The main aim of this research study was to investigate the causes of illegal migrationn and its impacts in the
returnees who are living in Woliso town. To achieve these objectives, qualitative methods and Semi-structured in
depth interviews were held with a total of 25 women participants. Descriptive phenomenology was the approach
employed for conducting this study. The purposive sampling technique was used to select 25 returnees of illegal
emigrant f The Primary information was collected mainly from the migrants, Labour
and Social affairs office. Phenomenological method of analysis for study was used to analyze the data obtained
from the participants. The findings of the study revealed that there are a variety of contributory factors that led to
the emergence of migrant women from Ethiopia to Middle East countries. The result showed that the major factors
contributing to the migration and vulnerability of Ethiopian women to illegal emigration are lack of employment,
poverty, lack of prospects, the search for better opportunities and income to support themselves and their families
and economic insecurity as the probable cause of this migration.
The main aim of this research study was to investigate the causes of illegal migrationn and its impacts in the
returnees who are living in Woliso town. To achieve these objectives, qualitative methods and Semi-structured in
depth interviews were held with a total of 25 women participants. Descriptive phenomenology was the approach
employed for conducting this study. The purposive sampling technique was used to select 25 returnees of illegal
emigrant f The Primary information was collected mainly from the migrants, Labour
and Social affairs office. Phenomenological method of analysis for study was used to analyze the data obtained
from the participants. The findings of the study revealed that there are a variety of contributory factors that led to
the emergence of migrant women from Ethiopia to Middle East countries. The result showed that the major factors
contributing to the migration and vulnerability of Ethiopian women to illegal emigration are lack of employment,
poverty, lack of prospects, the search for better opportunities and income to support themselves and their families
and economic insecurity as the probable cause of this migration.
Project cost management ,cost estimation cost control and evm for large epc projects and is essential for knowing the cost parameters for all construction engineers.
- Cost is one of 3 Triple constraints of the project. Managing costs of the project is very crucial and hardest part of the project. It spans across all phases of the project right from conception to closure of the project.
- Cost Management is not just controlling “Costs”; it involves definitive planning and preparing budgets. Collecting cost associated data. Comparing the data to prepared budgets and taking appropriate actions when needed.
- The process involved in estimating, budgeting, and controlling cost so that the project can be completed within approved budget.
- Value analysis (value engineering)
• Looking at less costly way to do the same work within the same scope
Online PMP Training Material for PMP Exam - Cost Management Knowledge AreaGlobalSkillup
Cost Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
As a part of PMP training here are the slides of project cost management part 1 presented by Skillogic Knowledge Solutions.
If you are looking for PMP training in Chennai, Bangalore, Delhi, Pune, Hyderabad and Mumbai, visit Skillogic.
Understand the importance of project cost Organization.
Explain basic project cost Organization principles, concepts, and terms.
Discuss different types of cost estimates and methods for preparing them.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Online blood donation management system project.pdfKamal Acharya
Blood Donation Management System is a web database application that enables the public to make online session reservation, to view nationwide blood donation events online and at the same time provides centralized donor and blood stock database. This application is developed
by using ASP.NET technology from Visual Studio with the MySQL 5.0 as the database management system. The methodology used to develop this system as a whole is Object Oriented Analysis and Design; whilst, the database for BDMS is developed by following the steps in Database Life Cycle. The targeted users for this application are the public who is eligible to donate blood ,'system moderator, administrator from National Blood Center and the staffs who are working in the blood banks of the participating hospitals. The main objective of the development of this application is to overcome the problems that exist in the current system, which are the lack of facilities for online session reservation and online advertising on the nationwide blood donation events, and also decentralized donor and blood stock database. Besides, extra features in the system such as security protection by using password, generating reports, reminders of blood stock shortage and workflow tracking can even enhance the efficiency of the management in the blood banks. The final result of this project is the development of web database application, which is the BDMS.
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- Cost is one of 3 Triple constraints of the project. Managing costs of the project is very crucial and hardest part of the project. It spans across all phases of the project right from conception to closure of the project.
- Cost Management is not just controlling “Costs”; it involves definitive planning and preparing budgets. Collecting cost associated data. Comparing the data to prepared budgets and taking appropriate actions when needed.
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Online PMP Training Material for PMP Exam - Cost Management Knowledge AreaGlobalSkillup
Cost Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
As a part of PMP training here are the slides of project cost management part 1 presented by Skillogic Knowledge Solutions.
If you are looking for PMP training in Chennai, Bangalore, Delhi, Pune, Hyderabad and Mumbai, visit Skillogic.
Understand the importance of project cost Organization.
Explain basic project cost Organization principles, concepts, and terms.
Discuss different types of cost estimates and methods for preparing them.
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CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
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by using ASP.NET technology from Visual Studio with the MySQL 5.0 as the database management system. The methodology used to develop this system as a whole is Object Oriented Analysis and Design; whilst, the database for BDMS is developed by following the steps in Database Life Cycle. The targeted users for this application are the public who is eligible to donate blood ,'system moderator, administrator from National Blood Center and the staffs who are working in the blood banks of the participating hospitals. The main objective of the development of this application is to overcome the problems that exist in the current system, which are the lack of facilities for online session reservation and online advertising on the nationwide blood donation events, and also decentralized donor and blood stock database. Besides, extra features in the system such as security protection by using password, generating reports, reminders of blood stock shortage and workflow tracking can even enhance the efficiency of the management in the blood banks. The final result of this project is the development of web database application, which is the BDMS.
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www.facebook.com/TheShahidul
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www.linkedin.com/TheShahidul
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2. What is Cost and Project Cost
Management?
Cost is a resource sacrificed or foregone to achieve a specific
objective or something given up in exchange
Costs are usually measured in monetary units like Rupees,
dollars
Project cost management includes the processes required to
ensure that the project is completed within an approved budget .It
is also called life –cycle cost.
Project managers must make sure their projects are well
defined, have accurate time and cost estimates and have a
realistic budget that they were involved in approving
3. Project Cost Management
preliminary concern with the cost of the resources
needed to complete schedule activities.
Consider the effect of project decisions on the cost of
using, maintaining and supporting the product, service
or result of the project.
Considers the information requirements of the project
stakeholders
4. Cost Management Plan
A cost management plan is a document that describes
how the organization will manage cost variance on the
project
For example, how to respond to proposals from
suppliers that are higher or lower than estimates
A large percentage of total project costs are often
labor costs, so project managers must develop and
track estimates for labor
Many organizations estimate the number of
people or hours they need by department or skill
over the life cycle of a project
5. Cost management plan can be
establish as:
Precision level
Units of measure
Organizational procedures links
Control thresholds
Earned value rules
Reporting formats
Process description
6. Project Cost Management Processes
There are three project cost management
processes:
Cost estimating: developing an approximation or
estimate of the costs of the resources needed to
complete a project
Cost budgeting: allocating the overall cost estimate
to individual work items to establish a baseline for
measuring performance
Cost control: controlling changes to the project
budget
7.
8. Cost estimating: developing an approximation or estimate of the costs of
the resources needed to complete a project
Estimating schedule activity costs involves developing an approximation of
the costs of the resources needed to complete each schedule activity.
Calculate risk
Identifying and considering various costing alternatives.
Cost estimates are generally expressed in units of currency such as
Rupees, Dollars, etc and also can use units of measure such as staff hours
or staff days along with their cost estimates.
After developing a good resource requirements list, PMs and their teams
must develop several estimates of the costs for these resources.
Cost Estimating
9. Cost Estimating
The accuracy of a project estimate will increase as the project
progresses through the project life cycle.
A rough order of magnitude (ROM) estimate provides an estimate
of what a project will cost.
Also referred to as a ballpark estimate, a guesstimate, a swag, or a
broad gauge.
A project in the initial phase could have a rough order of magnitude
(ROM) estimate in the range of -50 to +100 %.
10. Cost Estimating
A ROM estimate that actually cost $100,000 would range between
$50,000 to $200,000. The accuracy range is often much wider for IT
projects.
Often IT project estimates for software development are
doubled because of the history of cost overruns.
Project managers must take cost estimates seriously if they want
to complete projects within budget constraints.
The costs for schedule activities are estimated for all resources that
will be charged to the project which is not limited to labor,
materials, equipment, services, and facilities, as well as special
categories such as inflation allowance or a contingency cost.
12. Cost Estimation Inputs
Enterprise Environmental Factors
Market Place conditions: Analysis of what product, services,
and results are available in the market place, from whom
and under what terms and conditions.
Commercial Databases: Resource cost rate information
available from commercial database that tracks skills and
human resource costs.
Published seller price lists
13. Cost Estimation Inputs
Organizational Process Assets
Cost estimating policies. Some organizations have
predefined approaches to cost estimating. Where these
exist, the project operates within the boundaries defined by
these policies.
Cost estimating templates. Some organizations have
developed templates (or a pro forma standard)
The organization can continuously improve the template
based on its application and usefulness in prior projects.
14. Cost Estimation Inputs
Historical information. Information that pertains to the project’s
product or service, and is obtained from various sources within the
organization, can influence the cost of the project.
Project files. One or more of the organizations involved in the
project will maintain records of previous project performance that
are detailed enough to aid in developing cost estimates.
Project team knowledge. Members of the project team may recall
previous actual costs or cost estimates. While such recollections
can be useful, they are generally far less reliable than documented
performance.
15. Cost Estimation Inputs
Lessons learned: cost estimates obtained from previous projects
that are similar in scope and size.
Project Scope Statement
Describes the business need, justification, requirements, and
current boundaries for the project.
The project scope statement includes constraints, assumptions,
and requirements. Constraints are specific factors that can limit cost
estimating options.
Most common constraints for many projects is a limited project
budget, required delivery dates, available skilled resources, and
organizational policies.
16. Cost Estimation Inputs
Work Breakdown Structure:
The project’s work breakdown structure (WBS) defines the total
scope of the project.
WBS is often used to develop or confirm a common
understanding of project scope.
WBS Dictionary
The WBS dictionary (Section 5.3.3.3) and related detailed
statements of work provide an identification of the deliverables and
a description of the work in each WBS component required to
produce each deliverable.
Project Management Plan
The project management plan (Section 4.3) provides the overall
plan for executing, monitoring, and controlling the project, and
includes subsidiary plans that provide guidance and direction for
cost management planning and control.
17. Cost Estimation Inputs
Schedule management plan.
Schedule activity resources and their respective duration.
Activity Resource Estimating involves determining the
availability and quantities required of staff, equipment, and
materiel needed to perform schedule activities.
Activity Duration Estimating involves determining the total
activity time which will affect cost estimates.
18. Cost Estimation Inputs
Staffing management plan
when and how human resource requirements will be brought
and taken off the project team.
Risk register. The cost estimator considers information on risk
responses when producing cost estimates. Risks, which can be
either threats or opportunities, typically have an impact on both
schedule activity and project costs. As a general rule, when the
project experiences a negative risk event, the cost of the project will
nearly always increase, and there will be a delay in the project
schedule.
19. Cost Estimation Tools and Techniques
Analogous or top-down estimates: use the actual cost of a
previous, similar project as the basis for estimating the cost of the
current project
How similar the current and previous project are determines the
accuracy of the estimate.
Bottom-up estimates or Activity Based Costing : involve
estimating individual work items or activities and summing them to
get a project total cost.
The smaller the work items, the better the estimate but these
estimates are usually time intensive and expensive to develop.
20. Cost Estimation Tools and Techniques
Parametric modeling:
A technique that uses a statistical relationship between
historical data and other variables e.g. square footage in
construction, required labor hours.
Higher lever of accuracy
Project Management Software
PM software, such as cost estimating software applications,
computerized spreadsheets, and simulation and statistical tools,
are used to assist with cost estimating.
Such tools can simplify the use of some cost estimating
Provides various cost estimate alternatives.
21. Cost Estimation Tools and Techniques
Vendor Bid Analysis
methods include vendor bid analysis and an analysis of what
the project should cost.
In cases where projects are won under competitive
processes, additional cost estimating work can be required
of the project team to examine the price of individual
deliverables, and derive a cost that supports the final total
project cost.
22. Cost Estimation Tools and Techniques
Reserve Analysis
Many cost estimators include reserves, also called contingency
allowances.
Contingency reserves-costs to be used at the discretion of the
project manager to deal with anticipated, but not certain, events
called “known unknowns”.
Cost of Quality
Total costs incurred by investment in preventing non standard to
requirements,
Appraising the product or service for conformance to
requirements,
and failing to meet requirements (rework).
Failure costs are often categorized into internal and external.
Failure costs are also called cost of poor quality.
23. Cost Estimating: Outputs
Activity Cost Estimates
An activity cost estimate is a quantitative assessment of the
likely costs of the resources required to complete schedule
activities.
Costs are estimated for all resources like labor, materials,
equipment, services, facilities, information technology, and
special categories such as an inflation allowance or cost
contingency reserve.
Activity Cost Estimate Supporting Detail includes
• Description of the schedule activity’s project scope of work
• Documentation of the basis for the estimate (i.e., how it was
developed)
• Documentation of any constraints
• Indication of the range of possible estimates
24. Cost Estimating: Outputs
Requested Changes
The Cost Estimating process may generate requested changes
(Section 4.4.3.2) that may affect the cost management plan
(Chapter 7 introductory material), activity resource requirements
(Section 6.3.3.1), and other components of the project management
plan. Requested changes are processed for review and disposition
through the Integrated Change Control process (Section 4.6).
Cost Management Plan (Updates)
If approved change requests (Section 4.4.1.4) result from the Cost
Estimating process, then the cost management plan component of
the project management plan (Chapter 7 introductory material) is
updated if those approved changes impact the management of
costs.
25. Cost Budgeting
Cost budgeting involves allocating the project cost estimate to
individual work items over time
The WBS is a required input to the cost budgeting process
since it defines the work items
An important goal is to produce a cost baseline
A time-phased budget that project managers use to measure and
monitor cost performance
Estimating costs for each major project activity over time provides
management with a foundation for project cost control
Cost budgeting also provides info for project funding requirements
–at what points in time will the money be needed
27. Cost Budgeting: Inputs
Project Scope Statement
Formal periodic limitations of the expenditure of project funds can be given in the
project charter or contract. These funding constraints are reflected in the project
scope statement, and can be due to annual funding authorizations by the buyer’s
organization or other entities like government agencies.
Work Breakdown Structure
The project work breakdown structure (WBS) provides the relationship among all the
components of the project and the project deliverables
WBS Dictionary The WBS dictionary and related detailed statements of work
provide an identification of the deliverables and a description of the work in each
WBS component required to produce each deliverable.
28. Cost Budgeting: Inputs
Activity Cost Estimates
The cost estimates for each schedule activity within a work package are aggregated
to obtain a cost estimate for each work package.
Activity Cost Estimate Supporting Detail
The amount and type of additional details supporting the schedule activity cost
estimate vary by application area. Regardless of the level of detail, the supporting
documentation should provide a clear, professional, and complete picture by which
the cost estimate was derived.
29. Cost Budgeting: Inputs
Project Schedule
The project schedule includes planned start and finish dates for
the project’s schedule activities, schedule milestones, work packages, planning
packages, and control accounts. This information is used to aggregate costs to the
calendar periods when the costs are planned to be incurred.
Resource Calendars
A composite resource calendar for the project documents working days and
nonworking days that determine those dates on which a specific resource,
Whether a person or materiel, can be active or is idle.
30. Cost Budgeting: Inputs
Contract
Contract information related to what products, services, or
results have been purchased — and their costs — are used in developing the
budget.
Cost Management Plan
The cost management plan component of the project management plan and other
subsidiary plans are considered during cost budgeting.
31. Cost Budgeting: Tools and Techniques
Cost Aggregation
Schedule activity cost estimates are aggregated by work packages in accordance
with the WBS. The work package cost estimates are then aggregated for the higher
component levels of the WBS, such as control accounts, and ultimately for the
entire project.
Reserve Analysis
Reserve analysis establishes contingency reserves, such as the
management contingency reserve, that are allowances for unplanned, but
potentially required, changes. Such changes may result from risks identified in the
risk register Management contingency reserves are budgets reserved for unplanned,
but potentially required, changes to project scope and cost.
32. Cost Budgeting: Tools and Techniques
Parametric Estimating
The parametric estimating technique involves using project characteristics
(parameters) in a mathematical model to predict total project costs. Models can be
simple (e.g., residential home construction will cost a certain amount per square
foot of living space) or complex (e.g., one model of software development costs
uses thirteen separate adjustment factors, each of which has five to seven points
within it). Both the cost and accuracy of parametric models vary widely. They are
most likely to be reliable when:
• The historical information used to develop the model is accurate
• The parameters used in the model are readily quantifiable
• The model is scalable, such that it works for a large project as well as a small
one.
33. Cost Budgeting: Tools and Techniques
Funding Limit Reconciliation
Large variations in the periodic expenditure of funds are
usually undesirable for organizational operations. Therefore,
the expenditure of funds is reconciled with the funding limits
set by the customer or performing organization on the
disbursement of funds for the project. Reconciliation will
necessitate the scheduling of work to be adjusted to smooth
or regulate those expenditures.Rescheduling can impact the
allocation of resources.
34. Cost Budgeting: Output
Cost Baseline
The cost baseline is a time-phased budget that is used as a basis against which to
measure, monitor, and control overall cost performance on the project. The cost
baseline is a component of the project management plan.
Project Funding Requirements
Funding requirements, total and periodic (e.g., annual or quarterly), are derived from
the cost baseline and can be established to exceed, usually by a margin, to allow for
either early progress or cost overruns. Funding usually occurs in incremental
amounts that are not continuous, and, therefore, appears as a step function. The
total funds required are those included in the cost baseline plus the management
contingency reserve amount.
35. Cost Budgeting: Output
Cost Management Plan (Updates)
If approved change requests result from the Cost Budgeting process, then the cost
management plan component of the project management plan is updated if those
approved changes impact the management of costs.
Requested Changes
The Cost Budgeting process can generate requested changes that affect the cost
management plan or other components of the project management plan. Requested
changes are processed for review and disposition through the Integrated Change
Control process.
36. Cost Control : Change is inevitable, success is
optional
Project cost control includes:
Monitoring cost performance
Ensuring that only appropriate project changes are included in a
revised cost baseline
Recording all appropriate changes accurately against the cost
baseline
Preventing incorrect, inappropriate, or unapproved changes from
being
included in the reported cost or resource usage
Informing project stakeholders of authorized changes to the
project that will affect costs
Acting to bring expected cost overruns within acceptable limits
37. ALSO
Performance review meetings can be a powerful
tool to help control project costs
Knowing you have to report on your progress is an
incentive for people to perform better
Performance measurement is another important
tool for cost control
There are many general accounting approaches for
measuring cost performance but earned value
management (EVM) unique to project management
Cost Control
38. Cost Control
Project cost control searches out the causes
of positive and negative variances.
For example, inappropriate responses to cost
variances can cause quality or schedule
problems or produce an unacceptable level of
risk later in the project.
40. Earned Value Management (EVM)
EVM is a project performance measurement technique that
integrates scope, time, and cost data
Given a baseline (original plan plus approved changes), you
can determine how well the project is meeting its goals
You must enter actual information periodically to use EVM
Was a WBS item completed or approximately how much of the
work was completed
Actual start and end dates
Actual cost
More and more organizations around the world are using
EVM to help control project costs
41. Best Practice
The most successful organizations are
taking a holistic view of focusing, managing
and measuring their organizational efforts
with an integrated combination of best
practice processes, training and technology
Unfortunately, most organizations today are not
taking that approach