Professional Documents
Culture Documents
ECONOMIC ZONE
Submitted By .
Anirudh Khatri
Roll No.
2886521
Under Guidence.
Dr. R.K.Dave
Exemption from minimum alternate tax under section 115JB of the Income Tax Act.
Exemption from State sales tax and other levies as extended by the respective State
Governments.
Exemption from minimum alternate tax under Section 115 JB of the Income Tax Act.
Exemption from dividend distribution tax under Section 115O of the Income Tax Act.
Exemption from Service Tax (Section 7, 26 and Second Schedule of the SEZ Act).
Feasibility study:
A) Why the SEZ is needed in the actual business sense?
YEAR
VALUE
(In Crore)
13,854
18,314
22,840
34,615
66,638
2003-04
2004-05
2005-06
2006-07
2007-08
GROWTH RATE
(over previous year)
39%
32%
25%
52%
92%
Since banks have a ceiling on real estate exposure and SEZs too will be
treated as real estate for lending purposes, both will compete for the limited
resources
A higher provisioning and risk weightage will require banks to allocate more
capital towards advances to SEZs and compel them to increase lending
rates
B) Risk analyses
Uncertainty over the future tax regime (Direct Taxes Code (DTC) and a
goods & services tax (GST))
Project planning:
A) Objectives:
Detailed Engineering
Architectures
Structural
Utilities
B) Scope:
Topographical Survey
SWOT Analysis
C) Master plan:
Service Sector
D) Layout
Process:
A consolidated application seeking permission for setting up of a Unit and other clearances,
including those indicated below, shall be made to the Development Commissioner, in Form
F, in five copies, with a copy to the Developer:(a) Setting up of unit in a Special Economic Zone
(b) Annual permission for sub-contracting
(c) Allotment of Importer-Exporter Code number
(d) Allotment of land/industrial sheds in the Special Economic Zone
(e) Water connection
(f) Registration-cum-Membership Certificate
(g) Small Scale Industries Registration
(h) Registration with Central Pollution Control Board
(i) Power connection
(j) Building welcomeback plan
(k) Sales tax registration
(l) welcomeback from inspectorate of factories
(m) Pollution control clearance, wherever required
(n) Any other welcomeback as may be required from the State Government
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The project team for the development of special economic zone comprises of a chief town
planner at the top followed by chief info officer. Under chief info officer, there are usually 4
verticals like Finance & Administrator, Planning & Engineering, Marketing and Regulatory.
These 4 verticals have their respective Heads or Director.
The Finance & Administrator vertical have GM (A/Cs) and GM (Finance and
Planning). This vertical looks after the financial and administrator requirement and
issues of the project.
The Marketing vertical have two GMs, GM (Domestic) and GM (International). The
GM (Domestic) markets the SEZ to the domestic clients and customers for the
development of their offices on SEZ. The GM (International) looks after the foreign
corporate clients mainly MNCs who either have their offices in India or want to
further develop their offices or those who dont have their offices but wants to open
their offices in India for business development.
The Regulatory vertical mainly audits the every process involved in the development
of SEZ. The other functions of this vertical are that it provides certain facilities such
as Free Trade & Warehousing Zones, International Financial Services Centre may
be approved for establishment within the Processing Area
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The organisation of the project team for the development of Special economic zone is
shown below:
These verticals perform set of process which is required for the development of SEZ. Some
of these processes are given below:
Locate Site
Plan Layout
Cost Estimation
Get Approvals
Arrangement of Funds
Organization of Teams
Construction of Site
Auditing
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Plan Opening
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Name of SEZ
1
2
3
4
Multi Product
Sector Specific
SEZ in Port or Airport
SEZ for Free Trade Zone
and Warehousing
Minimum
Minimum
processing
area
Contiguous
Area required
Required
(Max 5000 ha)
1000
100
50%
100
50
50%
100
100
50%
40
40
50% , 1 lakh sq. m of built up
area,
(not exceed 20% of the
Processing area
in Sector Specific SEZ
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10
50% (40000 Sq mtr for BT &
50000 Sq mtr for G&J
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Project Finance
The project is will be financed through debt and equity funds. The key financing sources
include:
CIDCO funds
External Equity
External Debt
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To produce a building in which sufficient time is allowed to obtain the desired quality.
Like most other aspects of construction management quality control has to be planned.
Planning seeks 'order' and a quality control system for a construction project reflects this
sense of order. It may be seen to be in five basic stages:
Setting the quality standard or quality of design required by client.
Planning how to achieve the required quality, construction methods, equipments,
materials and personnel to be employed.
Provide for long term quality control through establishing systems and developing a
quality culture.
Prevention costs: The costs of providing better designs, more training to reduce
failure costs, more maintenance.
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In order to eliminate those potential problems many clients have looked to quality
assurance to reassure them that they will get the right building without undue quality
problems.
Controlling changes
workflow requirements
system requirements
organizational business policies
interface plans
functional specifications
internal design documents (programming specifications)
vendor customization specifications
programs and program code
databases and data dictionary
test plans
performance and scalability requirements (a Performance and Adaptability Plan)
user documentation, including descriptions of user interfaces.
Once an automated system has been implemented, then the automated system must be
maintained. After an automated system has been completed and goes into maintenance
mode, documents that extend beyond the project and should be maintained and kept upto-date are those with an asterisk next to them.
As indicated documentation that describes an automated system are functional
specifications and internal design specifications. These documents should also be
controlled. Doing so and enforcing that any changes to the automated system also be
recorded in the functional and internal design specifications, provides control over the
automated system.
Technical items from which an automated system can be builtprogram code and
databasesare also controlled. Program code and databases for previous versions of the
automated system are also kept in case a severe problem occurs that requires a changed
automated system to be backed out, returning to a previous version. This process, called
the release process or version control
Other documents than those listed above are less often controlled during the project,
including project plans, risks and contingency plans because they are likely to change and
be updated quite often, but should only be changed with careful consideration and
consultations.
Controlled documents can be used
What groups are impacted by the change? How will dependencies and schedules be
impacted?
Is there are more effective and preferred change to the one that is proposed? Can
changes be consolidated?
How and when can the change be best made with the least negative impact?
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After approved: What is the priority of the changes with respect to other approved
changes?
If the change would change the overall project or change other phases in the project, then
the overall design will have to be re-visited to determine the changes effect on other
phases of the project.
MONITORING THE PROJECT AND RESULTING CHANGES
Monitoring the Project
The project manager monitors the overall project. A phase project manager monitors his
phase. The phase project manager reports to the overall project manager of any risks.
Jointly, phase project managers and overall project manager should
provide and receive project status for the phases and total project.
When there is a significant chance that the goals of the project will not be met, this risk
should be reported to upper management. Also, when the constraints of the project may be
violated, specifically, costs being overrun and schedules significantly slipped, these risks
will be reported.
When there are disagreements between the phase project manager and overall project
manager, then resolution will be escalated to the change control board. Lack of resolution
there could escalate to upper management.
Figure 16.2 from lists types of risks, identified and not identified. Of the identified risks,
these can be separated into those that the project managers consider to be important and
those not considered to be important; of these, the important risks can be built into the
schedule Of these identified important risks, some will be actual problems and contingency
plans in the schedule would be initiated.
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Of the identified risks, some will be considered not important. These later may not becomes
problems, as expected, or may indeed become problems.
The other category of problems, unidentified problems, have a higher likelihood of being
overlooked. Of these, some will become problems and others will not.
Thus, as shown in figure 16.2, there are three paths that result in problems:
1.
Those risks that are identified as important and you do nothing about them
2.
Those risks that are identified as unimportant and later change into a high risk
3.
Those you do not identify and later become problems.
Risks in 1. should never become a problem because the project managers would build them
into the schedules. Risks in 2., although probably not built into the schedule, should be
recorded and remembered and periodically revisited by project managers to determine if
they are now turning into problems. Unidentified risks (3.) require constant monitoring by
project managers to identify and resolve.
Importance
7.5
7
7
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7
6.5
Insufficient/inappropriate staffing
5.5
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Cloud Computing:
Cloud computing is location-independent computing, whereby shared servers provide
resources, software, and data to computers and other devices on demand, as with
the electricity grid. Cloud computing is a natural evolution of the widespread adoption
of virtualization, service-oriented architecture and utility computing. Details are abstracted
from consumers, who no longer have need for expertise in, or control over, the technology
infrastructure "in the cloud" that supports them.
Cloud computing describes a new supplement, consumption, and delivery model
for IT services based on the Internet, and it typically involves over-the-Internet provision of
dynamically scalable and often virtualized resources. It is a byproduct and consequence of
the ease-of-access to remote computing sites provided by the Internet. This frequently
takes the form of web-based tools or applications that users can access and use through
a web browser as if it was a program installed locally on their own computer.
The National Institute of Standards and Technology (NIST) provide a somewhat more
objective and specific definition here. The term "cloud" is used as a metaphor for the
Internet, based on the cloud drawing used in the past to represent the telephone
network, and later to depict the Internet in computer network diagrams as an abstraction of
the underlying infrastructure it represents. Typical cloud computing providers deliver
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Project Close-Out
For many organizations, project closeout involves gathering all of the cost control
documentation and evaluating the cost control procedures, as detailed below.
Documentation. As a part of project closeout, you need to collect all data related to project
cost control. This includes budget reports, performance analyses, trend analyses, Gantt
charts, change requests, budget update reports, and progress updates.
Procedures. Project closeout procedures often include completing all the necessary
company forms and evaluating any new project processes.
The lessons learned during cost control efforts should become a part of a project's historical
database. The information you keep about closed-out projects should be used to save you
time and money on future endeavors.
Things you should include as you document the lessons learned are details about the main
causes of cost control variances, the reasons behind the corrective action chosen, and
actions you'll do differently in future projects.
In addition, when you learn important lessons that will improve the performance of future
projects, you should share the information with other project leaders within the company.
Possible reporting techniques include:
discussing lessons learned during team debriefings
reassigning a team member to another division in order to train personnel there
writing a case study based on the lesson and incorporating it into corporate training material
Distributing lessons learned to employees via e-mail or as written memos.
Update Project Close-Out Plan and Schedule Activities
The outline of the required activities already exists in the Project Close-Out Plan section of
the Software Development Plan. This was prepared early in the project and will probably
need to be updated at this time. The Project Manager should ensure that a formal schedule
for project termination activities is constructed and agreed with the customer and the
projects own organization. This schedule should be captured in the Software Development
Plan.
Schedule Final Configuration Audits
The Project Manager arranges for the final functional and physical configuration audits to be
conducted according to Perform Configuration Audit.
Conduct a Project Post-Mortem Review
A post-mortem review is held to determine whether the project is ready for final, formal
acceptance by the customer, and subsequent close-out. The Iteration Assessment for the
previous iteration and the Issues List are reviewed to make sure any residual issues are
understood and have an owner in the support and maintenance organization. If there was a
formal acceptance test, the status of results and corrective actions should be reviewed, to
ensure there are no showstoppers going into the formal Project Acceptance Review. The
state of deployment should be examined to ensure that installation, training and transition
have completed, or that remaining activities can complete without prejudice to acceptance.
The Project Manager produces a Status Assessment that captures the results of the post-
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Annexure 4
Annexure 5
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Annexure 6
State Wise Distribution of SEZs
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