What is a Project?

J. M. Juran defined that a project is a problem scheduled for solution. Problem refers to the gap between where you are and where you want to be, with an obstacle that prevents easy movement to close the gap. Projects are a group of activities that have to be performed with limited resources to yield specific objectives, in a specific time, and in a specific locality. Thus, a project is a temporary endeavor employed to create a unique product, service or results. Projects are an investment on which resources are used to create assets that will produce benefits over an expanded period of time.

Project Budget:
A project budget is the total sum of money allocated for the particular purpose of the project for a specific period of time. The goal of budget management is to control project costs within the approved budget and deliver the expected project goals. Budget management consists of a series of tasks and steps designed to help manage the costs of the project, the steps are:  Defining the Budget  Executing the Budget  Controlling the Budget  Updating the Budget Project Budgeting is performed at the initial stages of project planning and usually in parallel with the development of the project schedule. The steps associated with budgeting are highly dependent on both the estimated lengths of tasks and the resources assigned to the project. The project budget must be reasonable, attainable, and based on contractually negotiated costs and the statement of work. The basis for the budget is historical cost, best estimates, or industrial engineering standards. The budget must identify planned manpower requirements, contract allocated funds and management reserve.

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All the budgets must be traceable through the budget log which includes:  Distributed budget  Management budget  Undistributed budget  Contract changes In order to develop a budget, we must:  Forecast what resources the project will require  Determine the required quantity of each  Decide when they will be needed  Understand how much they will cost - including the effects of potential price inflation Here is a brief description of some of the major expenses you will need to include:

 Employee compensation:

This section includes the salaries and wages of all full,

part-time, and temporary employees involved in the project. You should also include any other benefits and incentives that may not be reflected in their take home pay.

 Contract Services: Here you should include outsourced services or workers, such as
consultants

 Equipment/Supplies:

This section covers expenses for office supplies, postage,

copier supplies, telephone, fax, computer supplies, equipment repair and maintenance, laboratory consumables, etc.

 Travel/Related Expenses:

Make sure that you include any air travel, out of town

expenses, conference travel expenses as well as daily parking and mileage expenses.

 Overhead or Indirect costs:

the day-to-day operation.

Your budge should also include overhead expenses

(indirect costs), which allow the project to bear a portion of the administrative costs of

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Variance:
Once a budget is established, one of the main financial tasks for the operations or support manager is to explain variances between actual performance and the budget. A variance is defined as any schedule, technical, or cost deviation from a specific plan. Variance must be tracked and reported. They should be mitigated through corrective action and not eliminated through a baseline change unless there is a good reason. Variances are usued by all levels of management to verify the budgeting system and the schedulling system. The budgeting and scheduling system variance must be compared because:  The cost variance compares deviation only from the budget and does not provide a measure of comparison between work scheduled and work accomplished.  The scheduling variance provides a comparison between planned and actual performance but does not include cost. There are two primary methods of measurement:  Measureable efforts: discrete increments of work with a definable schedule for accomplishment, whose completion produces tangible results.  Level of Effort: Work that does not lend itself to subdivision into discrete scheduled increments of work, such as project support and project control. Variances are used on both types of measurement. In order to calculate variances, we must define the three basic variances for budgeting and actual costs for work scheduled and performed. Archibald defines these variables.

 Budgeted Cost for Work Schedules (BCWS):

BCWS is the budgeted amount of cost for work scheduled to be accomplished plus the amount or level of effort or apportioned effort scheduled to be accomplished in a given time period.

 Budget Cost for Work Performed (BCWP):

BCWP is the budget amount of cost for completed work, plus budgeted for level of effort or apportioned effort activity completed within a given time period. This is sometimes referred as earned value. Project Management Page 3

 Actual Cost for Work Performed (ACWP):

ACWP is the amount reported as actually expended in completing the work accomplished within a given time period. In project management, variance baseline is established by identifying the cost, schedule and scope. Scope defines all the work which needs to be done. The cost for each goal or task is estimated sometimes by using an average daily, hourly, monthly or yearly rate. The fixed costs are identified for each goal or task. After identifying the scope, schedule and cost, the project managers create a plan to manage variances from the triple constraints of scope, schedule and cost. A positive variance means the project is going on ahead of schedule or is under the cost. A negative variance means the project is late or over the cost. Variance tracking is a key to project management and needs a logical approach. The project mangers identify the variance thresholds and develop a plan in case it happens.

 Cost Variance:
Cost Variance (CV) is very important factor to measure project performance. Cost Variance (CV) indicates how much over or under budget the project is. Cost Variance can be calculated as using the following formula  Cost Variance (CV) = Earned Value (EV) - Actual Cost (AC) OR  Cost Variance (CV) = BCWP ACWP  The formula mentioned above gives the variance in terms of cost which will indicate how less or more cost has been to complete the work as of date.  Positive Cost Variance Indicates the project is under budget  Negative Cost Variance Indicates the project is over budget

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 Schedule Variance:
Tells about the activities going on according to schedule or not SV = EV - BCES Positive SV means is that project is progressing ahead of what was planned Negative SV means that project is lagging behind the schedule activity

 Cost Performance Index (CPI):

The cost efficiency factor representing the relationship between the actual cost expended and the earned value. CPI = BCWP/ACWP. A CPI 1 suggests a relatively efficient cost factor, while a CPI <1 may be cause for concern.

 Schedule Performance Index (SPI):

The planned schedule efficiency factor representing the relationship between the earned value and the initial planned schedule. SPI = BCWP/BCWS. A SPI 1 is good. SPI < 1 suggests actual work is falling behind the planned schedule.

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Earned Value:
Earned Value Management is a mean by which projects can improve delivery performance through periodic and meaningful cost and schedule performance information, increasing the focus and understanding of status against schedule and budget goals throughout the project lifecycle. Earned Value Management (EVM) is a systematic approach to the integration and measurement of cost, schedule, and technical (scope) accomplishments on a project or task. It provides both the government and contractors the ability to examine detailed schedule information, critical program and technical milestones, and cost data.

Definition by Englert and associates:

Earned value uses the method for measuring project performance. It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned  Money is used as a common parameter of calculating EV  Money is common to all the projects and their sub projects can be compared  Inference can be drawn on variance from budgeted cost and schedule activities  Results can be obtained very fast even weekly  The concept is useful for taking fast corrective action Current performance is the best indicator of future performance, and therefore using trend data, it is possible to forecast cost or schedule overruns at an early stage in a project. The most comprehensive trend analysis technique is the Earned Value method. In a nutshell, Earned Value is an approach where you monitor the project plan, actual work, and work-completed value to see if a project is on track. Earned Value shows how much of the budget and time should have been spent, with regard to the amount of work done so far. Earned value is divided between cost variance and schedule variance. The cost variance is how much do all tasks involved in a project, both done and undone, cost (the project's earned value versus its actual cost). The schedule variance compares the cost of the work performed to the cost of the work scheduled. Your results from earned value analysis can be calculated in either time or monetary quantifiers. Project Management Page 6

Calculation of Earned Value:

Following steps are adopted to calculate earned value.  Establish work break down structure (WBS) that divides the project into its component activities  Estimate and allocate a cost of each activity  Schedule the activities over time  With the time calculate the percentage of the activity completed and its correspondence budgeted cost

Core Components of an EVM Process:

The production of EV data requires that a performance measurement baseline, drawn directly from the project plan, comprising of the following:

 The Performance Measurement Baseline (PMB). The PMB consists of a time phased
aggregation of the resources (expressed in budgetary terms) required to execute the work inherent in the project schedule - this creates the 'baseline' against which cost and schedule performance is measured via EVM metrics. The PMB should also show how Earned Value will be measured and taken through the life of the project.

 Objective Measures of Progress must be assessed periodically - there are many ways of
doing this and the simple rule is that the more subjective the methods are, the less reliable the EV data is likely to be and the greater room there is for unwanted 'surprises' downstream

 Actual Costs - Labor and Materials: Actual cost data must then be gathered against by the
elements in the PMB - this requires that business systems and processes enable useful and timely capture of actual cost data, via the structures that are employed in the EVM system.

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The main advantage of earned value management is that you can anticipate when a delay may occur and prevent it. This allows you to consistently more projects on budget and on time more often. This "early-warning system" allow project managers to take action to prevent overspending, and to stay on schedule. It is true that past performance is a good indicator of future performance. Earned Value is a useful tool for predicting the outcome of projects in terms of time to completion, cost to completion and expected final costs.

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Established in 1986, Aurat Publication and Information Service Foundation is a civil society organization committed to work for womens empowerment and citizens participation in governance for creating a socially just, democratic and humane society in Pakistan. Over the last 24 years, Aurat Foundation has come to be recognized nationally and internationally as one of the leading institutions for enhancing womens economic and political status in the country. The Foundation has also emerged as a major support organization for civil society organizations working for social change at the community level. The Foundation works primarily with the collaboration of civil society organizations, networks and groups and has an outreach extending to all of Pakistans districts. It has a network of information focal points for community level women in rural and urban communities across Pakistan; it has created and is strengthening its network of civil society organizations in all the districts of Pakistan for citizens participation in addressing issues of concern for women at the district level and below; and it is catalyzing critical groups in society to influence policy, legislation and programs for womens greater economic and political power in society. Aurat Publication and Information Service Foundation (Aurat Foundation/AF) is registered in 1986 as a non-profit society under the Societies Registration Act 1860. Aurat Foundation has its Head Office in Islamabad, and four regional offices in the provincial capitals (Lahore, Karachi, Peshawar and Quetta). Further, AF has a countrywide network of voluntary citizens groups and individual activists. These groups include Citizens Action Committees (CACs), Resource Groups and Aurat Foundation Resource Centers (AF-RCs) and Information Network Centers (INCs). With its local partners in all the districts of Pakistan, AF is a national organization with the largest district level network in the country. AF is a civil society organization working for womens empowerment and citizens rights with the collaboration of citizens groups and organizations to provide information, build capacity and undertake advocacy for womens issues and for good governance in Pakistan. The goals of the Foundation are to:

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 Assist women to acquire greater control over knowledge, resources and institutions.  Influence social attitudes and behavior for a sensitive and responsive social environment to address womens concerns and development.  Develop a strong network of civil society organizations to support women at the community and district level.  Undertake advocacy with public servants and public representatives for development policies and planning as well as supportive legislation that increases womens access to development opportunities and resources.  Facilitate womens greater participation in political processes and governance.  Develop and strengthen networks of citizens organizations for strengthening citizens struggle for accountable and transparent governance and participatory democracy in Pakistan.

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Vision Statement
Widespread societal awareness and commitment for a socially just, democratic and caring society in Pakistan, where all citizens, men and women, are recognized as equal human beings, with the right to lead their lives with self-respect and dignity.

Mission Statement

Civil society networks and groups created, facilitated and strengthened for promoting trust and collaboration to mobilize public pressure for women empowerment and a people-centered development.

Goals of the Foundation

 Enable women to acquire greater access to knowledge, resources and institutions.  Influence attitudes and behavior for a social environment responsive to womens concerns and people-centered issues.  Facilitate citizens. Active participation in the process of social change and governance at all levels.

Values and Culture

 Commitment to womens cause  Sense of belonging and ownership  Caring and sharing  Mutual trust and respect  Space for discussion  Participatory decision-making

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Organizational Structure

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Programs of Aurat Foundation:

AFs overall program is considered .conceptually and strategically brilliant in bringing together at the district level and in networks volunteer groups of citizens, activists, councillors, professionals and government officials that give AFs program its vital political development energy. Few organizations in Pakistan or elsewhere achieve this. (Robert Mitchell, Mid-Term Review Report for CIDA.): Aurat Foundation is now a national organization with one of the largest district level networks of voluntary citizens groups and organizations based in the 110 districts of Pakistan. This network enables AF to move with speed throughout the country for advocacy for its causes and to assist women to solve their immediate problems at the district level. Aurat Foundation has had a very enriching experience being able to implement some very innovative projects that have brought recognition for the Foundation.

Over the last 20 years the work of Aurat Foundation has developed into an over-arching Program for Strengthening Civil Society for Womens Participation in Governance in Pakistan. This Program is operationalised by the three key Programs of the Foundation:  The Information Program for Grassroots Organization and Action by Women  The Program for Strengthening Citizens for Advocacy and Action for Women  The Program for Affirmative Legislation and Policies for Women Aurat Foundation has identified three strategic areas of intervention to define the operational parameters for these Program:  Information for women to build their capacity for decision-making and action, and information about womens issues and concerns to decision makers,  Capacity building of citizens groups, public authorities and public representatives to support womens participation in decision-making and their activism, as well as to enhance their access to opportunities and facilities at the local and district levels,  Advocacy for developing an enabling environment for womens empowerment and participatory democracy in Pakistan .

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The three Programs are institutionalized through organizational structures integrated at various levels so that the impact of Aurat Foundations work is focused and coordinated. These institutional structures include the Information Network Centers, the Citizens Action Committees and the Legislative Watch Groups, which now form part of Aurat Foundations outreach and the core of its networks. This has enabled Aurat Foundation to operationally reinforce its work and to move with ease and speed at the community, intermediary and macro levels in Pakistan.

The Board of Governors

Name Qazi Azmat Isa Arif Hasan I.A. Rahman Masuma Hassan Nigar Ahmad S.M. Naseem Samina Rahman Shoaib Sultan Tasneem Siddiqui Anis Haroon Maryam Bibi Haris Khaliq Muhammad Tehseen Profession Development Specialist, World Bank, Chartered Accountant Architect & Planner, Development Practitioner Director Human Rights Commission of Pakistan Ex-Secretary, Cabinet Division, Government of Pakistan. Economist, Gender Specialist Economist/ Consultant World Bank Educationist (Principal) Chair Person RSPN Pakistan Ex-Director, Katchi Abadis, KDA Karachi Human Rights / Womens Rights Activist Development Expert, Activist, Executive Director, Khowendo Kor Development Expert, Public Policy Consultant, Poet Development Expert, womens Rights Activist

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Project: Legislative Watch Program

Name of the Project: Implementing organization Project Location Coordinating Officer Expected Duration Date of Proposal

Legislative watch program Aurat Publication and Information Services Foundation Five cities ( Islamabad, Lahore, Karachi, Peshawar, Quetta) Naeem Mirza ( Project Director) Three Years 18 December 2009

This Program was developed to undertake sustained advocacy with the legislatures, the executive authorities, the media and the political parties to positively influence policies, programs and legislation for society. The major component of the program are the Legislative Watch activities of the Foundation, which are designed to watch the legislatures (and in their absence, alternative bodies that decide on these matters) in the interests of society and to provide information for citizens groups to intervene and undertake advocacy accordingly. The Legislative Watch activities include information for activists, media and the political parties on laws and legislative concerns for human being, as well as capacity building components for these categories in advocacy and negotiation skills. The Program also has a very strong advocacy component for legal and political rights of women. The key institutional structures under this Program are the Legislative Watch Groups, four at the provincial level and one at the federal level, which undertake advocacy for all society with public authority and representatives. A smaller component, but nevertheless a significant one has been the political education and capacity building for key women in political parties. This was to make them knowledgeable and influential within their parties, so as to play an effective role during elections to the provincial and national legislatures to highlight womens issues and to capably represent their constituents if elected to the legislatures.

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The outcome of some of the Projects under the Program:

Five Legislative Watch Groups have been established at the provincial and federal levels to monitor legislatures with the help of civil society groups, media and political party women. They also make interventions in legislation for womens participation in development and governance. An exceptional achievement is that the NWFP and the Punjab Provincial Assemblies have given Observer status to the AF Legislative Watch Groups in all the Standing Committees of the two legislatures. Even the MMA government has not changed this status.  The Legislative Watch Groups in NWFP and Punjab have been given observer status in the meetings of the Standing Committees of the Provincial legislatures.  A database of legislators, ministers, and political parties, womens wings of political parties, media people, NGOs and key bureaucrats has been established.  A countrywide campaign was launched for establishing reserved seats for women in the legislative bodies. As a result of the Legislative Watch Groups the Balochistan, NWFP, Sindh and Punjab Provincial Assemblies asked the Federal Government to bring about a constitutional amendment for an enhanced number of reserved seats for women. The current government finally introduced 33% reserved seats for women to be voted in by the entire electorate in the Local Government elections held in 2000-2001. Only 17 % were conceded in the legislatures, and that too was not through direct elections.

Immediate Objectives / Output:

Following are the immediate objectives or output of the project:  Planning / Review and capacity building  Legislative monitoring and evaluation  Policy development and law reform input  Advocacy and lobbying and awareness raising  Interaction and coordination with CSOs and other interest groups

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Main Areas of Focus:

The main focus of the project is:  Gender mainstreaming of laws, policies and plans  Democratic governance through transparent and accountable practices  Law reform of the Muslim family, laws ordinance (MFLO) and LGO  Cross party consensus on critical issues of concern for women  Networking and alliance building with civil society organizations and networks  Checking violence against women and customary Practices  Repeal / reform of discriminatory laws  Institutionalizing response from government and political parties  Ensuring compliance of Pakistans international commitments The project management makes the complete plan of the project. Before making the budget they do an overall supervision and implementation of the program activities on the basis of six monthly work plan, prepared at the annual planning and review meeting.

Work Plans: the project staff along with the AF core group will prepare annual national and
regional work plan at the national planning and review meeting of the project staff, with the focus on understanding the LFA indicator. The project management team creates a work-breakdown structure (WBS) which is a hierarchical view of all tasks to be accomplished. The cost and schedule is then identified according to the work-breakdown structure (WBS). The project management workers estimate how long in days or hours a goal or task is to be accomplished, and then they create a timephased budget to quantify the performance cost.

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Practical Aspects

Project Budget, Variance and Earned Value

Project Number Project Name Executing Party Reporting Period

PAK-2754-09/007

Legislative Watch Program

Aurat Foundation

01-01-2010 to 31-12-2010

Date of Report

01-01-2011

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Description

Budget for 2010 Rs.

Expenditure Jan-Jun 10 Rs.

Expenditure Jun-Dec 10 Rs.

Total Expenditure Jan-Dec 10 Rs.

Budget Variance Rs.

Balance Variance % Rs.

4 Legislative Watch Newsletters 5000 @ 40 IEC material: 2 Booklets @ 50 / 2 Posters 5000 @ 15 Conduct 3 need based research/surveys National & Provincial seminars Information material, newspapers, books, law journals Distribution publication and periodically seek feedback on the IEC material

1540,000

793,600

780,800

1,574,400

(34,400)

(2.23)

650,000

325,000

325,000

650,000

1,000,000

957,860

957,860

42,140

4.21

800,000

369,732

369,732

430,268

53.78

360,000

176,773

194,293

371,066

(11,066)

(3.07)

100,000

20,141

47,163

67,304

32,696

32.70

Sub Total
1 1-day National Consultation on any current or specific thematic issue 4 1-day Provincial Consultation on any current or specific thematic issue 16 1-day District Consultation on any current or specific thematic issue

4,450,000

1,315,514

2,674,848

3,990,362

459,638

10.33

593,500

579,578

579,578

13,922

2.35

336,000

332,991

332,991

3,009

0.90

201,600

100,800

100,800

201,600

Sub Total

1,131,100

100,800

1,013,369

1,114,169

16,931

1.50

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Description
1 National level expert working group meeting Monitor legislatures/councils & support/facilitate elected representatives in drafting bills 32 half yearly FGDs with CACs, INCs, councilors, women wings 32 half yearly Legal Literacy meetings 10 Seminars on specific WR/HR issues in all 5 capitals cities Setting up & facilitating 16 "Legislative Resource & Service Units"

Budget for 2010 Rs. 250,000

Expenditure Jan-Jun 10 Rs. -

Expenditure Jul- Dec 10 Rs. 242,551

Total Expenditure Jan-Dec 10 Rs. 242,551

Budget Variance Rs. 7,449

Budget Variance % Rs. 2.98

800,000

340,000

467,030

807,030

(7,030)

(0.88)

210,000

104,800

104,800

209,600

400

0.19

117,600

58,400

58,400

116,800

800

0.68

840,000

169,875

540,060

709,935

130,065

15.48

1,230,400

696,972

569,300

1,266,272

(35,872)

(2.92)

National advocacy campaign

450,000 2,848,000 564,900

295,287 1,325,334 565,331

198,653 1,471,213 -

493,940 2,796,547 565,331

(43,940) 51,453 (431)

(9.76) 1.81 (0.08)

Sub Total
1 1-day National Workshop to devise effective strategy for planning and review Strengthen, improve and enforce M&E system 1 2-day National AF staff training on M&E system Maintain AF's website especially the publication and maintain MIS

945,000

545,000

417,631

962,631

(17,631)

(1.87)

530,500

511,158

511,158

19,342

3.65

504,000

241,701

245,053

486,754

17,246

3.42

Sub Total

2,544,400

1,352,032

1,173,842

2,525,874

18,526

0.73

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Description
Program staff Resource Service staff Social security and health Coverage

Budget for 2010 Rs. 7,387,200 900,000 248,616 8,535,816 2,062,800 324,000 907,200 518,400 3,812,400 24,371,716 1,218,586 1,218,586 26,808,888

Expenditure Jan-Jun 10 Rs. 3,649,106 432,589 280,265 4,361,960 1,035,096 148,492 465,619 245,000 1,894,207 10,689,847 534,492 534,492 11,758,832

Expenditure Jul-Dec 10 Rs. 3,789,157 415,810 4,204,967 1,022,039 188,152 437,089 273,500 1,920,780 13,168,600 658,430 658,430 14,485,460

Total Expenditure Jan-Dec 10 Rs. 7,438,263 848,399 280,265 8,566,927 2,057,135 336,644 902,708 518,500 3,814,987 23,858,447 1,192,922 1,192,922 26,244,292

Budget Variance Rs. (51,063) 51,601 (31,649) (31,111) 5,665 (12,644) 4,492 (100) (2,587) 513,269 25,663 25,663 564,596

Balance/ Variance % Rs. (0.69) 5.73 (12.73) (0.36) 0.27 (3.90) 0.50 (0.02) (0.07) 2.11 2.11 2.11 2.11

Sub Total
Accounts / Admin, Secretarial / support staff support Material / Expendables Communication: Telephone/mail/fax /Transport / Travel of project staff Utilities partial cost

Sub Total Total

Over Heads @ 5% Cost of Institutional fee @ 5%

Grand Total

______________ Account Officer

____________ Checked By Director Finance

_____________ Approved Project Director

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The overall performance of the project is good because the project is under the cost and going on head of schedule. The amount of work that was planned is actually accomplished and it is used to determine the cost and schedule performance is as planned. They monitor the project plan, actual work, and work-completed value to see that a project is on track. Earned Value shows them how much of the budget and time should have been spent, with regard to the amount of work done so far. LWP project is on track and accomplished within the time planned for work. The positive variance shows that project is going good.

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Review of Theoretical and Practical situation:

Theoretical study is the base of any practical study. I have uses the AF as a practical study. During my research I have found the strong relationship between the practical and theoretical situation. Below points are the points which are AF using during the practical research. AF is using the all of theoretical frameworks, which are the following.

 Work breakdown structure  Expected expenses  Employee compensation  Administrative expenses  Difference between estimated and actual expenses  Measuring performance of the project

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SWOT Analysis:
Strengths:
 Highly qualified and skilled human resource  Project management team is competent, experienced and trained  Budgets are prepared by giving high priority to work plan or work frame wok and work breakdown structure  Committed to excellence  Lead researcher has strong reputation within the policy community  Organizations director has good links to the Ministry  Expert at influencing public opinion and policy-makers.

Weakness:
 No clear strategic direction  Small staff with a shallow skills base in many areas  Inconsistent revenue flows from donations causes difficulty in making budgets  In most cases staff feels injustice regarding promotions

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Opportunities:
 Good partners in export development programs to bring in local communities, implement some training and encourage participatory development.  Adopt Latest technologies  Events or workshops to explain the program and projects  International and domestic market expansion

Threats:
 Lobby against one another with policy-makers  Recession in economy  Political instability  Terrorism  Shortage of funding or sometimes no funding or delay in funding that create resistance to accomplish work according to the budget plan  Latest techniques or methods used by other competitors

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Conclusion

From above discussion it is concluded that it is good to make Project budgets in order to remain within funds available. Project budget decides how much budget is required to accomplish a task or activity or complete project. Variance is the difference between the estimated budget and actual budget whereas earned value is the method to measure the performance of the project. It helps organization to remain within the budget. Aurat publication and information service is NGO and working for human rights. They have different projects and they make a comprehensive budget for them. They make a complete work plan for it. After the completion of project they do comparison of estimated budget with actual expenditures of the project. The difference between the actual and estimated is variance and if the variance is positive then the budget is going good or under control if the variance is negative then there is over the cost and some steps need to be taken. However in LWP project the variance is positive that means the project is under the cost and going on head of schedule and work planned.

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Recommendations
Following are some recommendation for Aurat publication and information service foundation:  Refreshing courses will help the organization to float smoothly.  Management should treat all the clients fairly and politely, as they are valuable stakeholders of the company.  They can make monthly budgets instead of making budgets on half yearly basis to check the performance of the project  The Departments should be advanced in every respect  Conduct more surveys  Easy access for communication should be provided in the rural areas.

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References
 www.google.com  www.scribd.com  www.ehow.com  http://www.thefreelibrary.com/Project+management%3A+using+earned+value+ analysis+%28EVA%29+to+monitor+a...-a0244159054  http://www.slideshare.net/constructioninside/project-management-earned-value  http://en.wikipedia.org/wiki/Project_management  http://www.earnedvaluemanagement.com/performance.html  http://managementhelp.org/plan_dec/project/project.htm  http://www.pmis.co.uk/earned_value_management.htm  http://www.brighthub.com/office/project-management/articles/61658.aspx  http://www.archives.gov/nhprc/forms/budget-forms.pdf  http://www.projectperfect.com.au/info_earned_value_management.php  http://www.dineshbakshi.com/Finance-and-Accounting/Revision-notes/varianceanalysis.html

Book:
Project management a systems approach to planning, scheduling and controlling by Harold Kerzner, Phd

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