1Southern Cross Engineering - Phase 2

8/13/2019 1Southern Cross Engineering - Phase 2

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SOUTHERN CROSS ENGINEERING

Metal Sheet Work

Processing Plant ProjectDevon Hindshaw (13654652)

HendiRofiansyah (14983234)

Devon Hindshaw (13654652)


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Contents

1 Project Background ......................................................................................................................... 3

1.1 Project Selection ..................................................................................................................... 3

1.1.1 Evaluation Criteria ........................................................................................................... 3

1.1.2 Project Overview ............................................................................................................. 3

1.1.3 Project Scope .................................................................................................................. 4

1.1.4 Feasibility Evaluation ...................................................................................................... 4

1.2 Staffing and Project Management Teams............................................................................... 5

1.3 Environmental Issues .............................................................................................................. 5

1.3.1 Scrap metal Waste .......................................................................................................... 5

1.3.2 Oil Waste ......................................................................................................................... 5

1.3.3 Water Pollution ............................................................................................................... 5

1.3.4 Noise Pollution ................................................................................................................ 5

1.3.5 Air pollution .................................................................................................................... 6

1.3.6 Other waste ..................................................................................................................... 6

2 Project Organisation ....................................................................................................................... 6

d k kd


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4 Operating for 10 Years .................................................................................................................. 20

4.1 Pricing and Breakeven Analysis ............................................................................................. 204.2 Depreciation and Taxes ........................................................................................................... 1

4.2.1 Land Price in the future ................................................................................................... 1

5 Summary and Conclusions .............................................................................................................. 2

6 References ...................................................................................................................................... 3

7 Appendix A: Group Operations ....................................................................................................... 5

8 Appendix B: My Role in the Group .................................................................................................. 6

8.1 Yuri Montemurro .................................................................................................................... 6

8.2 Hendi Rofiansyah .................................................................................................................... 6

8.3 Devon Hindshaw ..................................................................................................................... 6

Table 1: Project Evaluation matrix .......................................................................................................... 3

Table 2: SWOT analysis for Sheet Metal Processing Plant ...................................................................... 4

Table 3: Fixed Costs ............................................................................................................................... 14

Table 4: Variable Costs .......................................................................................................................... 14

Table 5: NPV Analysis ............................................................................................................................ 18

Table 6: Average Consume of Colorbond Products per Household ..................................................... 20

T bl 7 C t h it ld 20


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1 Project Background

1.1 Project Selection

1.1.1 Evaluation Criteria

Southern Cross Engineering has the opportunity to expand its business with a large variety of areas

to invest. Implementation of a new business is risky with research suggesting that rate of new

business failure can be as high as 50% in the first two years (Hutchings, 2009). The most feasible

project has to fit the following criteria:

Table 1: Project Evaluation matrix

Criteria

LuxuryCar

Batteries

MetropolitanWi-

Fi

WastewaterPlant

High-Tech

Complex

MicrocircuitPlant

MetalSheetPlant

Hospital

Extension

TrafficLights

ControlCentre

PowerDist.

Centre

BiomassFuel

RareEarthPlant

Risk 3 2 2 3 3 1 2 2 1 3 3

Demand 3 2 1 3 3 1 1 2 1 3 3

Expertise

Available2 2 1 2 2 1 3 2 2 3 2

Investment

amount3 3 3 3 3 2 3 3 3 3 2

P b k 3 2 3 2 2 2 3 2 3 2 3


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Southern Cross Engineering, as an existing competitor in the construction industry can further gain

an advantage in the industry grasping the opportunity to expand into a new division of sheet metal

fabrication. Products such as corrugated roofing, fencing, gutters/downpipes and window/door

frames are needed in construction industry and by incorporating new designs and widening the

range currently available in the market the company can fill the industry gap and strengthen their

name.

1.1.3 Project Scope

The project planning is structured such that production is started after approximately two years,

during these three years all the steps from acquiring a building to personnel hiring and testing

should be complete.

1.1.4 Feasibility Evaluation

A SWOT analysis as shown below helps analyse the feasibility of the project. As seen below there are

far more opportunities and strengths in the implementation of a Sheet metal processing plant.

Additionally, an action plan must be made to minimise and avoid the few weaknesses and threats

(Hutchings, 2009).

Table 2: SWOT analysis for Sheet Metal Processing Plant

Strengths Weaknesses

Southern Cross Engineering is an existing

company and has a good reputation in the

i d t l d

The company is within a strict budget and will

d t b h f i t th b k


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1.2 Staffing and Project Management Teams

Initially within the initial phase of the project the project management team will be in charge of all

aspects of the project from set up and hiring of personnel. The project management team will

consist of three engineering personnel. As the project develops the three project managers will be

designated individual roles as the departmentalization process develops with one being in charge on

the overall project. More information about the Work Breakdown Structure and the personnel

structure can be seen in section 2.

1.3 Environmental Issues

Environmental pollution produced by the shops are: oil waste, noise level, air, and water. the impact

of pollution produced could be harmful to the health or comfort of humans and animals or could

cause damage to plants or materials. They need to be controlled within the approved limits by city

council or to be eliminated. The company will have environmental protections policies comply with

Environmental Protection Act 1986 (Western Australian Consolidated Acts).

1.3.1 Scrap metal Waste

Scrap metal waste are valuable waste come from the production, these metals could be reform by

foundry industry. The company could make some money by selling these scrap metals to foundry

industries., the concerns are the amount, storage, and area of the scrap metal shall be controlled,

they should not harm to the environment as the metals do corroded, it shall not in direct contact

with the ground.

1.3.2 Oil Waste

Oil waste produced by the machines are form from engine oil, lubricant oil, etc. the government of


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1.3.5 Air pollution

The air pollution would not be high on the shops, since there is no big combustion engine used such

as generator sets. However the control should be taken into consideration.

1.3.6 Other waste

Other wastes produced, it is organic or non-organic, will follow the common council rule of

managing those wastes, i.e.: separate bin.

2 Project Organisation

2.1 Time Management and Work Breakdown Structure

2.1.1 Time Management

Please refer Gantt chart on pages 8,9 and 10

2.1.1.1 Set up for production date2.1.1.1.1 Purchase of plant

The purchase of the plant will be performed by the Project managers. The plant will be running for

24 hours a day, hence a location with no noise restrictions at night is needed. Additionally the plant

needs an adequate power supply.

2.1.1.1.2 Head Workforce

The Project Management team will be split up with one being in charge and the other two being put

i h l t i i d t t Th P j t i th i h f hi i f


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the setup of the office space. Once the actual layout of the plant is complete Health and Safety will

set up relevant health and safety equipment and establish emergency procedures.

2.1.1.1.6 Workforce

The Project managers will employ a Head of Marketing department. After this the Heads of each

department will be in charge of employing their own departments team. The Head engineer will

double as the quality control and Assurance Head as well once production commences.

2.1.1.1.7 Training / Team building

The head of each relative department is in charge of training their staff and assigning their requiredtasks. Health and Safety heads are responsible for training staff on relevant procedures for

emergencies.

2.1.1.1.8 Advertising

The Marketing team run by the department manager will be in charge of setting up a web site and

all relative advertising; they must consult with the other departments before consulting with

customers concerning pricing and products.

2.1.1.2 Production Period2.1.1.2.1 Marketing and Advertising

An ongoing process of marketing and advertising will occur throughout the 10 year production

period. The first year of sales will incur a discount rate to attract new customers and to get our

products out.


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2.1.2 Work Breakdown Structure

A projectised team formation is ideal as it uses functional departmentalisation. By having this WBS

the project manager has authority over the project, costs and communication is simple (Eren, 2010).

Figure 1: Projectised Team Organisation

Project Manager

Head of Engineer

Mechanical &Design Engineer

Maintenance

ManufacturingEngineer

Suppervisor

Foreman

MachineOperators

Head of QualityControl &Assurance

Quality Control

Head of Admin &Sales

Accountant

Legal & HR

Head of HSE

HSE Team

Head ofMarketing

Sales Team


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2.2 Project Controls, Scope Management and Contracts

2.2.1 Project Controls

Figure 2: Activity Responsibility Chart

Activity

No

Planning and

Design

ProjectManager

Manufacturing DivisionQuality

DivisionAdministration Division

Marketin

g

Division

Safety &

Environmental

Division

Headengineers

Mechanical&DesignEngineer

ManufacturingEngineer

Maintenance

Foreman

Supervisor

MachineOperators

HeadofQA

QualityControl

HeadofAdministration

Reception/Admin

Legal&HR

Account/BookKeeping

HeadofMarketing

SalesTeam

HeadofHSE

OHSETeam

1

Innitiation

and Project

Objectives

2Purchasing of

Plant

3Product

Design


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2.2.2 Scope Management

The company works cover all production, sales & distribution, and after sales services. Other work

such as waste management, IT management and building maintenance will cover by subcontractor,maintenance department inside the company are used mainly for maintenance of the machines and

equipment.

2.2.3 Contracts

The use of subcontractors for specialized services increases working efficiency and avoids

unnecessary liability, the services that will be subcontracted are:

- Waste Management

- Building Maintenance- Information and Technology

The contract agreement will be made under common law / contract law (Clarke, 2010), the

subcontractor is expected to be based in Australia, having all required legal documents from local

council, it is highly desirable a subcontractor with a international management system such as an ISO

series or Australian Standard.

The company would prefer unrestricted tendering, where public advertising will be made on the

local newspaper.

Waste management contractor shall have valid certificate on managing waste, attending to local and

national government standards and provide a valid government approval. The contractors

maximum capacity should not be exceeded when dealing with the waste from the company, the

contractor is expected to control all the waste from production, all legal and environmental issues.


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3 Project Cost and Financial Issues

3.1 Cost Estimates and Cost Drivers

3.1.1 Fixed CostsTable 3: Fixed Costs

Fixed Costs

Building $4,000,000.00

Machinery and Equipment $4,000,000.00

Insurance $1,500,000.00

ISO certification $400,000.00

Initial training $150,000.00

Wages $1,500,000.00

TOTAL $11,550,000.00

3.1.1.1 BuildingThe new metal sheet processing plant will require a physical area from 3500 m to 4500 m. Themarket price for suitable warehouses range from $3,000,000 to $4,000,000.

3.1.1.2 Machinery and EquipmentThe purchase of multifunctional machines avoids the need of multiple machines, even though they

are relatively expensive they are more cost effective, saving the company some money and making

maintenance schedules easier to control and cost effective in a sense. It is estimated the expense of

$3 300 000 f h h f h hi d i l h h ddi i d


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3.1.2.1 InventoriesInitial raw material investment including tests (wasted production) is estimated to be of

$200,000.00.

3.1.2.2 Overheads$300,000.00 will be put aside for initial overheads based on machinery and equipment specifications

(e.g. power consumption) and any other unexpected costs.

3.2 Financial Analysis, Time Value of Money & Effect of Inflation

3.2.1 Financial AnalysisFigure 3: Balance Sheet for initial 3 years

Southern Cross Engineering Sheet Metal

Balance Sheet / Statement of Financial Position

As at 30 June 2013

30-Jun-11 30-Jun-12 30-Jun-13

AssetsNon-current assets

Property and Plant $4,000,000.00 $4,000,000.00 $4,000,000.00

Machinery $0.00 $4,000,000.00 $4,000,000.00

Total Non Current Assets $4,000,000.00 $8,000,000.00 $8,000,000.00

Current assets

$ $ $


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3.2.2 Time Value of Money & Effect of Inflation

Southern Cross Engineering will need to obtain a bank loan of $16,000,000.00 to fund the Sheet

Metal Processing Plant. The interest rate on the loan is 10.8% per annum (Australia and New Zealand

Banking Group, 2010).

Terms agreed upon by the bank will involve payback of the loan only to start when the company is in

full production. Thus interest will accumulate on the $16,000,000.00 for the initial construction and

preparation period of three years.

End of year Balance Beginning Interest Ending Balance0 $16,000,000.00 $16,000,000.00

1 $16,000,000.00 $1,728,000.00 $17,728,000.00

2 $17,728,000.00 $1,914,624.00 $19,642,624.00

3 $19,642,624.00 $2,121,403.39 $21,764,027.39

Thus at the end of the third year the balance in the loan account is $21,764,027.39. During theproduction phase the annual payments are calculated as follows.

P = the Present Value ($21,764,027.39)

A = the Annuity amount needed to be generated each year


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3.3 NPV, Annual Worth Analysis, Funding, Cost of Capital, and Cost of Debt

3.3.1 NPV and Annual Worth Analysis

To calculate profitability of the Sheet Metal Processing plant the difference between the present

value of cash inflows and outflows is needed. By the end of the third year Southern Cross

Engineering would have accrued interest on their $16,000,000.00 loan totalling a value of

$21,764,027.39. In order to meet recover all investments within ten years, the net present value of

f h ld b

0 1 2 3 4 5 6 7 8 9 10 11

$16mm

$17.73m

$19.64m

$21.76m

12 13

$3.18m

$3.18m

$3.18m

$3.18m

$3.18m

$3.18m

$3.18m

$3.18m

$3.18m

$3.18m

Figure 4: Time value of Money


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Table 5: NPV Analysis

NPV Analysis

Year Cash inflow / Outflows

0 -$21,764,027.39

1 $2,957,310.96

2 $2,749,124.81

3 $2,555,594.364 $2,375,687.90

5 $2,208,446.34

6 $2,052,978.09

7 $1,908,454.37

8 $1,774,104.69

9 $1,649,212.85

10 $1,533,113.02

NPV $0.00

Figure 5: Net Present Value

$

Net Present Value at 10 years


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3.3.2 Cost of Capital and cost of debt:

Southern Cross Engineering will take out a full $16m loan from day one of the initial set up phase,

thus leaving thirteen years in which the loan must be paid off by (3 year for set up and 10 operation).The interest rate is at 10.8% (Australia and New Zealand Banking Group, 2010). As the company does

not make any of its own capital investment, the cost of debt is calculated according to the following

formula

()

()


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4 Operating for 10 Years

4.1 Pricing and Breakeven AnalysisIt is estimated that the following costs are associated with colorbond products and other products

that Southern Cross engineering will produce:

Table 6: Average Consume of Colorbond Products per Household

Quantity Description Unit Price Revenue per House

65 Colorbond Standard Apron $12.37 $804.05

4 Colorbond Standard Barge $13.00 $52.00

18 Colorbond Valley $13.73 $247.14

55 Colorbond Roll Top Ridge $13.54 $744.70

3 Colorbond Box Gutter $30.25 $90.75

24 Colorbond Cap Flashing $31.05 $745.20

65 Colorbond Cover Flashing $13.26 $861.90

200 Colorbond Corridek Sheeting M2 $24.89 $4,978.00434 All Products $152.09 $8,523.74

Table 7: Cost per each unit sold

Description Unit Cost Total Cost

Colorbond Standard Apron $9.90 $643.24

$ $


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Table 8: Average quaintly per Household

Quantity Description Unit price Revenue Per House

5.00 Deluxe Profile Frames Single $140.00 $700.00

3.00 Double Hung $155.00 $465.00

3.00 Robe Frames $395.93 $1,187.79

11.00 All Products $690.93 $2,352.79

Profit (Gross Margin per House) $1,176.40

Table 9: Cost per Unit Sold

Description Unit Cost Total Cost

Deluxe Profile Frames Single $112.00 $560.00

Double Hung $124.00 $372.00

Robe Frames $316.74 $950.23

All Products $552.74 $1,882.23

Gross Profit Margin per House $470.56

For the above products it is estimated that a gross profit margin of $1,646.96 per household will be

made. From the above products the following Operational Costs are associated per year for


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Table 11: Expected Income Statements for 10 years operation

Column1 Column3 Column4 Column5 Column6 Column7 Column8 Column9 Column10 Column11 Column12

Year 1 2 3 4 5 6 7 8 9 10

Net Revenue $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33 $34,803,468.33

Cost of Goods Sold $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66 $27,842,774.66

Total Gross Margin $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67 $6,960,693.67

20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00%

EBITDA $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67 $4,670,693.67

Depreciation and

Amortisation$508,995.00 $508,995.00 $508,995.00 $508,995.00 $508,995.00 $508,995.00 $508,995.00 $508,995.00 $508,995.00 $508,995.00

EBIT $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67 $4,161,698.67

Provision for Income tax

(30%)$2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07 $2,913,189.07

Interest $240,921.41 $240,921.41 $240,921.41 $240,921.41 $240,921.41 $240,921.41 $240,921.41 $240,921.41 $240,921.41 $240,921.41

Net Income $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66 $2,672,267.66

Net Cashflow $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66 $3,181,262.66

9% 9% 9% 9% 9% 9% 9% 9% 9% 9%


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4.2 Depreciation and Taxes

The estimated total cost of the machine and equipment is $4,000,000.00. They are to be purchased with brand new condition, brief estimation of groupedtype of the machine and equipment as below:

Table 11: Description on Depreciable Assets

Assets Asset Cost Other

Depreciable

Cost

Net Assets Salvage

Value

Metal Sheet forming Machines $2,460,000 $250,000 $2,710,000 $271,000

Welding Machines $540,000 $80,000 $620,000 $62,000

Forklift and Transportations $380,000 $40,000 $420,000 $42,000

Coating Machines $230,000 $20,000 $250,000 $25,000

Buildings $1,505,500 $150,000 $1,655,500 $165,550Total $5,655,500 $565,550

Other depreciable cost is the cost used to get the assets ready for their intended use, such as installation, transportation, import duty, sales tax,

commissioning, etc. Its estimated useful life of all Assets to be 10 Years and salvage value 10% of the initial investment cost. The method used to calculate

depreciating is straight-line method. Refer to table 11 for a detailed analysis on depreciation over the whole operation period.

Depreciation expenses= (Initial CostSalvage Value) / Useful Life (Years)

= ($5,655,500 - $565,550 / 10 Years )

= $508,995 p.a

Depreciation Rate = 1 / 10Years = 10 % ----

Fix Per annum.


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Table 13: Depreciation of Assets

Assets

Book Value

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Metal Sheet

forming & cuttingMachines 2,710,000 2,466,100 2,222,200 1,978,300 1,734,400 1,490,500 1,246,600 1,002,700 758,800 514,900 271,000

Welding Machines 620,000 564,200 508,400 452,600 396,800 341,000 285,200 229,400 173,600 117,800 62,000

Forklift and

Transportations 420,000 382,200 344,400 306,600 268,800 231,000 193,200 155,400 117,600 79,800 42,000

Coating Machines 250,000 227,500 205,000 182,500 160,000 137,500 115,000 92,500 70,000 47,500 25,000

Buildings 1,655,500 1,506,505 1,357,510 1,208,515 1,059,520 910,525 761,530 612,535 463,540 314,545 165,550

Total book Value 5,655,500 5,146,505 4,637,510 4,128,515 3,619,520 3,110,525 2,601,530 2,092,535 1,583,540 1,074,545 565,550


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4.2.1 Land Price in the future

The company initially spent the average cost of land in Perth, currently in 2010 is $521 per metre square, with continue increasing rate of price 14% pa

(Stafford, 2010). The land size 4,500 m2, which means the cost is 4,500 m2x $521 = $2,344,500. The remaining money spent on building is $1,655,500.

Table 12: Appreciation of land

End of Year

Simple Appreciation Rate (14 %)

Interest Earned Cumulative Balance Ending

0 0 2,344,500

1 328,230 2,672,730

2 328,230 3,000,960

3 328,230 3,329,190

4 328,230 3,657,420

5 328,230 3,985,650

6 328,230 4,313,880

7 328,230 4,642,1108 328,230 4,970,340

9 328,230 5,298,570

10 328,230 5,626,800

11 328,230 5,955,030

12 328,230 6,283,260

13 328,230 6,611,490


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5 Summary and ConclusionsWith the expanding property market and growth in the building industry in WA Southern Cross Engineering definitely have an opportunity to further

expand their business. The development of a sheet metal processing plant offering a wide range of unique products which is up to date with current needs

of modern designs will definitely hone in on this market gap.

It is estimated that the plant could be up and running within three years and would be able to break even in after an operation period of ten years. A loanof $16 million would be needed for initial start-up for purchase of the plant, machinery, hiring of staff etc. The time value of money from the borrowed

money indicates that the company would need to pay back $per annum for the ten year operation period.For the initial period the company would make a loss, however according to the break even analysis, the company would need to supply 3200 average

households per annum to break even in ten years.

This is a great opportunity for Southern Cross Engineering to further grab a hold of every aspect of the construction industry and become leaders in the

market.


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6 References

Alfredson, Keith, et al. 2009.Applying International Financial Reporting Standards. Queensland : John Wiley & Sons Australia Ltd, 2009.

Australia and New Zealand Banking Group. 2010. Interest Rates. ANZ. [Online] 23 October 2010. [Cited: 25 October 2010.]https://www.anz.com/aus/RateFee/InterestRates/Rates.asp?section=SBS.

Australian Bereau of Statistics. 2010. 3101.0 - Australian Demographic Statistics, Dec 2009. [Online] 24 June 2010. [Cited: 14 September 2010.]

http://www.abs.gov.au/ausstats/[email protected]/mf/3101.0.

Australian Bureau of Statistics. 2008.Housing Demands Grows Strongley in Regional Western Australia.Australian Bureau of Statistics. [Online] 16 January

2008. [Cited: 14 September 2010.]

http://www.abs.gov.au/ausstats/[email protected]/mediareleasesbytitle/F6C6D9E7F03C70B1CA2573D1001BC840?OpenDocument.

Australian Housing and Urban Research Institute. 2004.Projected Housing Demand in Australia to 2011. [Bulletin] Melbourne : AHURI Ltd, 2004.

Eren, Halit. 2010.Fundamentals of Project Management. 310683 Engineering Management 302. 2010.

Hutchings, Glen. 2009.Accounting in Practise 2009. Queensland : John Wiley & Sons Australia, Ltd, 2009.

Reserve Bank of Australia. 2010.Measures of Consumer Price Inflation. Reserve Bank of Australia. [Online] 25 October 2010. [Cited: 25 October 2010.]

http://www.rba.gov.au/inflation/measures-cpi.html.

Stafford, Patrick. 2010. http://propertylive.com.au. smartcompany.com.au. [Online] Propertylive, 23 april 2010. [Cited: 26 10 2010.]

http://propertylive.com.au/2010/04/23/australia-median-land-price-continue-to-surge-to-a-record-median-price-of-185222/.


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7 Appendix A: Group Operations

The team characterized as a Task Group; working together to complete a task (project proposal), the team was pointed out by the tutor and is composed by

three members.

The power was decentralised (organic structure) once all members contributed equally and worked together on each aspect of the project. In the first

phase of the project the team meetings were conducted weekly having the average duration of two hours and were recorded and goals were achieved

according to the proposed schedule. During the second phase the team meetings were more frequent; approximately twice a week for a period of about 3

hours. As mentioned before most tasks were performed in an organic structure and ideas were brainstormed to produce the final outcome.

Informal communication was the most common and some formal communication as e-mails were also adopted as the extensive use of text messages.

Skype conferences were also used to communicate and ask advice when a meeting was not possible.

All team members contributed equally towards the tasks to be completed and all members were present on all meetings.


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8 Appendix B: My Role in the Group

8.1 Yuri Montemurro

On the first phase of the project my contribution to the group was to help to implement a project selection criteria based on a point system, I was also

responsible for the cost estimates and cost drivers. During phase 2 my largest contribution was related to operating costs and pricing, Ive also contributed

with some text editing and some group meeting management (communication). We as a team worked on a organic structure so many other areas of the

project were synthetised as a group which means that Ive contributed to other tasks as I was also helped by my team.

8.2 HendiRofiansyah

To be in the this great team was a gift for me, my personal effort was to ensure the group not missing any of the assignment needed, special effort I made

on generating project background, environmental issue, contract, depreciation and taxes, and finding the salvage value of equipment. As a mature student

and having industrial experience previously, I share experience to the team and it works well, all the steps on the assignment were made together. me and

so others always attend for meeting to enhance our brainstorming with the objective completing the assignment.

8.3 Devon Hindshaw

The proactive nature of this group was something I have not experienced at Curtin thus far. We frequently had meetings brainstorming and discussing

problems and even after delegating tasks we worked together and coincided with our ideas. Having studied a few accounting and management units

through Curtin Business School, I was able to apply my existing knowledge as well as use any thing I learnt from lectures. I was responsible for the gantt

chart and with help from Yuri and Hendi I contributed to the Project Costs and Financial Issues. I also completed the balance sheets and income statements

for the project. We all worked together in the final presentation and putting together of everyones work. Th is project helped me understand the need for

evaluating every aspect of a new project from feasibility to financial issues, it also helped me develop skills in Microsoft Project and helped me gain an

appreciation to how essential effective time management can be. Being a management unit I definitely feel like my fellow group members and I practisedwhat we preached in terms of our project management skills and communication skills.

1Southern Cross Engineering - Phase 2

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Transcript of 1Southern Cross Engineering - Phase 2