Martin Construction is a family-owned construction subcontractor that has experienced significant revenue growth but declining profit margins on projects. There are several challenges impacting its financial performance and operations, including leadership turmoil, ineffective project estimation, procurement issues, and unclear roles. Strategies are proposed to address these concerns, such as appointing decisive leadership, diversifying estimation, streamlining procurement, defining roles, improving communication, and implementing KPIs and training. Financial analysis of Martin Construction's balance sheet and key ratios from 2011 to 2020 shows revenue growth but deteriorating ratios.
- India is one of the world's fastest growing economies and among the largest in terms of GDP. However, it has been facing sustained trade deficits since 1980 mainly due to high imports of crude oil, gold, machinery, and electronic goods.
- In 2014, Prime Minister Modi launched the "Make in India" campaign to transform India into a global manufacturing hub and attract foreign businesses to set up factories by improving ease of business and replacing red tape with incentives.
- The campaign aims to create jobs and boost manufacturing in 25 key sectors such as automobiles, food processing, textiles, IT, roads, and construction where India has strong growth potential and a favorable business environment for foreign investment.
The document is a summer internship report submitted by Sunil Kumar detailing his internship from July 6th to July 15th, 2017 at the L&T-SUCG JV Delhi construction site for Phase 3 of the Delhi Metro Rail project. The report provides an overview of the organizations involved in the project (L&T, DMRC, SUCG), safety policies, construction methodology used at the Vasant Vihar metro station site, and details of the internship activities including tunneling, shaft construction, and batching plant operations.
Lampes à incandescence, lampes économiques, néons, halogènes, LEDs... Le marché actuel propose un choix important de lampes. L’exposé répondra aux questions que le particulier peut se poser en matière d’éclairage. Quelle lampe pour quel usage? Comment économiser l’énergie tout en gardant le même confort lumineux? Quel sera l’éclairage de demain?
Food supply chain in india by ayush agrawalAyush Agrawal
India's food supply chain faces structural issues like a lack of adequate cold storage facilities, sheltered warehouses, and organized logistics. To overcome these problems, the document recommends increasing cold storage, encouraging third-party logistics players, and developing skills and research in logistics and supply chain management. It also outlines opportunities for India's food supply chain sector from the country's economic and demographic factors as well as emerging technologies.
We are providing the assignment help for all the subjects Globally. Our task specialists realize the fear that you experience when it comes to your Assignment Help For All Subjects. We providing solutions, PPTs, excel sheets and many more.
Visit our website:
https://www.moodlemonkey.com/
https://www.moodlemonkey.com/solution/
https://www.moodlemonkey.com/power-point-presentation/
https://www.moodlemonkey.com/about-us/
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
- India is one of the world's fastest growing economies and among the largest in terms of GDP. However, it has been facing sustained trade deficits since 1980 mainly due to high imports of crude oil, gold, machinery, and electronic goods.
- In 2014, Prime Minister Modi launched the "Make in India" campaign to transform India into a global manufacturing hub and attract foreign businesses to set up factories by improving ease of business and replacing red tape with incentives.
- The campaign aims to create jobs and boost manufacturing in 25 key sectors such as automobiles, food processing, textiles, IT, roads, and construction where India has strong growth potential and a favorable business environment for foreign investment.
The document is a summer internship report submitted by Sunil Kumar detailing his internship from July 6th to July 15th, 2017 at the L&T-SUCG JV Delhi construction site for Phase 3 of the Delhi Metro Rail project. The report provides an overview of the organizations involved in the project (L&T, DMRC, SUCG), safety policies, construction methodology used at the Vasant Vihar metro station site, and details of the internship activities including tunneling, shaft construction, and batching plant operations.
Lampes à incandescence, lampes économiques, néons, halogènes, LEDs... Le marché actuel propose un choix important de lampes. L’exposé répondra aux questions que le particulier peut se poser en matière d’éclairage. Quelle lampe pour quel usage? Comment économiser l’énergie tout en gardant le même confort lumineux? Quel sera l’éclairage de demain?
Food supply chain in india by ayush agrawalAyush Agrawal
India's food supply chain faces structural issues like a lack of adequate cold storage facilities, sheltered warehouses, and organized logistics. To overcome these problems, the document recommends increasing cold storage, encouraging third-party logistics players, and developing skills and research in logistics and supply chain management. It also outlines opportunities for India's food supply chain sector from the country's economic and demographic factors as well as emerging technologies.
We are providing the assignment help for all the subjects Globally. Our task specialists realize the fear that you experience when it comes to your Assignment Help For All Subjects. We providing solutions, PPTs, excel sheets and many more.
Visit our website:
https://www.moodlemonkey.com/
https://www.moodlemonkey.com/solution/
https://www.moodlemonkey.com/power-point-presentation/
https://www.moodlemonkey.com/about-us/
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
This document discusses whether "high performance" project management is possible. It notes that currently many projects fail to meet expectations, are over budget and schedule, and have unhappy stakeholders. The document then outlines some approaches that aim to improve project success rates, such as the OPM3 standard, which links projects to corporate strategy and defines processes for project, program and portfolio management. Implementing a methodology like OPM3 through assessment and process improvement could help organizations better deliver projects that meet requirements on time and budget with satisfied customers and stakeholders.
Stage I
Project Initiation
Project Planning
Project Execution
1
Lecture Notes on Chapter 3
The Project Manager
2
Objectives of the Lecture Notes
Recognize challenges facing the project manager.
Distinguish between functional and Project managers.
Verify responsibilities of project manager.
Identify attributes of effective project manager
slide3
The Project Manager
The project manager can be chosen and assigned as soon as the project is selected for funding,
This simplifies several start up activities
The project manager can be chosen later,
This makes things difficult
Senior management briefs the project manager
Project manager begins with a budget and schedule
As people are added these are refined
slide4
5
Functional Management
Vice President for Marketing
Agency Director
Sales
Marketing Research
Marketing Service
Group Administration
Functional Management
Department heads are usually functional specialists
They have the required technical skills to evaluate all members of their organization
Functional managers:
Decide who performs each task
Decide how the task is performed
Exercise a great deal of control over every aspect of the work that gets performed within their area
slide6
Project Management
7
Project manager
Finance
Procurement
Planning
Engineering
Quality
Manufacturing
Contracts
Procurement: is the acquisition of goods, services or works from an outside or external source.
Project Managers
Project managers are usually generalists
It would be very unusual for a project manager to have all the technical skills that are used on their projects
Project managers:
Rarely decide who performs each task
Lack the technical skills to evaluate much of the work performed on a particular project
Exercise control very little over most aspects of the work that gets performed on the project
slide8
Functional Manager VS
Project Manager
slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project
Comparing Functional & Project Managers
3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as facilitatorsresponsible for a small arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists
Comparing Functional & Project Managers
Functional managers need technical skills; project managers need negotiation skills
Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis
Integrating individual tasks withi.
IDENTIFICATION OF FACTORS CAUSING TIME AND COST OVERRUN IN CONSTRUCTION PROJE...IRJET Journal
The document discusses factors that cause time and cost overruns in construction projects in India. It begins by providing background on issues in the Indian construction industry related to delays and budget overruns. It then describes the methodology used in the study, which involved developing a questionnaire to survey project stakeholders on factors contributing to overruns. The results of the survey are analyzed to determine the most important factors. The top factors identified through a relative important index analysis include materials management issues, site conditions, inefficient works, contractor financial problems, and equipment/machinery challenges. In conclusion, the study aims to help construction managers avoid delays and overruns by understanding and managing the key risk factors.
Talking points agenda:
Why Project Management rules the world?
Why the demand for project professionals is extremely high?
Change through innovation in the form of project
The evident Question: Why managing projects is so Hard?
Learning objectives:
Through this session you will understand and learn the importance of soft skills rather than methodologies as well as “Balancing Project Management Hard Skills and Soft Skills.”
In our day today life we often need to manage project for various reasons. For efficiently
managing a project, project analysis, monitoring team development, controlling, Gantt chart,
critical paths, life cycles, consequences, administration panel are the crucial part. Project
administration is the craft of dealing with the undertaking and its deliverables with a perspective
to create completed items or administration. There are numerous routes in which a task can be
completed and the path in which it is executed is undertaking administration.
The document discusses management approaches for construction programs in India. It analyzes performance data from over 1,000 infrastructure projects valued at Rs. 14 lakh crores that experienced cost overruns, delays, and failed to meet stakeholder expectations due to a lack of effective program management. The paper proposes a new framework based on the Project Management Institute's Standard for Program Management to improve coordination across related projects and help deliver intended strategic benefits on time and budget. By managing construction initiatives as programs and addressing integration challenges and interdependencies, this approach aims to increase the probability of project success.
Does your Board exhibit good governance of project and change management?
Tuesday 22nd September 2015
Farnborough
APM Thames Valley branch and Governance Specific Interest Group
by Martin Samphire and Miles Dixon
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
This document discusses challenges with effectively leveraging lessons learned from past projects. It notes that while trillions are spent annually on projects globally, lessons learned systems often do not work well to avoid repeating mistakes. The document analyzes lessons learned data from over 50 organizations and 1,000 projects, finding issues like a lack of context, root cause analysis, and measurable actions. It argues for a more data-centric approach to link lessons to risks and enable different perspectives to utilize the information. The document provides an example of how Crossrail leveraged experience across similar projects.
How to save costs and Improve Major Project Delivery - Results of the 2020 Gl...LogiKal Projects
The document summarizes the key findings of the 2020 International Project Controls Survey. It found that 93% of successful projects placed a high importance on project controls. Projects are 30% more likely to succeed with highly skilled teams and 2x more likely to succeed when systems are fully integrated. The survey also found that 12% of projects have level 3 BIM maturity and 75% higher success rate for construction contractors regularly using 4D planning. The top takeaways are that integration of systems, process compliance, behaviors, leadership, and digitalization are key to project success.
Reinventing project management antonio nieto-rodriguez. 27th may 2021PMIUKChapter
In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large, after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey Governments’ have announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more than the response to the 2008–09 financial crisis.
We are witnessing the rise of projects as the main unit of work, as well as the essential model to deliver change and create value for individuals, organizations, and society at large. The move from a world driven by efficiency to a world driven by the change will have enormous consequences in terms of strategies, culture, organisational structure, competencies, compensations, etc.
Yet, today, about 70% of projects and strategies fail to deliver their objectives. We urgently need to step up and significantly increase the project and strategy implementation success rate. Considering that every year approximately 48 trillion US dollars are invested in projects, we fail to deliver trillions of benefits, value, and impact in organizations and society at large.
To achieve this incredible goal, project management and project managers will need to reinvent themselves into strategy implementation professionals, ... you will find out all the details during Antonio's keynote.
This document provides information about an assignment solving service called SMUSolvedAssignments. It lists the website and email address where students can get their assignments solved. Assignments from various subjects can be solved for Rs. 125 per subject or Rs. 700 for an entire semester. The document then provides sample assignments from various subjects like project management, project planning and scheduling, project finance and budgeting, and managing human resources in projects. These assignments cover topics like project charter, project selection, project budgeting, team development, and contract administration.
Analysts predict $3.5 trillion will be spent on IT projects worldwide in 2017, however for every $1 billion invested in the US, $122 million is wasted due to poor project performance. Three in ten major IT projects fail, and 75% of business executives expect their software projects to fail. Fewer than one third of projects are completed on time and on budget. Failed projects can damage brands, partnerships and morale while losing investments and opportunities. Proper project planning and management is needed to avoid these issues and failures.
This document summarizes a presentation on project governance. It introduces key concepts of governance including structure, roles, principles and case studies. It discusses the importance of governance, defines related terms, and outlines the roles of the project sponsor and governance board. Examples are given of both successful and failed governance through case studies. Attendees are encouraged to get involved with the Governance SIG to further their knowledge.
For Boards and their accidental sponsorsUNSW Canberra
1. The document discusses 6 guiding questions (6Q GovernanceTM) that boards and top managers can ask to better govern projects and ensure they implement strategy and create value.
2. The questions are: 1) What is the desired outcome? 2) How much change is required? 3) Who should be the sponsor? 4) How do we measure success? 5) Do we have the right culture? 6) Are we on track? Asking these questions can help address issues like benefits not being realized and lack of strategic alignment.
3. The document then provides more details on the first two questions, noting many projects lack clarity on
This document provides a project charter, communication plan, and risk and quality management plan for Go Green Landscaping, an eco-friendly landscaping company. The objectives are to receive funding, secure equipment, and hire staff to service the Hampton Roads area by June. Risks include not getting funding, contracts, or facing established competition. The communication plan involves weekly team meetings, emails, and a designated member handling stakeholder communication. Performance will be reported by the project team.
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
This document discusses whether "high performance" project management is possible. It notes that currently many projects fail to meet expectations, are over budget and schedule, and have unhappy stakeholders. The document then outlines some approaches that aim to improve project success rates, such as the OPM3 standard, which links projects to corporate strategy and defines processes for project, program and portfolio management. Implementing a methodology like OPM3 through assessment and process improvement could help organizations better deliver projects that meet requirements on time and budget with satisfied customers and stakeholders.
Stage I
Project Initiation
Project Planning
Project Execution
1
Lecture Notes on Chapter 3
The Project Manager
2
Objectives of the Lecture Notes
Recognize challenges facing the project manager.
Distinguish between functional and Project managers.
Verify responsibilities of project manager.
Identify attributes of effective project manager
slide3
The Project Manager
The project manager can be chosen and assigned as soon as the project is selected for funding,
This simplifies several start up activities
The project manager can be chosen later,
This makes things difficult
Senior management briefs the project manager
Project manager begins with a budget and schedule
As people are added these are refined
slide4
5
Functional Management
Vice President for Marketing
Agency Director
Sales
Marketing Research
Marketing Service
Group Administration
Functional Management
Department heads are usually functional specialists
They have the required technical skills to evaluate all members of their organization
Functional managers:
Decide who performs each task
Decide how the task is performed
Exercise a great deal of control over every aspect of the work that gets performed within their area
slide6
Project Management
7
Project manager
Finance
Procurement
Planning
Engineering
Quality
Manufacturing
Contracts
Procurement: is the acquisition of goods, services or works from an outside or external source.
Project Managers
Project managers are usually generalists
It would be very unusual for a project manager to have all the technical skills that are used on their projects
Project managers:
Rarely decide who performs each task
Lack the technical skills to evaluate much of the work performed on a particular project
Exercise control very little over most aspects of the work that gets performed on the project
slide8
Functional Manager VS
Project Manager
slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project
Comparing Functional & Project Managers
3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as facilitatorsresponsible for a small arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists
Comparing Functional & Project Managers
Functional managers need technical skills; project managers need negotiation skills
Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis
Integrating individual tasks withi.
IDENTIFICATION OF FACTORS CAUSING TIME AND COST OVERRUN IN CONSTRUCTION PROJE...IRJET Journal
The document discusses factors that cause time and cost overruns in construction projects in India. It begins by providing background on issues in the Indian construction industry related to delays and budget overruns. It then describes the methodology used in the study, which involved developing a questionnaire to survey project stakeholders on factors contributing to overruns. The results of the survey are analyzed to determine the most important factors. The top factors identified through a relative important index analysis include materials management issues, site conditions, inefficient works, contractor financial problems, and equipment/machinery challenges. In conclusion, the study aims to help construction managers avoid delays and overruns by understanding and managing the key risk factors.
Talking points agenda:
Why Project Management rules the world?
Why the demand for project professionals is extremely high?
Change through innovation in the form of project
The evident Question: Why managing projects is so Hard?
Learning objectives:
Through this session you will understand and learn the importance of soft skills rather than methodologies as well as “Balancing Project Management Hard Skills and Soft Skills.”
In our day today life we often need to manage project for various reasons. For efficiently
managing a project, project analysis, monitoring team development, controlling, Gantt chart,
critical paths, life cycles, consequences, administration panel are the crucial part. Project
administration is the craft of dealing with the undertaking and its deliverables with a perspective
to create completed items or administration. There are numerous routes in which a task can be
completed and the path in which it is executed is undertaking administration.
The document discusses management approaches for construction programs in India. It analyzes performance data from over 1,000 infrastructure projects valued at Rs. 14 lakh crores that experienced cost overruns, delays, and failed to meet stakeholder expectations due to a lack of effective program management. The paper proposes a new framework based on the Project Management Institute's Standard for Program Management to improve coordination across related projects and help deliver intended strategic benefits on time and budget. By managing construction initiatives as programs and addressing integration challenges and interdependencies, this approach aims to increase the probability of project success.
Does your Board exhibit good governance of project and change management?
Tuesday 22nd September 2015
Farnborough
APM Thames Valley branch and Governance Specific Interest Group
by Martin Samphire and Miles Dixon
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
This document discusses challenges with effectively leveraging lessons learned from past projects. It notes that while trillions are spent annually on projects globally, lessons learned systems often do not work well to avoid repeating mistakes. The document analyzes lessons learned data from over 50 organizations and 1,000 projects, finding issues like a lack of context, root cause analysis, and measurable actions. It argues for a more data-centric approach to link lessons to risks and enable different perspectives to utilize the information. The document provides an example of how Crossrail leveraged experience across similar projects.
How to save costs and Improve Major Project Delivery - Results of the 2020 Gl...LogiKal Projects
The document summarizes the key findings of the 2020 International Project Controls Survey. It found that 93% of successful projects placed a high importance on project controls. Projects are 30% more likely to succeed with highly skilled teams and 2x more likely to succeed when systems are fully integrated. The survey also found that 12% of projects have level 3 BIM maturity and 75% higher success rate for construction contractors regularly using 4D planning. The top takeaways are that integration of systems, process compliance, behaviors, leadership, and digitalization are key to project success.
Reinventing project management antonio nieto-rodriguez. 27th may 2021PMIUKChapter
In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large, after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey Governments’ have announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more than the response to the 2008–09 financial crisis.
We are witnessing the rise of projects as the main unit of work, as well as the essential model to deliver change and create value for individuals, organizations, and society at large. The move from a world driven by efficiency to a world driven by the change will have enormous consequences in terms of strategies, culture, organisational structure, competencies, compensations, etc.
Yet, today, about 70% of projects and strategies fail to deliver their objectives. We urgently need to step up and significantly increase the project and strategy implementation success rate. Considering that every year approximately 48 trillion US dollars are invested in projects, we fail to deliver trillions of benefits, value, and impact in organizations and society at large.
To achieve this incredible goal, project management and project managers will need to reinvent themselves into strategy implementation professionals, ... you will find out all the details during Antonio's keynote.
This document provides information about an assignment solving service called SMUSolvedAssignments. It lists the website and email address where students can get their assignments solved. Assignments from various subjects can be solved for Rs. 125 per subject or Rs. 700 for an entire semester. The document then provides sample assignments from various subjects like project management, project planning and scheduling, project finance and budgeting, and managing human resources in projects. These assignments cover topics like project charter, project selection, project budgeting, team development, and contract administration.
Analysts predict $3.5 trillion will be spent on IT projects worldwide in 2017, however for every $1 billion invested in the US, $122 million is wasted due to poor project performance. Three in ten major IT projects fail, and 75% of business executives expect their software projects to fail. Fewer than one third of projects are completed on time and on budget. Failed projects can damage brands, partnerships and morale while losing investments and opportunities. Proper project planning and management is needed to avoid these issues and failures.
This document summarizes a presentation on project governance. It introduces key concepts of governance including structure, roles, principles and case studies. It discusses the importance of governance, defines related terms, and outlines the roles of the project sponsor and governance board. Examples are given of both successful and failed governance through case studies. Attendees are encouraged to get involved with the Governance SIG to further their knowledge.
For Boards and their accidental sponsorsUNSW Canberra
1. The document discusses 6 guiding questions (6Q GovernanceTM) that boards and top managers can ask to better govern projects and ensure they implement strategy and create value.
2. The questions are: 1) What is the desired outcome? 2) How much change is required? 3) Who should be the sponsor? 4) How do we measure success? 5) Do we have the right culture? 6) Are we on track? Asking these questions can help address issues like benefits not being realized and lack of strategic alignment.
3. The document then provides more details on the first two questions, noting many projects lack clarity on
This document provides a project charter, communication plan, and risk and quality management plan for Go Green Landscaping, an eco-friendly landscaping company. The objectives are to receive funding, secure equipment, and hire staff to service the Hampton Roads area by June. Risks include not getting funding, contracts, or facing established competition. The communication plan involves weekly team meetings, emails, and a designated member handling stakeholder communication. Performance will be reported by the project team.
Export Procedures and Documentation Assinement.pdfJaspreet singh
The document provides a thorough exploration of the complexities involved in exporting goods and services across international borders. It covers essential topics such as export procedures, documentation requirements, and the critical role of regulatory compliance. Furthermore, a practical example scenario elucidating the export of construction machinery from India to the United States is included to provide practical context.
The project involved the construction of a steel bridge (OWG), a venture that demanded careful adherence to stringent contract conditions, precise timelines, and pivotal milestones. A detailed every facet of the project, ensuring alignment with the contractual obligations and work breakdown structure using MSP.
1) The document provides an analysis of different viewpoints on whether Fred Westen, the CEO of Hathaway Jones, should hire Mimi Brewster despite her controversial online history.
2) It summarizes the perspectives of Akash, Sourabh Dutta, Ram Naresh, and Jagat on factors to consider such as Mimi's qualifications, potential reputation risks, legal implications, and aligning the decision with company values and strategic goals.
3) Ultimately, the conclusion states Fred's decision will require balancing Mimi's qualifications and values with Hathaway Jones's long-term strategy and reputation in key markets like China.
Human Resources Practices and Policies at MGCPL.Assinment-01 (1).pdfJaspreet singh
This document presents an observational study of the human resources practices and policies at M G Contractors Pvt. Ltd. The study examines policies related to leave, employee relocation, working hours, dress code, attendance, and advances. It finds that the policies aim to balance business needs with employee well-being and satisfaction. The leave policy and relocation policy in particular help foster responsibility, reduce stress, and encourage acceptance of new opportunities. Adopting flexible working hours and a business casual dress code on weekends promotes a positive work culture and morale. Overall, the HR practices analyzed in the study appear to positively impact employee behavior and engagement in a way that benefits organizational performance.
Primavera is project management software that performs calculations to help project managers visualize activities, durations, dependencies, and generate critical paths, project durations, and estimated costs. It prepares useful Gantt charts and reports to help project managers execute projects and track completion percentages. Primavera is commonly used by civil, mechanical, and electrical engineers, and is often required for projects in the construction industry. It provides a single integrated solution for project management challenges like collaboration, real-time updates, analytics, and resource management.
Structural Analysis And Design is a structural analysis and design software. It includes tools for 3D modeling, analysis, and design of structures according to various international codes. The software was originally developed by Research Engineers International and later acquired by Bentley Systems. It allows engineers to generate models using different elements like frames, plates, and solids. Various types of structures like trusses, planes, and spaces can be modeled and analyzed. The software provides tools for assigning properties, loads, boundary conditions, and performing analysis to calculate member forces and deflections. The results can then be used for structural design of elements like beams, columns, slabs, and foundations.
RE-DEVELOPMENT WORKS AT EAST KIDWAI NAGAR, NEWJaspreet singh
This document provides an overview of an industrial training presentation on a redevelopment project by NBCC Limited in New Delhi, India. It summarizes the project details including the construction being divided into 5 packages, methodology used such as site clearance, excavation, laying of concrete, and quality control testing. The presentation also includes photos from the construction site and details of structural elements like columns, beams, and lifts.
The document discusses a six-month industrial training project completed by Jaspreet Singh at NBCC Limited in New Delhi from January to April 2015. It provides details about NBCC, including its areas of operations and landmark projects. It then describes the redevelopment works project at East Kidwai Nagar that Jaspreet worked on, including the location, accommodation blocks, construction methodology and quality control measures. The report documents Jaspreet's training experience and the benefits gained.
Re development works at east kidwai nagar, New DelhiJaspreet singh
This document provides an overview of an industrial training presentation on a redevelopment project by NBCC Limited in Kidwai Nagar East, Delhi from January to April 2015. It discusses the project scope and methodology, including site clearance, excavation, laying foundations, constructing columns, beams, slabs, lifts and stairs. It also describes quality control tests performed on materials like concrete, bricks and aggregates to ensure specifications are met. The presentation aimed to explain the construction process and quality standards for the redevelopment project.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Recycled Concrete Aggregate: A Solid Wealth
(Akshay Kaushal, Danish Malhotra, Jaspreet Singh, Leezu Goyal and Vivek Makkar)
Guru Nanak Dev Engineering College, Ludhiana, Punjab, India
- India generates a huge amount of construction and demolition (C&D) waste each year from new construction projects and demolition of old structures, estimated to be over 500 million tonnes annually. However, government estimates vary widely and fail to capture the full scale of the problem.
- Much of the C&D waste is illegally dumped by developers, polluting the environment. There is an urgent need for a national policy and standards for managing and recycling C&D waste. Some cities have initiated recycling but more capacity is needed.
- Standards do not clearly permit the use of recycled C&D waste in construction. Clarifying standards could boost recycling and use of recycled aggregates, addressing the problems of dumping and preserving natural resources
This document discusses alternative building materials that can be used instead of conventional materials. It begins by outlining the need for alternative materials due to increasing demand for housing and the environmental impacts of conventional materials. It then lists several alternative materials like hollow concrete blocks, fly ash bricks, rice husk ash, ferrocement, and plastic wood. For each material, it provides details on what it is and its advantages over conventional materials. Overall, the document promotes using alternative materials for construction to address housing needs in a more sustainable way.
This document provides an overview of flood causes, types, effects, and management in India. It discusses various structural and non-structural flood control measures used in the country. The key causes of flooding include heavy rainfall, snowmelt, wind, tidal effects, and infrastructure failures. Floods are classified based on duration as flash floods, slow-onset floods, and rapid-onset floods. They are also classified based on location as coastal, riverine, urban and other types of floods. Flood management involves both structural measures like dams, reservoirs, flood walls and non-structural measures like flood plain zoning, flood proofing and disaster relief. India is highly vulnerable to flooding due to the monsoon climate and flooding has increased
The document summarizes a redevelopment project at East Kidwai Nagar, New Delhi being undertaken by NBCC Limited. NBCC was awarded the project in 2012 to demolish 244 existing homes and construct 4,747 new homes of various types along with social infrastructure on the site. The total approved cost is Rs. 4,264 crores to be financed through commercial leasing. The project is divided into 5 packages and will be completed over 5 years. Present status updates include home evacuations and construction progress.
This document discusses various aspects of airport engineering and design. It begins by outlining the history of air transport development in India. It then defines key terms like airport, airfield, aerodrome and describes important airport components such as runways, terminals, taxiways, and control towers. The document also discusses factors that influence airport site selection and layout, including aircraft characteristics, wind patterns, and safety. It provides examples of different types of airports and concludes by covering topics like runway orientation, design, lighting and signage.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
1. National Institute of Construction Management and Research
(NICMAR), Pune
Executive Development Program in Project Management (EDP-PM)
Submitted to: Dr. T. K. Ganguli
Submitted by:
Mr Himanshu Sharma (Reg. No: 223-06-53-51470-2241)
Mr Jaspreet Singh (Reg. No: 223-05-53-51472-2241)
Mr Jagat Singh (Reg. No. 223-04-53-51447-2241)
Mr Ram Naresh (Reg. No. 223-06-53-51481-2241)
Mr Saurabh (Reg. No. 223-06-53-70001-2241)
Mr Akash Malik (Reg. No. 223-05-53-51464-2241)
ASSIGNMENT-1
CASELET – MARTIN CONSTRUCTION
&
Challenges Facing Martin Construction's Profit Margins and Operations
2. 1 | P a g e
Contents
1 Challenges Facing Martin Construction's Profit Margins and Operations: .........................................................2
2 Numerous Key Concerns and Hurdles Impacting the Firm's Operations and Financial Performance: ...............3
A. Leadership Turmoil and Struggles for Authority: ............................................................................................3
B. Ineffectual Project Estimation:........................................................................................................................3
C. Procurement Predicaments:............................................................................................................................3
D. Role Ambiguity and Site Oversight:.................................................................................................................3
3 Strategies to Revitalize Martin Construction's Operations: ................................................................................4
A. Financial Performance:....................................................................................................................................4
B. Leadership Enhancement:...............................................................................................................................4
C. Estimation Reinforcement:..............................................................................................................................4
D. Efficient Procurement: ....................................................................................................................................4
E. Roles and Responsibilities Clarity:...................................................................................................................4
F. Enhanced Communication: .............................................................................................................................4
G. Training and Skill Development:......................................................................................................................5
H. Key Performance Indicators (KPIs): .................................................................................................................5
4 Martin Construction Balance Sheet (Assumed data as of December 31, 2011 & 2020).....................................6
5 Financial Health and Performance for December 2011 & 2020:.........................................................................6
Current Ratio = Current Assets / Current Liabilities................................................................................................6
Liquid Ratio (Quick Ratio) = (Current Assets - Inventory) / Current Liabilities........................................................6
Debt-to-Equity Ratio = Total Liabilities / Total Equity.............................................................................................6
6 Standalone Balance Sheet GRIL as at 31 March 2022 .........................................................................................7
7 Standalone Statement of Profit and Loss for the year ended 31 March 2022 ....................................................8
8 Standalone Statement of Changes in Equity for the year ended March 31, 2022..............................................9
A EQUITY SHARE CAPITAL..................................................................................................................................9
B OTHER EQUITY ................................................................................................................................................9
9 Standalone Cash Flow Statement for the year ended March 31, 2022.............................................................10
10 StandaloneCashFlowStatement(contd.) for the year ended March 31, 2022.................................................11
A. NOTES:...........................................................................................................................................................11
11 Current Ratio, Liquid Ratio and Debt-Equity Ratio............................................................................................12
A. Current Ratio .................................................................................................................................................12
B. Liquid Ratio....................................................................................................................................................12
C. Debt-Equity Ratio ..........................................................................................................................................12
12 Financial Ratios Comparison: Martin Construction vs. GRIL (as of March 31, 2022)........................................13
3. 2 | P a g e
1 Challenges Facing Martin Construction's Profit Margins and
Operations:
Martin construction was a family owned fabrication subcontractor business that had grown
from $5 million in 2011 to $25 million in 2020. Overall profits of the company were
increasing however the concern was that the margins on projects were decreasing.
a) Since Martin senior died in July of 2018, Martin junior has tried unsuccessfully to
convince the family to let him sell the business. marti junior, as a company president,
has taken an average of eight days’ vacation per month for past year, although the
project managers are supposed to report to Martin, they appear to be calling their shots
and are in continuous struggle to power
b) The estimating department consists of one man, john who estimated all jobs. The
success rate of getting a project is 1 in 7. Once a job is won, a project manager is
selected and is told that he must perform the job within the proposed estimates. Project
managers are not involved in proposal estimates. They are required however to provide
feedback to the estimator so that standards can be updated. This very seldom happens
because of the struggle for power. The project managers are afraid that the estimator
might be next in line for executive promotion since he is a god friend of Martin.
c) The procurement function reports to Martin junior. Once the items are ordered, the
project manager assumes procurement responsibility. Several times in the past, the
project manager has been forced to spend hour after hour trying to overcome
shortages or simply to track down raw materials. Most project managers estimate that
approximately 35% of their time involves procurement.
d) Site superintendents believe they are the true project managers, or a least at the same
level. The superintendents are very unhappy about not being involved in procurement
function and therefore look for ways to annoy the project managers. it appears that the
more time the project manager spends at the site the longer the work takes the
feedback of information to the home office is also distorted.
Comment on following reading above:
1 Although the gross profit had increased the profit margin per project is declining
what is going wrong in Martin construction?
2 Suggest remedied to put Martin construction on track.
Martin Construction is a family-owned subcontractor business that experienced significant
revenue growth from $5 million in 2011 to $25 million in 2020. However, despite the
increase in overall profits, there is a concern about declining profit margins on individual
4. 3 | P a g e
projects.
2 Numerous Key Concerns and Hurdles Impacting the Firm's
Operations and Financial Performance:
A. Leadership Turmoil and Struggles for Authority:
The passing of Martin senior in 2018 has left a void in leadership, and Martin junior's
unsuccessful efforts to divest the company signal a lack of clear direction.
Martin junior's frequent absences from his role as company president have created a void
in leadership, resulting in project managers taking matters into their own hands and
embarking on an ongoing contest for control.
B. Ineffectual Project Estimation:
The estimating department relies exclusively on a single estimator, John, with a meager
success rate of 1 in 7 in securing projects.
Project managers are excluded from the proposal estimation process but are responsible
for executing projects within the provided estimates.
The power struggle and concerns of favoritism towards the estimator have impeded
constructive feedback and communication between project managers and the estimating
department.
C. Procurement Predicaments:
The procurement function, initially overseen by Martin junior and subsequently delegated
to project managers, has resulted in inefficiencies.
Project managers invest a significant portion of their time in procurement-related tasks,
including surmounting material shortages and monitoring raw materials, diverting their
focus from project execution.
D. Role Ambiguity and Site Oversight:
Site superintendents perceive themselves as the primary project managers or at least
operating at an equal level, leading to role ambiguity and coordination issues.
This ambiguity has engendered disputes concerning procurement responsibilities, with
superintendents seeking to undermine project managers.
The time project managers dedicate to on-site activities negatively impacts project
timelines and hinders communication with the home office.
In summary, despite the substantial revenue growth that Martin Construction has
experienced over time, there exist significant challenges concerning leadership, authority
struggles, project estimation, procurement, and role definition that are adversely affecting
5. 4 | P a g e
the company's financial performance and operational efficiency. Addressing these
concerns is imperative for ensuring the company's long-term success and viability."
3 Strategies to Revitalize Martin Construction's Operations:
A. Financial Performance:
Adhere to Industry Standards: Align profit margins with industry benchmarks, considering
market conditions and project complexities.
B. Leadership Enhancement:
Appoint a Decisive Leader: Empower Martin junior or Appoint a decisive leader to
resolve internal power struggles and enhance decision-making.
Executive Coaching: Consider providing executive coaching to Martin Junior to equip
him with the skills needed to lead effectively.
C. Estimation Reinforcement:
Diversify Estimation: Expand the estimating department by hiring more estimators or
utilizing estimation software to enhance bid accuracy and success rates.
Collaborative Estimation: Incorporate inputs from project managers into the estimation
process to improve cost accuracy, following industry standards.
D. Efficient Procurement:
Establish a Dedicated Procurement Division: Create a dedicated procurement
department or assign procurement responsibilities to a designated role.
Streamlined Procurement: Implement efficient procurement procedures, foster vendor
relationships, and employ inventory management systems to free up project managers'
time.
E. Roles and Responsibilities Clarity:
Define and Communicate Roles: Clearly articulate and communicate the roles and
responsibilities of project managers, estimators, and site superintendents.
Focus on Expertise: Ensure project managers concentrate on project execution and
reporting, while estimators handle estimation duties, adhering to industry norms.
F. Enhanced Communication:
Foster Regular Communication: Encourage consistent communication and feedback
loops among project managers, estimators, and procurement staff to enhance project
management and minimize conflicts.
Corporate Communication Standards: Institute corporate communication standards
6. 5 | P a g e
and maintain project information management throughout the project lifecycle, as per
industry standards.
G. Training and Skill Development:
Invest in Training: Provide training and development opportunities for project managers
to enhance their expertise in project execution, cost control, and effective communication.
Corporate HR Function: Assign the responsibility for training and employee skill
development to a dedicated corporate HR function, in line with industry practices.
H. Key Performance Indicators (KPIs):
KPI Implementation: Introduce Key Performance Indicators (KPIs) to monitor the
performance and health of each project, aligning with industry best practices.
By implementing these strategic measures, Martin Construction can regain control over its
projects, enhance profit margins, and cultivate a more efficient and collaborative work
environment. This approach will foster sustainable growth and competitiveness within the
construction industry."
7. 6 | P a g e
4 Martin Construction Balance Sheet (Assumed data as of
December 31, 2011 & 2020)
Items 2011 ($ Million) 2020 ($ Million)
A. Assets
Current Assets $2.5 $12.5
- Cash $0.5 $2.5
- Accounts Receivable $1 $5
- Inventory $1 $5
Non-Current Assets $2.5 $12.5
- Property, plant, and equipment $2 $10
- Long-term investments $0.5 $2.5
Total Assets $5 $25
B. Liabili es
Current Liabili es $1 $5
- Accounts Payable $0.5 $2.5
- Short-term debt $0.5 $2.5
Long-Term Liabili es $1 $5
- Long-term debt $1 $5
Total Liabili es $2 $10
C. Shareholders' Equity
Owner’s Equity (adjusted for 2020) $3 $9
Total Equity $3 $9
5 Financial Health and Performance for December 2011 & 2020:
Year Current Ratio Liquid Ratio (Quick
Ratio)
Debt-to-Equity
Ratio
2011 2.5 1.5 0.67
2020 2.5 1.5 1.11
Current Ratio = Current Assets / Current Liabilities
Liquid Ratio (Quick Ratio) = (Current Assets - Inventory) / Current Liabilities
Debt-to-Equity Ratio = Total Liabilities / Total Equity
8. 7 | P a g e
6 Standalone Balance Sheet GRIL as at 31 March 2022
` in Lakhs
Ref
Note No.
As at
31 March 2022
As at
31 March 2021
Assets
Non-current assets
(a) Property, plant and equipment 4 1,45,282.08 1,31,337.41
(b) Capital work-in-progress 4 5,937.05 5,547.79
(c) Other intangible assets 4 227.55 383.81
(d) Right of use assets
(e) Financial assets
32 2,953.76 2,793.34
(i) Investments 5 30,550.06 24,560.73
(ii) Loans 6 99,948.92 99,292.23
(iii) Other financial assets 7 2,188.67 2,379.35
(f) Tax assets 8 2,285.27 2,016.41
(g) Other non-current assets 9 6,931.79 5,971.88
Total Non-Current Assets 2,96,305.15 2,74,282.95
Current assets
(a) Inventories
(b) Financial assets
10 1,02,179.84 1,05,842.20
(i) Investments 5 1,812.44 11,803.95
(ii) Trade receivables 11 71,553.66 89,755.40
(iii) Cash and cash equivalents 12 10,858.64 16,596.65
(iv) Bank balances other than (iii) above 12 33,644.32 37,558.51
(v) Loans 6 - 74.73
(vi) Other financial assets 7 3,825.80 3,206.19
(c) Other current assets 9 1,51,156.06 96,323.29
Total Current Assets 3,75,030.76 3,61,160.92
Assets classified as held for sale 49 - 330.70
Total Assets 6,71,335.91 6,35,774.57
Equity and liabilities
Equity
(a) Equity share capital 13 4,834.46 4,834.46
(b) Other equity 14 4,31,520.84 3,55,608.20
Total Equity 4,36,355.30 3,60,442.66
Liabilities
Non-current liabilities
(a) Financial liabilities
(i) Borrowings 15 62,161.62 60,770.98
(ii) Lease liabilities 32 2,137.93 2,189.52
(iii) Other financial liabilities 16 33.81 188.56
(b) Deferred tax liabilities (net) 31 4,384.45 6,378.86
Total Non-Current Liabilities 68,717.81 69,527.92
Current liabilities
(a) Financial liabilities
(i) Borrowings 17 48,037.00 74,340.06
(ii) Lease liabilities 32 1,025.64 795.34
(iii) Trade payables 18
(a) Total outstanding dues of micro enterprises and small enterprises 7,664.59 5,266.15
(b) Total outstanding dues of creditors other than micro and small enterprises 64,021.84 67,019.23
(iv) Other financial liabilities 16 24,623.48 23,033.91
(b) Other current liabilities 19 15,475.68 31,705.93
(c) Provisions 20 4,742.62 2,827.32
(d) Current tax liabilities (net) 21 671.95 816.05
Total Current Liabilities 1,66,262.80 2,05,803.99
Total Liabilities 2,34,980.61 2,75,331.91
Total Equity and Liabilities 6,71,335.91 6,35,774.57
Summary of significant accounting policies 2.2
The accompanying notes are an integral part of these standalone financial statements
As per our report of even date
9. 8 | P a g e
7 Standalone Statement of Profit and Loss for the year ended 31
March 2022
` in Lakhs
Particulars
Ref
Note No.
Year ended
31 March 2022
Year ended
31 March 2021
I Income
(a) Revenue from operations 22 7,91,917.53 7,24,445.50
(b) Other income 23 13,240.21 12,748.84
Total income 8,05,157.74 7,37,194.34
II Expenses
(a) Cost of materials consumed 24 31,506.81 11,129.80
(b) Construction expenses 25 5,62,191.14 5,27,875.07
(c) Changes in inventories 26 (618.22) (436.96)
(d) Employee benefits expense 27 58,641.57 45,481.85
(e) Finance costs 28 12,686.69 13,957.59
(f) Depreciation and amortisation expenses 29 28,163.01 22,683.88
(g) Other expenses 30 12,090.74 9,357.93
Total expenses 7,04,661.74 6,30,049.16
III Profit before exceptional item and tax (I-II) 1,00,496.00 1,07,145.18
IV Exceptional item 49 308.29 -
V Profit before tax (III-IV) 1,00,187.71 1,07,145.18
VI Tax expense: 31
(a) Current tax 26,647.62 28,885.01
(b) Adjustment of tax related to earlier periods (554.60) 252.63
(c) Deferred tax (credit) (1,986.85) (53.38)
Total tax expenses 24,106.17 29,084.26
VII Net profit for the year (V-VI) 76,081.54 78,060.92
VIII Other comprehensive income ("OCI")
Items that will not be reclassified to profit or loss in subsequent
periods (net of tax)
(a) Remeasurements (loss) on the defined benefit plans 34 (194.58) (354.45)
(b) Fair valuation gain on equity instruments through OCI 18.12 82.23
(c) Income tax relating to above 31 7.56 30.09
Net other comprehensive income not to be reclassified to profit or
loss in subsequent periods
(168.90) (242.13)
IX Total Comprehensive Income for the year, net of tax (VII+VIII) 75,912.64 77,818.79
Earnings per share [Face value of share ` 5 (31 March 2021 : ` 5) each]
Basic and Diluted earnings per share (in `) 33 78.69 80.51
Summary of significant accounting policies 2.2
The accompanying notes are an integral part of these standalone financial statements
As per our report of even date
10. 9 | P a g e
8 Standalone Statement of Changes in Equity for the year ended
March 31, 2022
A EQUITY SHARE CAPITAL
Equity shares of ` 5 each issued, subscribed and fully paid (refer note 13)
` in Lakhs
As as at 1 April 2020 9,69,62,220 4,848.12
Add/(Less): Changes in Equity Share Capital due to prior period errors - -
Add/(Less): Changes during the year (2,73,210) (13.66)
As at 31 March 2021 9,66,89,010 4,834.46
As at 1 April 2021 9,66,89,010 4,834.46
Add/(Less): Changes in Equity Share Capital due to prior period errors - -
Add/(Less): Changes during the year - -
As at 31 March 2022 9,66,89,010 4,834.46
B OTHER EQUITY ` in Lakhs
Reserves and surplus
Items of Other
Particulars
Securities
Capital
Retained
Premium
Redemption
Earnings (refer
Comprehensive
Income (OCI)
Total
(refer note 14)
Reserve (refer
note 14)
note 14)
(refer note 14)
Balance as at 1 April 2020 5,655.87 412.19 2,71,750.00 33.50 2,77,851.56
Changes in accounting policy or prior period errors - - - - -
Profit for the year - - 78,060.92 - 78,060.92
Remeasurements (loss) on the defined benefit plans - - (324.30) - (324.30)
Fair valuation gain on equity instruments through OCI - - - 82.17 82.17
Transfer to capital redemption reserve on buy back of (137.97) 137.97 - - -
equity shares (refer note 14)
Total comprehensive income for the year (137.97) 137.97 77,736.62 82.17 77,818.79
Transactions with owners, recorded directly in equity
Reversal of Securities premium amount utilised for
Issue of equity shares as bonus shares to GRIL
Welfare Trust during the year ended 31 March 2017,
due buy back of these shares (refer note 14)
(62.15) - - - (62.15)
Total transactions with owners (62.15) - - - (62.15)
As at 31 March 2021 5,455.75 550.16 3,49,486.62 115.67 3,55,608.20
Balance as at 1 April 2021 5,455.75 550.16 3,49,486.62 115.67 3,55,608.20
Changes in accounting policy or prior period errors - - - - -
Profit for the year - - 76,081.54 - 76,081.54
Remeasurements (loss) on the defined benefit plans - - (145.61) - (145.61)
Fair valuation gain on equity instruments through OCI - - - (23.29) (23.29)
Total comprehensive income for the year - - 75,935.93 (23.29) 75,912.64
As at 31 March 2022 5,455.75 550.16 4,25,422.55 92.38 4,31,520.84
The accompanying notes are an integral part of these standalone financial statements
As per our report of even date
Particulars
Number of
shares
Amount
11. 10 | P a g e
9 Standalone Cash Flow Statement for the year ended March 31,
2022
` in Lakhs
Particulars
Year ended
31 March 2022
Year ended
31 March 2021
A. Cash flows from operating activities
Profit before tax 1,00,187.71 1,07,145.18
Adjustment to reconcile profit before tax to net cash flows:
Depreciation and amortisation expenses 28,163.01 22,683.88
Provision for doubtful debts 2,183.10 -
Liabilities no longer payable written back (96.18) (712.18)
Exceptional items 308.29 -
Interest income (10,873.43) (10,110.19)
Gain on sale of liquid investments (165.95) (42.81)
Fair value on financial assets measured at FVTPL (18.71) (195.39)
Unrealised foreign exchange loss / (gain) (net) (108.78) (493.43)
Loss/(profit) on sale of items of property, plant and equipment (net) (7.22) 344.45
Finance costs 12,686.69 13,957.59
Operating Profit before Working Capital changes 1,32,258.53 1,32,577.10
Working capital adjustments :
(Increase) in financial and non-financial assets (55,100.73) (29,749.30)
Decrease / (increase) in inventories 3,662.36 (29,005.11)
Decrease / (increase) in trade receivables 16,018.63 (7,571.03)
(Decrease) / increase in trade payables (598.95) 16,584.46
(Decrease) in provisions, financial and non-financial liabilities (13,676.01) (13,959.27)
Cash generated from operating activities 82,563.83 68,876.85
Direct tax paid (net, of refunds) (26,505.98) (26,888.74)
Net Cash generated from operating activities 56,057.85 41,988.11
B. Cash Flows from Investing Activities
Payments for purchase of items of property, plant and equipment and other
intangible assets
(43,464.25) (51,484.11)
Proceeds from sale of items of property, plant and equipment and other intangible assets 1,198.06 748.66
Loans given (31,605.38) (40,642.96)
Loans received (including subordinate debt) 39,592.04 11,268.77
Investment in subsidiary companies (6,304.00) (953.00)
Proceeds from sale of investment in subsidiary companies 22.41 -
Investment in liquid mutual funds (net) 10,165.93 (9,926.36)
(Redemptions) / Investments in bank deposits (net) 3,957.28 (4,561.94)
Interest received 2,710.16 3,029.43
Net Cash (used in) investing activities (23,727.75) (92,521.51)
C. Cash Flows from Financing Activities
Payment to shareholders due to buy-back of equity shares - (137.97)
Proceeds from non-current borrowings 45,400.00 52,400.00
Repayment of non-current borrowings (48,820.77) (50,187.61)
Proceeds / (repayment) of current borrowings (net) (23,335.79) 26,067.46
Repayment of lease liabilities (1,644.31) (1,304.18)
Interest paid (9,667.24) (10,914.75)
Net cash (used in) / generated from financing activities (38,068.11) 15,922.95
Net (Decrease) in cash and cash equivalents (A+B+C) (5,738.01) (34,610.45)
Cash and cash equivalents at the beginning of the year 16,596.65 51,207.10
Cash and cash equivalents at the end of the year 10,858.64 16,596.65
12. 10 Standalone Cash Flow Statement (contd.) for the year ended
March 31, 2022
A. NOTES:
Components of cash and cash equivalents (refer note 12)
` in Lakhs
Particulars
As at
31 March 2022
As at
31 March 2021
Cash on hand 57.62 74.42
Balance with banks 8,195.20 11,736.17
in current account 1,983.73 4,739.12
Demand drafts on hand 0.50 16.15
Deposits with original maturity of less than three months 621.59 30.79
Cash and cash equivalents at end of the year 10,858.64 16,596.65
The above Standalone Statement of Cash Flows has been prepared under the “Indirect
Method” as set out in Indian
Accounting Standard (Ind AS) - 7 “Statement of Cash Flows”.
Changes in liabilities arising from financing activities in terms of Ind AS 7:
` in Lakhs
Particulars
As at
01 April 2021
Net cash flow Others
As at
31 March 2022
Non-current borrowings (including current 1,06,300.07 (12,223.26) 10,646.63 1,04,723.44
maturities and interest)
Current borrowings (including interest) 28,810.97 (24,200.54) 864.75 5,475.18
Lease liabilities 2,984.86 (1,644.31) 1,823.02 3,163.57
Total 1,38,095.90 (38,068.11) 13,334.40 1,13,362.19
` in Lakhs
Particulars
As at
01 April 2020
Net cash flow Others
As at
31 March 2021
Other represent interest accrued, other borrowing cost and lease liabilities addition
during the year.
1 Interest paid includes interest payment on lease obligation `506.49 lakhs (March 31, 2021 : `
278.80 lakhs).
2 Figures in brackets represent outflows.
13. 11 Current Ratio, Liquid Ratio and Debt-Equity Ratio.
From the above attached Financial Statement of GRIL we will calculate Some
Comparing the ratios to compare the both companies. We will calculate Current Ratio,
Liquid Ratio and Debt-Equity Ratio.
A. Current Ratio
The current assets for the year ended March 31, 2022 is ₹3,75,030.76 lakhs and the
current liabilities is ₹1,66,262.80 lakhs.
Current Ratio = ₹3,75,030.76 lakhs / ₹1,66,262.80 lakhs = 2.26
Therefore, the current Ratio is 2.26.
B. Liquid Ratio
To calculate the Liquid Ratio, we need the values of liquid assets and current liabilities.
Liquid Ratio = Liquid Assets / Current Liabilities
From the given information in [5], the cash and cash equivalents at the end of the year
is ₹10,858.64 lakhs.
Liquid Assets = Cash and Cash Equivalents = ₹10,858.64 lakhs
Using the same value for current liabilities from the previous calculation, the Liquid
Ratio can be calculated as:
Liquid Ratio = ₹10,858.64 lakhs / ₹1,66,262.80 lakhs = 0.0654
Therefore, the Liquid Ratio is 0.0654
C. Debt-Equity Ratio
To calculate the Debt-Equity Ratio, we need the values of total liabilities and total equity.
Debt-Equity Ratio = Total Liabilities / Total Equity
From the given information in , the total liabilities for the year ended March 31, 2022 is
₹2,34,980.61 lakhs and the total equity is ₹4,36,355.30 lakhs.
Debt-Equity Ratio = ₹2,34,980.61 lakhs / ₹4,36,355.30 lakhs = 0.539
Therefore, the Debt-Equity Ratio is 0.539
14. 12 Financial Ratios Comparison: Martin Construction vs. GRIL (as
of March 31, 2022)
Comparing these data points and ratios against industry benchmarks or piers we can
provide valuable insights into a company's financial performance, stability, and growth
prospects in comparative prospect.
Comparing the ratios:
Ratio Martin
Construction
(2020)
Martin
Construction
(2011)
GRIL (2022)
Current Ratio 2.5 2.5 2.26
Liquid Ratio 1.5 1.5 0.0654
Debt-Equity Ratio 1.11 0.67 0.54
Current Ratio: The other company has a higher current ratio (2.26)
compared to Martin Construction in both 2020 (2.5) and 2011 (2.5). A higher
current ratio indicates better short-term liquidity and ability to cover current
obligations.
Liquid Ratio: Martin Construction has higher liquid ratios in both 2020 (1.5)
and 2011 (1.5) compared to the other company (0.0654). A higher liquid ratio
suggests a better ability to meet short-term liabilities using the most liquid
assets. On the other hand, GRIL's liquid ratio is significantly lower at 0.0654,
indicating a potential liquidity issue, especially when excluding inventory from
current assets.
Debt-Equity Ratio: Comparing these ratios, it's evident that Martin
Construction increased its reliance on debt between 2011 and 2020. This
increase might have been due to various factors.
Both companies have a relatively low debt-equity ratio, indicating a conservative
approach to financing. Martin Construction's debt-equity ratio is 1.11 in 2020, while
GRIL's ratio is 0.54, suggesting that GRIL has a higher proportion of debt in its capital
structure compared to Martin Construction.
"In summary, based on the assumed data points, Martin Construction seems to have a
stronger liquidity position and a slightly higher debt burden compared to GRIL.
However, it's crucial to note that these calculations are assumed. For a more accurate
and comprehensive comparison, it is essential to conduct a thorough analysis
considering other financial metrics, industry benchmarks, and the companies' overall
strategies and market conditions. Furthermore, if Martin Construction's actual financial
data were provided with the case study, it would allow for a more in-depth analysis,
providing valuable insights to understand the company's position better."