Managing Budget Project Management At University

Budget management analysis is used by mangers as a tool and helps determine that all resources available are being used efficiently. The budgets are determined yearly and are based upon the previous year’s budget and variances. This paper will discuss specific strategies to manage budgets within forecast, compare five to seven expense results with budget expectations, describe possible reasons for variances, give strategies to keep results aligned with expectations, recommend three benchmarking techniques, and identify those that might improve budget accuracy, and justify the choices made.

This research paper is a brief discussion of budget management analysis. Budgeting is the key to financial management, and is the key to translates an organization goals or plan into money. Budgeting is a rough estimate of how much a company will need to get their work done, and provides the basis for evaluating performance, a source of motivation, coordinating business activities, a tool for management communication and instructions to employees. Without a budget an organization would be like a driver, driving blinded without instructions or any sense of direction, that’s how important a budget is to every organization and individual likewise (Clark, 2005).

Staying on budget is one of the key factors that will play a significant role in ensuring the success and the completion of the project in a timely manner. In addition, budgeting will allow this project to develop a spending plan which will ensure that we do not exceed the $3,000 dollars allotted for the project. Furthermore, by having a budget plan in place, we are on the path to setting and meeting our financial goals.

The manager must remember that the budget is completed with a goal in mind. All employees should be aware of the budget and how it ties to the ultimate goals or plans for that department (Walsh, 2016). This budget should have a strategy and effectively communicate the department goals. The manager should take the long-range plan to build the annual budget with this plan in mind (Finkler, 2017).

The allocation and cost of resources need to be carefully monitored if a project is to be delivered on-time and on-budget.

You make a valid point; event planners are better equipped to deal with the constant changes required for risk management planning. “The risk management plan should detail your strategy for dealing with risks specific to your business” (Identify risks to your business, 2014, para.2). Therefore, putting together a solid risk management plan will take careful planning and foresight. However, foresight will not stop the risks from changing over time, so it is important to have a risk plan that can be adapted to fit the constant changes that can happen. Additionally, the ability to think about the about the worst case scenario will assist the event planner, and stop them from having to make too many changes to the risk management

A budget is an instrument used to help managers ensure that the resources used effectively and proficiently toward the goals of an organization. A budget projection can be made on a yearly base depending on previous year or existing one. They can further be broken down quarterly or monthly depending on it use. Generating a budget is complex undertaking, and for a budget to be effective the organization ought to follow it strictly. However, no matter how closely a business follows their guidelines there will always be some form of variances. The organization should expect a few variances and be able to work these discrepancies in any budget

budget. As the project evolves, additional information is discovered and further estimates are produced. This is an extremely important process and we cannot emphasize enough the need for this re‐estimation or re‐budgeting process at each phase of the project. In any case, for the purpose of this article, we will call the revised budget the "actual budget." Another standard activity is to provide management with an expected cash flow. From a financial perspective this is an important activity, but it also can be used as your cost expectation.

Every project is going to experience a certain level of risk and it’s the responsibility of the project manager or event organizer to assess the risk and determine what is acceptable and how to mitigate certain elements if risk, or to elect that the risk is too great and make alternative arrangements.

As the world is chaotic (Djavanshir and Khorramshahgol, 2006) it is impossible to always predict the future accurately. Teller at al (2012) describes project management as balancing the “iron triangle”, where changes to any one of the planned costs, quality or scope will change the other elements. Risk management allows contingency to be put into project plans, (APM, 2012) minimising negative effects and maximising the benefits of uncertainty.

2. Recommendations: Every budget and project needs a budget. The budget will help with planning and ensure that the team is keeping expenditures under control and also will give the team a target of what needs to be accomplished. The first question the team should ask before undertaking a project is “how much is this going to cost and what the value is to the company? The company needs to have a cost benefit analysis to find out if the cost of the project is justified by the value and benefit it brings into the organization. The projects are supposed to be approved by the finance department before they are undertaken to ensure that there are funds to fund the project.

Another expense results with budget expectations is capital purchases. Capital purchases are those that cost an organization more than $5,000. Such purchases include radiology equipment, lab equipment, computer systems. Unexpected expenses occur when equipment failure occurs and a need for new or repaired equipment arises or when unexpected volumes of patients require additional capital purchases of equipment to be made. “Working capital management is the role of the manager, in ensuring that there is adequate cash on hand to meet the organization’s needs and minimizing the cost of those resources” (Finkler et al., 2007, p. 360). Variances occur when multiple unexpected costs arise and that reserved cash is expended and needs to assume short-term loans or take away from other departments is necessary. This type of unexpected spending may be categorized as an unfavorable variance. Unfavorable variances are “variances in which more is spent than the budgeted amount” (Finkler et al., 2007, p. 501).

Question 1. What project selection method described in the chapter will ABI probably employ for this proposal? Answer According to the description, the project selection method is profitability of numeric model. We might see the points from the business strategy 1) Bid only on good margin products that have the potential for maintaining their margins over a long term. 2) Pursue only new products. 3) Utilize the most advanced technology in new projects. “ project champion” approach to innovation and creativity. no more than 480 employees. 4) Foster the

The proposal writing process is multifaceted, encompassing both the actual submission of a request for proposal as well as the management of the implementation of received funds. Through class lectures and assigned readings, we’ve discussed the various aspects that make up the process of grant writing. Through this essay, I will explain this process as it leads up the management of the project once funded. Furthermore, this essay will explain how to ensure that the proposal submitted addresses key aspects necessary for the project to be implemented in line with best practices for project management.

According to an accounting textbook, cost is defined as a resource sacrificed or foregone to achieve a specific objective. It is something given up in exchange. It is necessary for project managers to understand project cost management since project costs money and consumes resources.