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Genesis Pcs: Project Management and Cost Control

Executive Summary

Genesis is involved in way to obtain PCs to the house market and in development of software. In the past year, task costs of the company have tended to exceed projections and have become a matter of grave matter. The task management team has been given the task of analysing the problem and devising steps to control costs.

This report contains a detailed evaluation of the issues facing the company and provides recommendations to bring task costs under control. It is organized into separate parts and after you start with a tiny introductory write up, takes up the many factors involved in task cost control, along with recommended options and recommendations.

1. Introduction

Genesis Pcs is available of offering and maintaining personal computers for home use. The company also grows software solutions because of its clients. The clients of the company buy Computers, as well as bespoke software. Clients can be segregated into customers who buy pcs, customers who buy software and the ones who buy both. All customers are provided with free warrantee periods for both hardware and software. Many of them prefer to enter into annual maintenance contracts by the end of the guarantee period. In consonance with customer targets, Genesis provides only branded pcs. In addition to Personal computers, some customers also need printers and scanners, which the company provides. As the marketplace of the business is limited to customers who need Personal computers for home use, the number of pcs sold to specific clients remains limited. Some clients who run small businesses from other homes occasionally place larger orders, along with unique software.

The company is experiencing overruns in task costs. Cost escalations are occurring regularly in both hardware and software components, with resultant erosions in success, delays in project completion and reduction in client satisfaction. It has now become vital to ensure that cost costs are maintained and customer prospects in regards to to quality and delivery found appropriately. It is the objective of this assignment to research the reasons for cost overruns and develop appropriate steps to control discovered problems. Consideration should be given to the small size of the company. The suggestions should thus be simple, reasonable and convenient to apply.

2. Cost Overruns

Measures to regulate job costs need to accounts not only for the expenses incurred for procurement of hardware and development of software, but also for those incurred for maintenance and rework during the warranty period. Aside from these expenses, project costs need to incorporate all direct or indirect expenses attributable to the project. As warranty costs for hardware are covered by back to back plans with hardware sellers, this project will give attention to the other cost elements involved in project execution.

Cost control must actually be a multi disciplinary exercise. This reality must be conveyed to all departmental minds and their assistance obtained. It requires to be accepted that cost lowering exercises that happen without the full cooperation of most departments is going to be stillborn and doomed to inability.

a. Estimation and Quotations:

In many instances the genesis (!) of cost overruns lies in improper preparation of estimations and quotations. Preparation of quotes is usually the keep of sales and marketing functions. The sales team in Genesis reviews directly to the CEO and its own eagerness to clinch bargains occasionally brings about insufficient cost estimation and low quotations. It is recommended that the estimating exercise be changed into a multidisciplinary function for an initial period of six months. During this period managers from assignments, procurement, software development, money and sales departments should take part in the estimation function. Professionals drafted because of this exercise will need to be up to date of the urgency of the exercise, the necessity of carrying out detailed estimation exercises and the necessity for quickness in preparing quotes. It must be made certain that sales response times do not get diluted due to the necessity of undertaking estimation exercises. It is also necessary to ensure that the task for estimation be in range with the methodology used by the business for preparing job finances. The estimation exercise, while including direct and indirect costs, must definitely provide for exact forecasting of the time required for software development. It requires to be emphasised that a lot of software development costs are functions of time and labour and the underestimation of their time is a causal factor behind planning of incorrect quotes and subsequent overruns.

b. Budgeting:

The budgeting exercise occurs only after receipt of the order; with budgets sometimes being very different from original estimations. It is important to get ready the budget, de novo, after receipt of the order based on the order specifications for hardware and software. The hardware requirements and prices agreed upon need to be checked with procurement prices to guarantee the presence of decided margins. A software development process includes specific steps e. g. research of software, elements, structures, implementation, testing, paperwork, training, support and maintenance. The budgeting process must necessarily account for time required for individual functions, incorporation of buffers and slacks, application of correct costing rates and incorporation of other immediate and suitable indirect costs, like the apportionment of overheads.

c. Supply Chain Management:

Efficient control of costs associated with the hardware component in projects will be best offered by bettering the supply string management of the machines, peripherals and accessories, exchanged by the business. Most tasks contain both software and hardware elements. As a result, they also have a delivery time construction that is at consonance with software development time. This factor, fortunately, provides enough time to the purchase section for procurement of hardware, even after receipt of the order. Genesis must take benefit of this slack in hardware procurement time and energy to ensure minimum amount stocking and reduced inventory levels. The project managers need to organize with the staff of the procurement division and the sellers, thereby ensuring that while low inventories do not lead to delays in receipt of materials, ordered resources are received "just with time" to ensure well-timed delivery. Introduction of this practice will lead to reduction in inventory, freeing of inventory taking costs, more careful buying and sharper project execution routines.

d. Project Monitoring and Execution:

Improvement in any aspect of task management; whether it be cost, delivery or quality, essentially begins with project managers. Each order, as soon as it is agreed upon, must be allotted to a suitable project manager. The choice of project professionals is important to be able to ensure that chosen managers are capable enough to take care of allotted assignments and moreover, have enough time to devote to the execution of the projects. Overloading project professionals or allotting jobs to unsuitable professionals is the surest way to ask problems in task execution. Improper job management can result in costs exceeding budget or even to past due deliveries, with problems getting compounded when large number of projects appear for parallel execution.

There are three basic proportions to successful project management, control of time, scope and cost. These measurements work like three factors of the triangle, with a change in virtually any one parameter influencing the other two.

Research shows that less than 10 percent of all tasks are delivered to their original cost and timetable estimates. One reason associated with this failing rate lies in the tracking of work and cost - estimations should be monitored over time comparing planned to real results. (McManus, 2006)

Project professionals must control the range and time of the project and ensure that they adhere to originally organized plans. It really is generally seen that this approach, if executed sincerely solves lots of the problems that lead to cost overruns. Project professionals are in charge of lots of issues, the main ones being planning, making objectives, managing risk, estimating and allocating resources, organising work, acquiring resources, assigning and directing activities, handling execution, monitoring and analysing progress, implementing road corrections, ensuring conformity with cost, time, quality and delivery norms and taking care of issues. Execution of several software tasks also entails the utilisation of outdoors experts who are paid based on the time expended by them while focusing on the project. External experts need to be monitored with more care for their faraway location and other commitments.

Specific attention needs to get to monitoring the various phases of different projects. If estimation and budgeting are done with a fair amount of comprehensiveness and correctness, proper monitoring and option corrections types of procedures help greatly in keeping tasks on track. Project monitoring involves a number of variables. It is strongly recommended, in the first instance, that mangers use standard software like MS Task to keep an eye on and control assignments. In addition to utilize of standard task monitoring tools, regular financial reviews also help in controlling project costs. It is recommended that these financial reviews should be regularly presented and attended by project managers, finance employees and the CEO. The emphasis of these reviews should be on cost and time overruns. These reviews will help enormously, not only in locating known reasons for overruns but also in quantifying the expenses that remain to be incurred. It is imperative that reporting of costing data, at this time, should pull only upon the info available within the existing funding function. Changes in systems associated with collecting and tracking of costing data should be looked at only after the present advice are put in place and followed, for at least one year. It would be early to do usually.

3. Final Review and Bottom line:

The realization of any job must necessarily be accompanied by a detailed closing review focussing on time, scope, cost, and customer satisfaction. The review should deal not merely with negative variances but also with areas where good project execution methods have had the opportunity to achieve savings in time and costs. This can enable project professionals to target and localise routines that have proved helpful favourably during task implementation.

The job management team must use these completed reviews as major information sources for designing task cost control steps. They must bring from the lessons learned and conclusions come to to prepare a detailed manual outlining company methods for monitoring and controlling task costs. The CEO and the financing department should keep carefully the issue of job cost control alive through the 12 months and design a reward system for staff responsible for executing very successful jobs.

It is recommended that these steps be implemented immediately and quarterly reviews be organised thereafter to assess their efficiency in achieving task cost control.


Ho, M, 2005, Managing Project Quality: Cost, Control and Justification, DM Review, Retrieved December 23, 2006 from www. dmreview. com/article_sub. cfm?articleID=1040055

Hormozi, A. M. , & Dube, L. F. (1999). Creating Project Control: Program, Cost, and Quality. SAM Advanced Management Journal, 64(4), 32.

Relkin, J, 2006, 10 ways to effectively estimate and control job costs, Technology Republic, Retrieved December 23, 2006 from articles. techrepublic. com. com/5100-10878-6078705. html

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