Project Management New

8/4/2019 Project Management New

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Acknowledgment

AcknowledgmentThis assignment would not be possible if archive of Apna TV Network of

companies did not exist. For that, I would like to thank Mr. Imran Naqvi,

Marketing Head of Apna TV network for his cooperation with me in collecting

and analysing data for this assignment.

Thanks to Mr. Brig.(R)M. Zubair Siddique for giving me confidence in the subject

and to apply it on real time scenarios.

Nabeel Tirmazi

Roll No. w-585443


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Introduction to the Topic

Role of Budgets in Project Management

:efinition of BudgetA plan of financial operation embodying an estimate of proposed expenditures for

a given period and the proposed means of financing them.

Role of the Project ManagerThe primary responsibilities of a Project Manager are:

Creating and delivering the weekly status reporting

Leading status meetings

Maintaining the project schedule

Managing the project budget

Managing the resources and resource forecasting

Managing ongoing project communications

Issues and risks tracking

Scope and change management

So one of the project managers primary role is to encourage, facilitate, and insist

upon accurate estimates of cost. The project manager does this by providingprocedures and formats, and requiring formal documentation of the estimating

process.There are several types of cost which must be considered.

Labor costsThese are the wages, salaries and fees paid to the people whowork for the project. Some of these costs will be incurred byparticular project tasks and are described as direct costs. Forexample, if you employed an architect to draw up a plan of abuilding, the fee involved could be directly assigned to that task.

Other labor tasks cannot be linked with particular activities. Yourown salary as project manager, and the salaries of people whoadminister the project office, come into this category. These areknown as indirect costs and are usually listed separately. If theproject is taking place within an organization, these indirect laborcosts may be carried by the organization itself and not becounted as part of the project costs. Labor costs, especially direct


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costs, are liable to be greatest during the implementation phaseof the project.

Material costsThese are the supplies which are used up during the project.

They may include anything from office stationery to roofing tiles.Material costs are usually highest during the implementationphase of a project. Most material costs can be associated directlywith particular tasks and are therefore classed as direct costs.

Equipment costsThese are made up of the costs of hiring, leasing or purchasingany equipment needed for the project.

Other costs

These could include insurance, patent fees and tax.

Direct and indirect costsThe costs which can be attributed to particular tasks are knownas direct costs and costs which cannot be allocated in this wayare described as indirect costs, or overheads. As a generalprinciple, greater control over costs is possible if as many aspossible are linked to specific tasks, so that you know where yourbudget is being spent. A large burden of overheads may beinevitable, but makes it difficult to produce savings in the budget.

Some, or all, of the indirect costs may be taken out of the projectbudget and accounted for separately. Both direct and indirectcosts must, of course, be reflected in the price which the clientpays.

Fixed and variable costsAll project costs, regardless of whether they are incurred forlabour, materials, equipment or anything else, can be classifiedas either: Fixed costs, or

Variable costs.Fixed costs are specific amounts of money, while variable costschange, depending on the quantities involved. The purchase of acomputer is a fixed cost, but the purchase of paper for the printeris a variable cost, because it will increase as further reams arebought. If a consultant charges a fee of Rs.20,000 to provide atraining session, this is a fixed cost. If the same consultant


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charges his time by the hour, this is a variable cost. Fixed andvariable costs can be either direct or indirect. If a buildingcontractor buys a software program to manage a project, thiswould be fixed indirect cost. If he buys a central heating boiler tofit into a house he is constructing, this would be a fixed direct

cost. Similarly, the weekly wage of an administrative assistantwould be classed as a variable indirect cost and the weekly wageof a bricklayer would be a variable direct cost. The problem withvariable costs is that they are open-ended. They can escalate ifextra materials are purchased, or the work takes longer than wasscheduled. Wherever possible, project managers like to havecertainty in their budgets. For this reason, a flat fee is sometimesagreed with consultants and other subcontractors. In this way, ifthe work takes longer to complete, the project does not have tobear the extra cost. In other situations, it is possible to negotiate

a piece rate with the sub-contractor. If neither of these solutionsis appropriate, the cost must be worked out by estimating thequantity of work required and multiplying it by a unit rate.Changes in costs can then at least be predicted and explained,which gives some degree of control.

Review of the Literature

Having a robust budget allows you to fix almost anything thatgoes wrong. In the real world, however, most projects run on atight budget. Managers want blood from turnips. Things gowrong. Project delays waste budget dollars you cant afford tolose. Inflation takes its toll as the project takes longer thanplanned. Every minute a project is delayed because of a sickparticipant, equipment failure, or a blizzard cooling delivery ofvital project components, money is wasted. Project budgets have

something in common with storing radioactive elementstheylose strength over time, even when not in use. Conceptually thebudget process can be equated as:

People + Resources + Time = Budget

The budget should help the project manager control the project;however, its common for the project manager to find the budget


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controlling him or her. A realistic budget is central to keepingcontrol of the project. Its okay to have one thats a little tooconservative, but you cant turn lead into gold.

Building a Budget:

The budgeting process can be intimidating to project managers.How much will it really cost? How can I control an important staffmember who demands a salary increase? What if I make amistake? .The process of building a budget should be an orderlyone; otherwise, its impossible to get reasonable numbers. Youmust carefully understand the components of each task and thencost out each one. Yes, you might make an error, underestimate

(or overestimate), or blow it completely, but all you can do is try,using your best estimating capabilities. Even so, businessconditions might change, the project might get bumped into anew direction, or a task might fail. So, what you are making inyour astute budgeting is a set of assumptions that might change.

The things that should be considered while preparing a budget:

Costs are tied to project goals. Is your companys plan tobuild the cheapest notebook computer possible, evenrisking a 25 percent out-of-the-box failure rate? Or is it

planning on a top-of-the-line model offering every featureand built to take a five-story drop without so much asdinging the case? Obviously, one is going to cost more tobuild than the other, and you must account for that in thebudget.

Costs are tied to timeframes and schedules, and doingthings faster usually costs more money. Suppose we needan elegant Rs.48,000 tradeshow booth for an importantshow next week? It can be done, but if were using anoutside booth builder, well have to come up with 200-

percent rush charges to motivate them. (Rush charges aresubstantial extra costs tacked on when people have tosacrifice their nights and weekends because of your badplanning.) Substantial rush charges make a sizable dent inyour project budget.

Costs require expert input. With specific tasks at the ready,query the people who will be doing the work about their


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charges for time and materials . Its important for eachcontributor to understand exactly what you want.

Project Manager needs budget input from:

1. StaffYou need firm estimates for the time required for task completionas well as all supplies and equipment. These estimates must bespecific. Do not assume, for example, that five company PCworkstations will be idle and available March 4 to 24. They mightnot be, and youll have to pay a fortune to rent them.Outside service vendors

You must have hard numbers from outside service providers andconsultants. Demand (politely, of course) a written estimate thatfixes the cost unless the project runs off the rails or changes

nature. The latter might force the consultant to redo his work,and he should be compensated for it.Other managers or expertsPeople in your organization who have handled projects canprovide excellent advice and study cost estimates for problems.

They also might be able to provide exact estimates if a projectthey worked on had elements common to yours. Or, they mightbe much more experienced project managers and be willing tohelp out.4. Your managers or owners

Although sometimes unhappy about a projects bottom line, theymight be able to provide advice from their own years managingprojects. Plus, by bringing them in early, theyll see that yourecarefully covering your bases and are spending their money in anequitable manner. That observation will assist you in getting thefinal budget approved because management already will have astrong grasp on the realities of the project and its budgetrequirementsnot to mention faith in you and your abilities.Expert project managers estimate budgets accurately notbecause they have years of experience, but because they look at

the budget and final costs of similar tasks on related projects.You can do it, too. If you furnished an elementary school last yearand have a similar one to equip this year, base at least part ofyour estimateaccounting for inflationon last years costs.!Suppliers/service providers

You must have supplies and equipment commensurate with yourprojects requirements. Shop price but be careful about taking


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the least expensive option if quality is an issue. Building aneighborhood police station as a charity project? Supplier A mightprovide clean two-by-fours for the same price as supplier Bsknotty, warped, and generally misshapen lumber. Ask forsamples.

6. Purchasing department staffThe purchasing department may or may not save you money.Purchasing is a department that may help you in your quest forsuccess or may stand in your way at every turn. Use them iftheyve proved helpful in a timely manner in the past. Avoid orwork around them if they are difficult to deal with. You mightneed an order from senior management to avoid working withthem. This tactic is a slap in the face to the purchasing people.Dont expect to win any popularity contests with them next timeyou order a box of number two pencils.

# ExpertsCompletely lost? Request (probably expensive) a budget fromsomeone with budgeting skills to assist you through a stickyproject. Hire experts after carefully explaining their duties andsetting a firm budget for their time. The best and least expensiveexperts are often people who have retired from a field after alifetime of experience. You also can hire an expert projectmanagernot to take the reins but to review results and profferadvice.$ Standard pricing guidesMany government regulated organizations and some privatecompanies offer standard pricing in printed-guide format.

Once these cost estimates have been gleaned and carefully listedalong with the names of the contributors, its time to do a taskbudget roundup. In this process, you take all the estimates for

Task A and combine them. After you wrap up costs for all thetasks separately, you can add the total of the entire plan toascertain the projects total cost. Costs that are not available

because researcher is out of town must be guesstimated with alarge highlighter used to indicate that the total is possiblyfictitious. With a computer, most unknown/unverified estimatescan be indicated separately. Your manager and moststakeholders will want to see the budget in two formatsby costcenter and by monthto assess cash flow and cost allocations.Some project managers will also want to present the budget by


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project milestones, WBS summary levels, or project phases.

Types of Budgeting MethodsThere are two established methods for budgeting: top-down andbottom-up. Which is best for your project depends on your

organizations standard approach to decision making. Doesmanagement dictate most mandates? Or, is the staff expected toproduce ideas and decisions that percolate up to managementfor final analysis? Your answer to this question will determine themost likely budgeting approach for the project.

Bottom-Up BudgetingIn bottom-up budgeting, staff members get together and attemptto hammer out a budget from the task-level detail. As a group,they can speak frankly. One member might have a solution thats

superior to another. Its also a good way to avoid missing asubtask. If one group member forgets it, another (hopefully) willremember it. This helps avoid budget-gobbling tasks appearingmid project and throwing everything off down the line.

Top-Down BudgetingMore difficult than bottom-up management, the top downapproach has senior managers estimating budgets from theirexperience and then allocating funds to lower-level managers forexecution. Top-down budgeting works if managers carefully

allocate costs and possess significant project managementexperience. In many progressive organizations, a combination oftop-down and bottom-up budgeting is used to ensure that thetop-down numbers (which establish general expectations) aregrounded in the reality of the workers experience.

Phased BudgetingPhased budgeting, like phased scheduling, can use either top-down or bottom-up estimates or both, but it estimates only onephase of the project at a time. On very large projects, this is a

commonly employed methodology because it limits risk anduncertainty in the approved operational budget.

Preparing estimatesThere are two approaches to preparing an estimate. The easiestway to do it is to base your figures on a similar project which tookplace in the past. Although this method of estimating is quick,


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simple and cheap, it is not likely to produce a particularlyaccurate forecast. If very few details are available about theforthcoming project, this approach may be the only one you canuse to make a rough estimate of costs. Unfortunately, this isexactly the situation in which it is risky to make assumptions.

There may be significant differences between the old and thenew projects, which makes a comparison of costs completelyinappropriate. The second approach is to break the project downinto the smallest possible components, which are then pricedindividually. The parts are then added together to produce a totalcost. This is a time-consuming procedure, but should produce themost accurate estimate possible. In construction work, estimatesare prepared by costing each item on a Bill of Quantities. Thisdocument may run to many hundreds of pages and will containexact details of every operation involved in the project. The

smaller the parts into which the project is divided forcosting purposes, the more accurate the resultingestimate is likely to be, and the more expensive and time-consuming it will be to prepare. In practice, many estimatesare based on a balance between these two approaches. Someparts of the project are costed in full, while others, which aremore difficult to quantify, are based on educated guesswork. Inmany situations, the preparation of costs is a complexinformation-gathering exercise. You may have to contact sub-contractors and suppliers and ask them to submit formal

quotations. Other information will come from colleagues, or othercontacts, who have specialist knowledge and can advise you onthe time and other resources likely to be required for the project.

You can obtain some of your data from records of previousprojects. There are also various formula which you can use tocalculate costs. These range from crude rules of thumb to moresophisticated instruments based on a scientific study of historicaldata. Where some types of work are concerned, formulae areavailable in the form of software programs and can be used toproduce model costings. Although they can produce accurate

forecasts, they need to be used with some caution. It still takesexperience of the real world to recognize whether there are anyspecial factors which make a project untypical.What rules of thumb do you use in your type of work?How accurate have you found them to be?

There are several phenomena which can affect the reliability ofyour estimates. The first of these is related to an old saying which


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farmers sometimes repeat:One lads a lad. Two lads are half a lad and three lads areno lad at all.

Just because you double or treble your workforce, you wontnecessarily get double or treble the output. There may be other

factors which come into play. Generally, the more people whoshare a task, the less effort each individual puts in. There are alsoother costs which are not scaleable. For example, you cannotusually base the cost of small quantities of supplies on the cost oflarge orders. Some contractors may also be prepared to accept alower hourly or daily rate than normal in return for a longcontract. If you are calculating how long it will take people toperform a task, you need to take into account their learningcurve. The first time someone does a task, they will be very slow,because they are finding out what they have to do, and the best

way to go about it. The next time, they will complete the taskmuch more quickly. The learning curve is based on theobservation that, for most tasks, people improve their speed bybetween 80 and 90 per cent each time the number of repetitionsdoubles. So, if it takes one hour to do a task the first time, it willtake, on average:1 x 0.8 hours to do it the second time (0.8 hours)1 x 0.8 x 0.8 hours to do it the fourth time (0.64 hours)1 x 0.8 x 0.8 x 0.8 to do it the eighth time (0.51 hours)1 x 0.8 x 0.8 x 0.8 x 0.8 to do it the sixteenth time (0.41 hours)

The more times a task is repeated, the quicker people get. Theeffect starts to tail off after a time, as a larger and larger numberof repetitions is required to produce the same reduction in time.Ideally, you do not want to hire people for your project who haveto learn how to do their jobs on your time. However, manyprojects do require new ways of working. For some repetitive andundemanding tasks, it may also be cheaper to hire unskilledlabour and provide training than to pay a higher rate to moreexperienced workers. You should also remember that people arenot machines. They take a little time to reach their peak level of

performance and also start to wind down at the end of theworking day. If you are using standard work rates, be aware thatthey may be based on optimum performance, which people arevery unlikely to produce 100 per cent of the time. If you askpeople to give you an estimate of how long it would take them todo a job, they may not always give you an accurate answer.

There are several reasons for this. They may overestimate their


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capability, in order to impress you or get the work. They mayoverestimate how long things will take so that they can have aneasier time completing the job. They may simply not know howlong a job will take, but not want to reveal their ignorance. Theymay be naturally cautious and not want to commit themselves to

a schedule they cannot keep. Your own knowledge andexperience will enable you to distinguish between the estimatesyou should and should not take seriously, but you may still be leftwith a range of possibilities. In this situation, there is a usefulformula which has been found to give reasonably accurateanswers:A = optimistic time estimateB = pessimistic time estimateM = most likely time estimate.Finally, when estimating costs, you should not automatically base

your figures on the lowest quotations that you are given bysuppliers and sub-contractors. There may be very good reasonsnot to accept the lowest price.

You may also need to take into account: Delivery Quality assurance Standard of workmanship Reliability After-sales service.It may be worth paying a little extra to ensure that the supplies or

work you are paying for really will meet your requirements.

Cost and priceIt is important to make a clear mental distinction between yourcosting and the price which the sponsor is willing to pay. If youknow that there is a budget of, say, Rs.20,000, available toproduce and print a leaflet, it is very tempting to allow this fact toinfluence your thinking:If weve got that amount of money available, we couldafford to use x to do the illustrations. At any rate, we can

certainly go for full colour.To paraphrase Parkinsons Law, it is easy to let the costs expandto fill the budget available. It is also dangerous to try to make thebudget fit an inadequate price:I know they will only be prepared to spend Rs.5,000 onthis job, so well have to cut a few corners...If it is impossible to do a job for the price offered, the people who


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are paying should be made aware of this fact. They may beprepared to increase the budget, or settle for a less ambitiousoutcome. On the other hand, if you go ahead with an inadequatebudget, you may get into serious difficulties when the project isunderway.

Refining the BudgetWhen the budget numbers are in, although subject to correction,the next step is to fine-tune the numbers. You might have to gothrough this process several times as new estimates arrive andare revised or as tasks enter the project that were forgotten orignored in the initial estimating pass. Here are the steps (allrequired) in refining the estimates:

1. A rough cut

This is a number pulled out of a hat, and it might have little to dowith the final number. Rough cuts should never become theactual budget numbers. This will kill a project manager andproject faster than anything. Rough cuts are remembered as realbudget quotations. Run like hell if youre asked to stop budgetingat this step.

2. A second cutThe resources required for each task estimate are reviewedcarefully. These include the cost of labor, supplies and materials,

equipment, overhead, and fix priced bids from vendors (whichaccount for all the vendor costs). This estimating process mightdemand the use of outside providers or might require more thanone take as a complex subset of work is reliably broken down.

You should also look at historical project costs to help guide yourestimates. All estimating should involve the relevantstakeholders.

3. Getting it rightThe third pass is the one in which you do the fine-tuning. For

example, you might reveal that your initial Rs.2,400 guesstimateis more realistic at rs.15,243.23. This process accomplishes twothings: It turns guesstimates into something close to reality, andit provides an overall estimate of the projects real scope. Thismight not please the bill payer, but it must be done. Again, therelevant stakeholders need to be involved in these refinedestimates.


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4. Wrapping it upIf the budget appears to be workable, it gets wrapped into theproject plan while simultaneously heading for the front office forapproval or at least groans.

5. Presentation for approvalAt this point, the budget shouldnt be a surprise to anyone on theapproval cycle. Your complete cut at the budget is presented forapproval. Even though people have seen it before, they may stillask you to find ways to cut it, to modify the project, or to scrapthe project as not worth the money (more common than youmight think). If youre lucky, it gets approved right there. If not,continue to revise and present until you get consensus andsignatures on the bottom line.

Master Budget ControlWho holds the purse strings? You? Your management? Acombination of both? Whatever the arrangement, you want aseasy access to the money as possible. That way, you can pay billsand purchase supplies in a timely manner. In one kind ofarrangement, you theoretically own the budget but must getmultiple signatures from senior management each time you needto spend a chunk of it. This slows projects to a crawl becausesome members of the executive suite might be out of town and

unable to sign. Besides, executives often let authorizationsrequiring their signatures sit in their in-boxes because theyre toobusy with their own projects.

Monitoring and Controlling the BudgetBudgets require special monitoring techniques. The way thebudget tracking is set up depends on the accounting systemsalready in place in your company. As you make expenditures orsign contracts with vendors, you need to establish a formaltracking method to measure your actual commitments. To help

control expenditures, you should initiate review procedures forany expenditure not in the original plan. Even if expenditures arein the plan, you may want to have approval or review of anypurchases that exceed a certain amount (say, any expenditurethat exceed Rs.10,000). In most companies, if you rely onexpenditure reports from the accounting department to providethe financial status of your project, you will likely go over budget


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or think you have more money than you actually have. Money isoften spent in the form of contracts or agreements long beforeit is accounted for in the billing and invoice cycles of thecorporation. Accounting reports typically report on invoices thathave been paid to date. Unfortunately, they dont usually

report on invoices that have not been paid or have yet to bebilled. For this reason, you must track actual expenditures to datein addition to reviewing the accounting reports. Ultimately, yourexpenditures and the accounting department documentationshould match, but it might take as long as 90 days for the twosystems to be reconciled. You (and each person on your projectteam who will be making financial commitments to vendors orsuppliers) must account for all monetary commitments as theyoccur. At a minimum, all expenditures should appear on theformal status reports. A simple way to keep track of the money is

to have each person provide a photocopy of each contract,agreement, or order for your project as it is approved. These gointo your project expenditures file. The total of theseexpenditures then becomes part of the actual expensescommitted to your project. As vendors specify new prices orchange their bids, these must be put into the file as well, andbudget figures must be adjusted accordingly for the next statusreport and plan review. When you get reports from accountingthat do not match your budget file, you will have thedocumentation necessary to reconcile the differences. If you

dont have such a file, youll be at the mercy of your accountantor finance officer (not a desirable condition).


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The Data CollectionApna TV

Introduction

APNA Channel is a satellite channel broadcasting from Thailand, and is envisaged as an

infotainment channel telecasting in Punjabi language, internationally footage to be in 126

countries. In Pakistan the target viewer ship of APNA CHANNEL is likely to be thewhole country as Punjabi language is spoken and understand in Punjab Sindh and

N.W.F.P very largely. The Channel is also targeting the Punjabi speaking communities

from the sub-continent, settled in Europe, Middle East and Gulf, Fareast, Africa.

Australia. At the moment, Apna TV network is running an Infotainment based Punjabichannel named as Apna Channel, Apna News, first ever punjabi news channel and

KOOK channel, first ever Saraiki channel.

Mission Statement

Our Mission is to become a CHANNEL of happenings and events narrowing rural and

urban gap. Our Vision is to provide fresh, crisp & healthy entertainment along with newsupdates & Current affairs programs to keep the viewers updated on the national & global

happenings, with round the clock transmission. To achieve these objectives, we havedeveloped a core team of technicians and creative individuals, Anchor persons, whose

experience is spread over decades in their respective professional disciple. The channel

has its Head office in Karachi and 105 offices spread all over the Pakistan Operatinground the clock with dedicated and time efficient work force. We believe in quality and

excellence as media broadcasting house focused on creating an edge over our competition

in quality programming and contents for our viewers and advertisers in Pakistan and

overseas.

Case Study:


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Apna TV was established in 2003 as Pakistans first Punjabi infotainment channel,

representing the culture, languages, attitudes of people o Punjab. Earlier programming of

this channel was comprised of1. News

2. Entertainment

3. Drama

4. Infotainment

5. Current Affairs based programs

6. Movies

7. Shows

In 2005, the programming management decided to start a sufi musical show involvingdifferent regions of Punjab. In first phase, 7 cities were planned to have musical shows

and the management held a meeting comprising of experts from programming

department and marketing department. The reason of this show was to get a prominent

brand of Pakistan as well as deep penetration into the inner regions of Punjab for viewer

ship purpose. Following things were considered for the shows:

1. Where will be the show conducted and on which price it will be available?

2. Which of the stars will participate in the program?

3. What will be the time constraints for conducting this whole project?

4. What kind of technical equipment will be required for both show and

broadcasting purpose?

5. How much manpower will be required from in-house and from external means?

6. What will be the payment mode of stars, outsourced manpower and outsourced

technical equipments?

7. Will there will be a consistent budget in all programs within the first phase?

Initially, it was decided to confirm the venues of the events held in 7 cities i.e

Gujranwala, Pindi Bhatiyan, Pasroor, Multan, Sheikhupura, Lahore, Daska, this was the

fixed cost of every venue though every venue had its own price. The stars, music

performers and musician were decided and an agreement was done with a fix package.

The technical equipment like cameras, OB systems, Cranes and dollies plus the

manpower associated with it were also finalized as a fix package. All of the cost


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mentioned uptil now were called the direct costs. The time constraint of the whole project

was decided to two months.

The project manager (producer) and the some of the technical crew were from in-house,

so all of their cost didnt affected the whole budget because they were on organizations

salary scale, but any cost related to them were considered as indirect cost. Thedevelopment of Show booths were to be developed by the company and specific

designers were hired to build them. The cost of traveling of technical manpower,

equipment and performers was quite variable due to the schedule of the events. Firstly

they tried to make a consistent budget of Rs. 400,000 for every program, but after

considering different variable aspects it was decided that Rs.350,000 will be enough to

carry out the whole project. At first the master budget was controlled by the

administration of the company.

Now due to different venues, many of the variable factors arised and the first three

venues of Lahore, Multan and Gujranwala, overbudgeting was experience due to thecommunication gaps between the project manager and the administrations. In general

meeting it was then agreed that project manager will himself will control the whole

budget. After that the remaining project was reanalyzed in terms of budget by project

manager and it was experienced by the organization that the project which was

controlling the budget was now being controlled by the budget efficiently and effectively.

Thus, completing a successful project.


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SWOT Analysis of Apna TV

Strengths:

1 Apna Tv is currently one of the major regional channel in

Pakistan2 Having more than 105 regional offices makes it easier to

penetrate on the local of level of punjab3 Apna TV isnt facing major competition in regional channels4 Advertisers interested in specifying Punjabi target audience

prefers Apna TV as their medium5 They are simultaneouly running an infotainment based

channel, news channel and a Saraiki infotainment channel6 Apna has experienced and team with high integrity7 All of the necessary technical equipments related to

productions are owned by the company.Weakness:

1. Distribution of tv channels of this network is not consistent

2. Lack of good rapport with cable operators

3. Insufficient facilities of production in regional sub-offices

makes it little difficult to manage productions apart from regional

headoffices

4. Necessary technical equipments related to shows and eventsare always outsourced.

Opportunities:

1. Local and close regional export.

2. Expand the market through further new product variant

development such as doctor & dentist napkins etc.

3. Many subjects and areas of information are still new to Punjabilanguage.

Threats:

1. More TV networks are considering to launch their channel in

Punjabi language


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2. Increasing viewership of News Channels may affect their

infotainment based channels

3. Many of the channels are upgrading their equipments to come

with fast and efficient broadcasting results while the organization

isnt focusing on that.

Recommendations for Apna TV

1. Apna TV network should consider facilitating in terms of

production to their regional sub-offfices in order to penetrate

more in inner areas of Pakistan.

2. Should give benefits to its man power in order to prevent any

kind of brain drainage to other potential Punjabi based TVnetworks

3. Should focus more on inner areas of Pakistan in order to break

the monopoly of major news channels

4. Should be more focused on such rich areas of subjects like i.e

Folk Lore, Myths and cultures, Agriculture and Sufism which are

available in Punjab and Punjabi language.

5. They should buy their own equipments related to the outdoorevents and shows that will be there fixed cost.

Project Management New

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