3.3.6 		Authorisation Module 		 		4 		 		 		 $              75.00 		 		 $           		300.00 		 		  		 		  		4. Design 		 		  		 		  		 		  		 		$     		53,640.00 		 		17.578% 		4.1 Design 		Software Modules 		 		  		 		  		 		  		 		  		 		  		4.1.1 		Membership Module 		 		16 		 		 		 $              75.00 		 		 $        		1,200.00 		 		  		 		  		4.1.2 		Financial Module 		 		8 		 		 		 $              75.00 		 		 $           		600.00 		 		  		 		  		4.1.3 Report 		Module 		 		12 		 		 		 $              75.00 		 		 $           		900.00 		 		  		 		  		4.1.4 Mail 		Merge Module 		 		4 		 		 		 $              75.00 		 		 $           		300.00 		 		  		 		  		4.1.5 		Administration Module 		 		4 		 		 		 $              75.00 		 		 $           		300.00 		 		  		 		  		4.1.6 		Authorisation Module 		 		4 		 		 		 $              75.00 		 		 $           		300.00 		 		  		 		  		4.2 Create 		Prototype 		 		156 		 		 		 $              90.00 		 		 $      		14,040.00 		 		  		 		  		4.3 Prototype 		Testing 		 		720 		 		 		 $              50.00 		 		 $      		36,000.00 		 		  		 		  		5. Testing 		 		  		 		  		 		  		 		$     		69,720.00 		 		22.848% 		5.1 Create 		Testing Plan 		 		296 		 		 		 $              90.00 		 		 $      		26,640.00 		 		  		 		  		5.2 Testing 		Function Points 		 		296 		 		 		 $              50.00 		 		 $      		14,800.00 		 		  		 		  		5.3 Debugs 		Function Points 		 		592 		 		 		 $              40.00 		 		 $      		23,680.00 		 		  		 		  		5.4 Testing 		Entire System 		 		40 		 		 		 $              75.00 		 		 $        		3,000.00 		 		  		 		  		5.5 Fix the 		Bugs for the Entire System 		 		40 		 		 		 $              40.00 		 		 $        		1,600.00 		 		  		 		  		6. 		Implementation 		 		  		 		  		 		  		 		$     		65,760.00 		 		21.550% 		6.1 Server/ 		Hardware Installed 		 		72 		 		 		 $              40.00 		 		 $        		2,880.00 		 		  		 		  		6.2 Software 		Installation 		 		48 		 		 		 $              40.00 		 		 $        		1,920.00 		 		  		 		  		6.3 Data 		Conversion 		 		24 		 		 		 $              40.00 		 		 $           		960.00 		 		  		 		  		6.4 Test 		Software 		 		144 		 		 		 $              40.00 		 		 $        		5,760.00 		 		  		 		  		6.5 Create 		Testing Report 		 		96 		 		 		 $              40.00 		 		 $        		3,840.00 		 		  		 		  		6.6 Staff 		Training 		 		  		 		  		 		  		 		  		 		  		6.6.1 Beginner 		 		576 		 		 		 $              75.00 		 		 $      		43,200.00 		 		  		 		  		6.6.2 Advanced 		 		144 		 		 		 $              50.00 		 		 $        		7,200.00 		 		  		 		  		7. Controlling 		 		  		 		  		 		  		 		$ 		      8,400.00 		 		2.753% 		7.1 		Documentation Report Presented 		 		240 		 		 		 $              35.00 		 		 $        		8,400.00 		 		  		 		  		8. Reserves 		(20% of total estimate) 		 		  		 		  		 		  		 		$     		50,858.00 		 		16.667% 		 		Total Project 		cost estimate 		 		  		 		  		 		  		 		$   305,148.00 		 		        Appendix 6. Earned Value Progress Report of RM Software Co. 		WBS Items 		Budgeted Cost 		for Work Schedule 		Percentage 		Complete 		Budgeted Cost 		for Work Performed 		Status 		1. Initiating 		 		,040.00 		 		 		0.67% 		 		,040.00 		 		Ontime 		2. Planning 		 		,200.00 		 		 		7.60% 		 		,200.00 		 		Ontime 		3. Analysis 		 		,530.00 		 		 		10.33% 		 		,135.00 		 		Behind 		4. Design 		 		,640.00 		 		 		17.58% 		 		,452.00 		 		Ahead 		5. Testing 		 		,720.00 		 		 		22.85% 		 		,720.00 		 		Ontime 		6. 		Implementation 		 		,760.00 		 		 		21.55% 		 		,368.00 		 		Behind 		7. 		Controlling 		 		,400.00 		 		 		2.75% 		 		,400.00 		 		Ontime 		8. Reserves 		(20% of total estimate) 		 		,858.00 		 		 		16.67% 		 		,858.00 		 		Ontime 		Total Project 		cost estimate 		 		5,148.00 		 		  		 		4,173.00 		 		Behind         Credit:ivythesis.typepad.com

The issues concerning time and cost management as part of project management practices within RM Software Co.

Project Management Executive Summary Project development is crucial to the development and progress of any organization. RM Sof...