8992dta Entry Guidelines

8/8/2019 8992dta Entry Guidelines

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GOVERNMENT OF THE PUNJAB

Guidelines for Data Entry Cost

Estimation and Outsourcing

Information Technology Department


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D a t a E n t r y C o s t E s t i m a t i o n & O u t s o u r c i n g G u i d e l i n e s

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Table of Contents

FOREWORD..................................................................................................................... 3

INTRODUCTION............................................................................................................. 5

DEFINING AN ENTRY................................................................................................... 5

PROPOSED PROCESS ................................................................................................... 5

DOUBLE ENTRY PROCEDURE .................................................................................. 6

TIME ESTIMATION....................................................................................................... 6

COST ESTIMATION....................................................................................................... 7

COMPLEXITY OF DATA .............................................................................................. 9IN-HOUSE VS. OUTSOURCED .................................................................................. 12

TENDER EVALUATION.............................................................................................. 12

BID EVALUATION CRITERION ............................................................................... 12

QUALIFICATION CRITERIA .................................................................................... 13

EVALUATION CRITERIA .......................................................................................... 14

SAMPLE TIME CALCULATION FORMS TEMPLATE ........................................ 17

COST CALCULATION SHEET .................................................................................. 18

DATA ENTRY COSTING EXAMPLE........................................................................ 19

COMPLEXITY CALCULATION SHEET.................................................................. 20


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ForewordE-government initiatives are becoming pervasive in the public sector as the need

and demand for efficiency in the government operations grows. Information Technology

Policy and Action Plan of the government envisage the use of ICTs to build internal

efficiencies for an improved public service delivery. A number of IT projects are now

being implemented in the province. Most of them require huge and complex data to beentered.

Once the software is developed the biggest challenge is that of data entry

particularly when it happens to be fairly large one. The government offices with their

present work force do not have sufficient capacity to do the job themselves. Whatever

little resource is available, it is usually engaged elsewhere doing daily chores and cannot

be spared for a dedicated effort for data entry. Particularly historic data entry is the most

crucial and delicate of all operations requiring speed, very high level of

accuracy/reliability and very stringent quality assurance process. No mistake in

government records that determine important rights and crucial obligations of the citizens

is acceptable. One hundred percent accuracy is essential. It has been observed that the

estimation of time and cost calculations are usually unrealistic and perfunctorily done.

Resultant time and cost overruns cause failure of the projects and optimal return on huge

investment that maay have gone into building an ICT infrastructure is not obtained. For

instance, in the case of Land Revenue Record Computerization Project for Kasur District,

it took more than 5 years with cost overruns and yet the data entry was not complete.

Despite the creation of a dedicated cell in 1998 in the Board of Revenue and huge

investment into hiring of workforce from the market, the entries of records of rights

maintained by the patwaries for all the villages have not yet been made. It is important to

recognize that government offices neither have the requisite manpower to do this kind of

job nor do they have the professionally competent supervisory management to technically

approach the issue. Large public organizations like NADRA have come to realize that

more professional approach and tools are required to complete particularly the large data

entry operations through outsourcing to the private sector. The current data and day today entries might, however, be another matter requiring a different approach; such as

building in-house capacity or hiring manpower through fresh recruitment. Success of any

big project with data building requirement lies in smooth and credible data entry

operation. These guidelines are generic in nature and designed to help the government

offices estimate as accurately and close to the requirement as possible. Outsourcing

parameters are meant to help acquire quality service in a transparent manner.

The document has been prepared by the IT Department to provide necessary

guidelines to make the job for the planners easier to calculate reasonably good estimates.

I would like to appreciate the contribution made by Prof. Dr. Noor M. Sheikh, UET, Dr.

Arif Iqbal Rana, Associate Professor, LUMS, Prof. Dr. Muhammad Naeem Ayyaz, UET,

and Mr. Osman Asad, Research Associate, LUMS. Thanks are also due to officers of the

departments of Services and General Administration, Finance and Planning andDevelopment, who supported the concept, examined the methodology and analysis tools

used in this document and gave useful input.


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The following broader objectives have been identified for the proposed

framework:

Defining an entry

Determination of time required and cost involved in each data entry proposal.

Development of transparent and workable outsourcing mechanism.

Formation of an objective criterion for measuring and comparing vendors' dataentry capabilities and their bids for the contract award.

Saeed Ahmed Alvi

Secretary to Government of the Punjab

Information Technology Department


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Introduction

Software projects can be classified into the following categories:

System Software Projects

Application Software Projectso Scientific Applicationso Data Oriented Applications (Business Automation)

It is observed that more than 80% of total number of the Government projects for

computerization would fall in the category of Data Oriented Applications. Thus data

entry is a very important factor in the success of Data Oriented Applications. Without a

proper and accurate data entry, any software would only be a vaporware lying installed

without any tangible use.

Defining an Entry

Standardization of data entry may not be quite possible. This task is very muchdependent upon the format and type of data required to be entered. Urdu and English data

entries are completely different from each other and former requires less time & effort

than the latter. Quality of data would usually determine the number of man hours/ days

required for the task. In many cases there would be a requirement of scanning the

documents and linking them to the relevant data already entered; OCR may also have to

be applied, etc., and such a case cannot be easily compared with any other data entry task

even with a great deal of similarities within. There would be simple entries with lesser

fields (one or more) and complex entries (more than one). For example, an entry in I.D

Card would be simpler than the one in land revenue record where the entries are far more

complex and domain knowledge of the operator would also be an added requirement to

make the entry job efficient. Each entry in general would be determined on actual basis

by the time it takes.

In most of the cases government officials would be lacking the operational

capacity, managerial capability and adequate infrastructural facilities to perform the task

of data entry on their own. The only viable option may be that of resorting to outsourcing

of the service. These guidelines are intended to help the offices in handling the issue more

professionally and thoroughly to obviate possible failure of the IT development projects.

Proposed Process

As the need for data entry is felt, it would always be advisable rather essential to

prepare a complete cost benefit analysis. Some departments may have sufficient capacityto perform the task of data entry using their existing resources but this might be truer for

the current/ongoing records and not for the old records/historic data. In the latter case

outsourcing would usually be a preferred option. However in the case of outsourcing care

is required to be taken to ensure security of official data though it is equally important not

to jeopardize the operations by opting for self-entry without requisite capacity. It has also

been observed that estimated data entry costs in the government projects have been

incorrectly calculated resulting in lower estimates than the actual costs based on

prevailing market rates. Such mistakes have bearings on the time and cost resulting in


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failure or delay in implementation of projects. A lot also depends on a good structural

design of the software project that can result in improved data entry rate. A case study of

LRMIS pilot project in CDG Lahore has shown that well defined graphical user interfaces

(GUIs) can increase the efficiency in data entry effort (Annexure A).

Double Entry Procedure

A commonly preferred data entry technique is termed as Double Entry System.

This system proposes that two data entry operators enter the same data. An automated

system compares both the entries and the difference found between the two is recorded

and marked as such and placed in a queue to be corrected.

This system basically aims at obviating the need for massive effort for manual

data verification (Quality Assurance) which is more time consuming than in the double

entry system. The assumption is that two persons would not normally commit the same

mistakes and thus reduce the error percentage to a great extent. There may, yet be

situations where the manual verification of the data is unavoidable. Single entry in any

case is more fraught with higher number of mistakes that would require extra effort forquality assurance.

Specially customized software are also available that help data entry from

scanned/digitally photographed documents creating a double screen for ease of entry and

comparison.

Time Estimation

Calculating exact time required for the data entry in any project is dependent on a

number of variables. One possible way is counting the key strokes hypothetically

illustrated as below (Annexure B)

No Item Qty

Time

required

(Sec)

Total Time

Required(Sec)

1 English Fields 6 A

2 Urdu Fileds 13.33333333 B

3 Numeric Fields 0.75 C

4 Picture Scan 120 D

Total Time Rrequired (Sec) E= A+B+C+D

Total Time Required (Min) F = E x 60

Total Time Required (Hour) G = F x 60

TIME/FORM CALCUALTION SHEET

Table 1: Sample Time Calculation Forms Template

Total Forms of above type (H)

Total Time Required for above type (I) = H x G (Hrs)

Total Time Required for all types of forms (Z) = I1 + I2 + I3 + In (Hrs)


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Forms, however, should be designed before this calculation is done. Using above

table estimation can be worked out for simple entries but not for the complex ones like in

the case of Urdu handwritten characters. There would be need to perform an analysis on

the data and finding out the estimated number of forms to be entered for each designed

form. Multiplying each with the estimated time required to be entered should give

reasonable time estimation for complete data entry.In this method however it would be important to actually get a sample data

entered and then calculate the speed, number of characters, field type, etc. Care should be

taken in keeping margins for the human endurance, capacity and attention levels.

For labor tasks one can assume a learning curve rate of at least 85%; which means

that every time we double the number of records entered, the time to enter a record

decreases by 85%. As shown in Table 2, if the 10,000th

record is taking 10 minutes on

average, then the 100th

record should have taken 29.5 minutes and the 1,000th

record

17.16 minutes on average. The change in the overall average time for all records as the

total number of records changes is also given in Table 2. Given that the number of

records may be in millions, it is assumed that any vendor who is subcontracted data entry

would be handling at least 10,000 records of every type.

Entries Time for Nth record Cumulative Time Average Time

50 34.65 2,212 44.24

100 29.45 3,793 37.93

500 20.19 13,131 26.26

1,000 17.16 22,361 22.36

2,000 14.59 38,055 19.03

5,000 11.77 76,805 15.36

10,000 10.00 130,612 13.06

Table 2: Learning Curve Effect (learning rate 85%)

Cost Estimation

Cost of a project, if not calculated correctly, can bear the greatest risk of failure to

a project. Government projects need to be well equipped with cost benefit analysis to

avoid such a disaster. Following tables are recommended to be followed when

calculating cost of data entry in a project for determining the cost on the basis of man-

hours put in for the x number of entries in 1000 hours (Annexure C)

A data entry operators salary is assumed to be Rs 5,250 (and that of the quality

assurance operator and supervisor to be Rs 6,600 and 15,000 respectively). However,

salaries will vary depending upon the project and the nature of data entry job.

Also for calculating the average cost per hour, the general guidelines for eachData Entry Operator, one Quality Assurance Operator and one Supervisor a ratio of

16:4:1. However, this will also vary as the nature of project varies (Annexure D)


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Table 3: Roles and responsibilities of Data Entry Team

Supervisor Management of team of domain experts, solving their

problems and ensuring the availability of documents for

data entry.

Interacting with the data providing authority for the

availability of documents and clarification of the

illegible/damaged/inconsistent documents.

Quality Assurance

Supervisor(Domain

Expert Person)

Management of team of data entry operators, solving their

problems with the documents and ensuring the correctness

of entered data.

Marking the unreadable / damaged / inconsistent documents

to be sent to data providing authority for clarification.

Data Entry Operator Does the actual data entry work.

Data Entry Operator

Center Su ervisor 1

Quality Assurance


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Basic DataDaily working hours 8

Working days a Week 6

Weeks a month 4.23Working days a month 25.38

Quality Check @ 10% 0.8 Hours per day

Data Correction Wait Time @ 20% 1.6 Hours per day

Management and Supervisor Expenditures @ 10 % of Total cost

Estimated time required 1,000.00 Hrs

Quality Check time (@ 10%) 100.00 Hrs

Data Correction wait time (@ 20%) 200.00 Hrs

Time required with Quality Check & Data Correction 1,300.00 HrsTime required with 5 DEOs 260.00 Hrs

Pay of one Data Entry Operator 175.00 /HourPay of one Quality Assurance Operator 220.00 /Hrs

Total pay of DEOs 227,500.00 Rs

QAO's pay(For every 5 DEOs there will be one QAO) 57,200.00 Rs

Total 284,700.00 i

Management and Supervisory Expenditure (@ 150 % of (i) 427,050.00 iiOther Fringe Benefits @ 50% of (i) + (ii) 355,875.00 iii

Grand Total (Without printing & Photocopy

Expenses)

1,067,625 A

Man-Hour Cost 136.88

Outsourcing Data Entry

* Estimated (Subject to change according to project requirements) (Cost A)

Table 4 - Example of Cost Calculation for estimated time of 1000 Hrs (without

quality check and data correction) for data entry.

Complexity of Data

Another important factor in calculating the cost of data entry is the complexity of

the data. Following table can be used for calculating the said complexity. This will lead to

calculating the estimated cost of data entry in relation to the factors that influence the data

entry greatly (Annexure E).


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COMPLEXITY MATRIX

Level of Accuracy

Total (F)

Description of Process

Quality of Data

Complexity Level

Total Cost = (F% * A) + A

Level of Complexity

Table 5 Complexity Matrix

Quality

PercentageAllowance for

Difficulty Level

Difficulty Level

0% (Qlevel1) Data is typed and clearly readable

20% (Qlevel2) Data is typed but not clearly readable

40% (Qlevel3) Data is hand written and clearly readable

50% (Qlevel4) Data is hand written and not clearly readable/

on an old fragile page

60% (Qlevel5) Sequence/ on a torn page/ old and very fragile

page

Table 6 Quality Matrix

Complexity

Percentage

Allowance for

Difficulty Level

Difficulty Level

0% (Clevel1) All field are on the same page

30% (Clevel2) Fields are separated on more than two

pages/more than one book

40% (Clevel3) Fields are separated on more than three

pages/more than two books

50% (Clevel4) Fields are separated on more than four

pages/more than three books60% (Clevel5) Fields are separated on more than five

pages/more than four books

Table 6Complexity


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Accuracy

Percentage

Allowance for

Difficulty LevelDifficulty Level

0% (Alevel1) Data is without any typing mistakes

20% (Alevel2) Data is with typing mistakes 1% & 9%




60% (Alevel6) Data is with typing mistakes 40%

Table 7 - Accuracy

Once the complexity of the data is calculated and multiplied with the estimated

man-hour cost, the resulting cost should be added to the estimated man-hour cost.

Following example illustrates above tables. (This example is based on the

assumption that the complexity level remains between a factor of 10 160%)

COMPLEXITY MATRIX

Level of Accuracy

Total

Description of Process

Quality of Data

Complexity Level

Level of Complexity

Total Cost = (80% * 136.88) + 136.88 = 246.38

20%

40%

20%

80%

Table 8 Complexity Matrix

Above example shows that a data with Quality level 20%, Complexity level 40%

and Accuracy level 20% will increase the cost @ 80 %. This also depicts that if the data is

prefect there will be no change in the anticipated cost. Overall increase in the cost is

anticipated to be between 10 to 160%.


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In-house vs. Outsourced

At the current level of I.T literacy in the public sector, a comparison between the

costs of in-house data entry and outsourced data entry is not possible. There is no

infrastructure in the departments to carry out this job efficiently nor are their any

benchmarks available. Building an infrastructure for such a purpose may prove very

costly and if at all done, would be able to deliver in the distant future only. The

comparison would be difficult if one-time cost of machinery and equipment is embedded

into above costs. It is therefore recommended that instead of spending huge amounts on

building infrastructure for data entry tasks, outsourcing of data entry would be more

economical & efficient preposition. Opportunity cost of equipment purchased may not be

worthwhile as maintenance and depreciation costs would distort the overall estimates.

Tender Evaluation

When the data entry projects are outsourced, capability of the vendor plays a

significant role in the final outcome of the project. It is therefore imperative that

acquisition of domain knowledge, management capability and rational estimation areanalyzed carefully to evaluate the information regarding vendors and their bids.

Preferably the data entry should be outsourced to the customized software vendor to allay

the copyright concerns and to elicit a commitment to make the project a success as data

entry is 100% integral to the use of software application and success of its operations. The

software vendor may, however, subcontract the data entry services at his own will.

Bid Evaluation Criterion

The two most important factors in the success of an outsourced data entry project

are:

1. Cost effectiveness/ correct estimates discounting all possible obstructions /limitations,both individual and systemic.

2. Capacity of the Firma. Project Management Team and Tools/ Practices

b. Technical Human Resourcec. Quality Control tools and methods

Therefore, in order to assess the capability of a vendor, a mechanism would be

required to assess these factors. Following qualification and evaluation criteria would be

used:


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Qualification Criteria

Only the companies that meet following criteria will be allowed to participate in

the tendering process.

a. Firm must possess a recent and active International Quality certification from anyUKAS recognized International Quality Auditing Company.

b. Firm must be financially sound and for evidence thereof last 3 years annual taxreturns should be submitted and audited financial reports as well as references

from banks may also be provided for the purpose of assessment.

c. Firm must be willing to deliver the required services within the time spanproposed by the tendering department with a negotiable margin from 10 to 20%.

d. Firm must not have misrepresented any information in the submitted proposale. Firm must not have failed to deliver a project in public sector


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Evaluation Criteria

TECHNICAL PROPOSAL EVALUATION CRITERIA

*(80% ma rks in eac h individua l sec tion & 80% ma rks ove rall will be the pa ssing c riteria)*

**(Failure in a single section will amount to disqualification from the bid)**

Sections Points Criteria

a. Company Profile 100 Track Record of the Company will be assessed through1. Company Business Portfolio (Multifaceted client experiences

30 points, specific business company 5 points)

2. Local Private Sector Experience (10 pts)3. Public Sector Experience (30 pts)4. International Experience (30 pts)5. Companies must not possess a negative image in the market.

(Negative report from a client firm/department will reduce

the overall technical evaluation points by 60 points)The Evaluation department may verify the provided credentials as

well as client remarks through its all available resources.

2. Company QualityManagement

175 Firm must possess Specific and/or General Quality managementcertification. Only current year and active certifications will score

any point.

a. Overall ISO9001:2000 or CMM Level 3 QualityCertification. In case of Local Auditors 60 points and

Foreign Auditors 100 points

b. Very specific to project/job ISO9001:2000 or CMM Level 3Quality Certification. In case of Local Auditor 140 points

and Foreign Auditors 175 pointsMultiple certifications (overall or specific) do not count for

separate points. Maximum points to be awarded in this section

will not exceed 175 points.

3. Project Experience with

special relevance to theexperience related to the

Assignment being tendered for

225 Past project experience of the firms will be evaluated on the basis

of following criteria:1. Recent/Current projects last 3 years (65 pts per project)2. Past Projects done in the last 7 years (40 pts per project)3. 25 additional points to be awarded for each project

relevant to the tendered project in terms of

content/knowledge base and/or task/activity.

Total points in this section will not be allowed to exceed 225

points. The evaluation of each project will not only be done onthe basis of number of projects but also on the size of the project,

technical challenges faced, content/quality of the delivered

projects, documentation, processes followed as well as deliveryand client satisfaction. Client satisfaction of the project must be

presented in the form of a letter issued by no less than the CEO or

Head of the Department/Organization/Project Director/Manager.

4. Proposed ProjectMethodology and Work Plan

320 Detailed proposals must be submitted as well as presented beforethe evaluation committee.

1. Rationale, Professional Quality and Content of theWritten Proposed Methodology (100 points)

2. Interview and Presentation on the Proposed Methodology(90 points)

3. Demonstration of the Software Prototype/Data EntryDemonstration of proposed Skill set (Data Entry Times

will be used as a marker for rationalizing the submittedFinancial Proposal in the latter part of the Bid


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TECHNICAL PROPOSAL EVALUATION CRITERIA

*(80% ma rks in eac h individua l sec tion & 80% ma rks ove rall will be the pa ssing c riteria)*

**(Failure in a single section will amount to disqualification from the bid)**

Sections Points Criteria

Evaluation) (100 points)4. Rationale of the Proposed Work Plan (30 points)

5. Quality of Human Resources 180 The section will evaluate the required Human Resource potentialof the company as well as the quality and experience of the

available Human Resource. Only the personnel that have spent atleast last 6 months on company payroll will be considered.

Companies will not be allowed to misrepresent to the tendering

department by showing proposed or fresh inductions.

1. General Abilities of the Company Resources (40 points)2. Human Resource of the company with skill set specific to

the tendered project (50 points)

3. Time period of the above mentioned project specificpersonnel working as a unit team/group within the

company (5 points per month Max of 50 points)4. Professional courses attended/Certification tests taken by

the company personnel in last 12 months (5 pts per

person per course, Max 40 pts)The evaluating department will call for interview project specific

resources presented by the company for authenticity of presented

credentials as well as their past and existing relationship in theorganization.

FINANCIAL PROPOSAL EVALUATION CRITERIA6. Financial Proposal 430 Formula for Calculating Marks:

A bid must be less than or equal to the estimated price.Formula for calculating marks:

Let W = 430 points (weight of the financial bid)

M = minimum bid

B = this bid

Score = (M/B)* Weight

Table 9 Evaluation Parameters

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Annexure A

Improvement in GUI for Data Entry to Improve Efficiency

A case study of LRMIS

Improvements in the GUI design, for example in the Land Record Management

Information System. These will improve the data entry operator throughput.

1. The GUI design of the Land Record Management Information System should besuch that the curser should jump automatically to next data entry box whenever

the operator hits the ENTER key or any specific key on the keyboard.

2. The automatic movement of curser from one field to another must be designed insuch a manner that the effort in grabbing data from the source documents

(i.e. Register Haqdaraan-e-Zamin, Shajra-e-Nasab, Register Gardawari and

Taghayyaraat, and Register Intiqaal) is minimal. This can be done by ensuring that

the data entry operator moves to next source document/page, if possible, only afterall the data from the previous source document/page has been entered into the

system. Furthermore, the flow of cursor movement in GUI should be designed in

such a way that there is natural flow of information retrieval from the source

document.

These changes in the GUI design will save the time for data entry operator (and

hence the cost saving for both the Client and the Consultant) which is being wasted in

moving the mouse to the next field and then clicking to activate it. Also, the time wasted

in searching/navigating between different source documents, for required data, could be

saved. Following are some examples.

There should be a way to go to the previous page when entries on next openedpage have been completed.

To select a drop down, it should be clicked only once by mouse. This feature isnot currently implemented in RHZ.

Typical sentences of Note, Pemana-e-Haqeeat, Lagaan should be already shownin GUI. Also in the ID card no. entry, dashes should be shown by default to save

a couple of key strokes.

Land Share should be calculated by the system (use calculator) or, if possibleData Entry operator should only need to enter values in a formula to calculate

the land share.

In RHZ, if Malik ka naam is not found in the Drop down then Data Entryoperator should enter it in the drop down text field, not in another text field.

In Date field, dd-mm-yy format should be followed in case Data Entry Operatordoesnt want to look at Calendar for selecting Date.

By studying the data entry flow in detail, an optimized navigation flow in software

GUIs and source documents could be designed. If this is ensured, a further 3-5 percent

reduction in the effort and consequent proportional increase in the productivity could be

achieved. It is predicted that with this little effort, at least 3 percent further reduction

would easily be achieved.


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Annexure B

Sample Time Calculation Forms Template

No Item Qty

Time

required

(Sec)

Total Time

Required(Sec)

1 English Fields 6 A

2 Urdu Fileds 13.33333333 B

3 Numeric Fields 0.75 C

4 Picture Scan 120 D

Total Time Rrequired (Sec) E= A+B+C+D

Total Time Required (Min) F = E x 60Total Time Required (Hour) G = F x 60

TIME/FORM CALCUALTION SHEET

Total Forms of above type (H

Total Time Required for above type (I) =H x G (Hrs)

Total Time Required for all types of forms (Z) = I1 + I2 + I3 + In (Hrs)


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Annexure C

Cost Calculation Sheet

Total time required = Z (Hrs)

Basic DataDaily working hours 8

Working days a Week 6

Weeks a month 4.23

Working days a month 25.38

Quality Check @ 10% 0.8 Hours per day

Data Correction Wait Time @ 20% 1.6 Hours per dayManagement and Supervisor Expenditures @ 10 % of Total cost

Estimated time required Z Hrs (a)

Quality Check time (@ 10%) 0 Hrs (b)

Data Correction wait time (@ 20%) Z*20/100 Hrs ( c )

Time required with Quality Check & Data Correction a+b+c Hrs (d)

Time required with 5 DEOs d/5 Hrs (e)

Pay of one Data Entry Operator 175 /Hour

Pay of one Quality Assurance Operator 220 /Hrs

Total pay of DEOs e*175*5 Rs (f)

QAO's pay(For every 5 DEOs there will be one QAO) e*220 Rs(g)

Total f+g Rs (h)

Management and Supervisor Expenditure (@ 150 % of h h*150/100 Rs (i)

Other Fringe Benefits @ 50% of i + h 50*(i+h) Rs (j)

Grand Total (Without printing & Photocopy Expenses) h + I + j A

Costing Sheet


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Annexure D

Data Entry Costing Example

Item

Man-

Months Salary

Over-

heads

Fringe

Benefits Fee

Per Man-

Month

Cost

Per Hour

Cost

Land Rec Data Entry Comp.

Spec. 2,144 12,000 5,760 3,600 600 21,960 125.49Quality Check Time @ 25%

initial Time 536 18,000 8,640 5,400 900 32,940 188.23

Mgmt, Center Supervisors 180 39,919 19,161 11,976 1,996 73,052 417.44Average Cost Per Hour

155.62

Item

Man-

Months Salary

Overhea

ds

Fringe

Benefits Fee

Per Man-

Month

Cost

Per Hour

Cost

Land Rec Data Entry Comp.

Spec. 2,144 16,469 7,905 4,941 1,219 30,534 174.48Quality Check Time @ 25%

initial Time 536 20,465 9,823 6,140 1,514 37,942 216.81

Mgmt, Center Supervisors 180 39,166 18,800 11,750 1,958 71,675 409.57Average Cost Per Hour 197.21

COSTING FOR COMPUTERIZATION OF LAND REVENUE RECORD USING STANDARD

SCHEDULES OF RATES FOR LAHORE CITY TEHSIL (NESPAK)

COSTING FOR COMPUTERIZATION OF LAND REVENUE RECORD USING STANDARD

SCHEDULES OF RATES FOR LAHORE CITY TEHSIL(PEPAC)


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Annexure E

Complexity Calculation Sheet

Total Cost Calculation

COMPLEXITY MATRIX

Description of Process Level of Complexity

Quality of Data P

Complexity of Data R

Total Cost = (T % * A) + A

Level of Accuracy S

Total T = P + R +S

Documents

8992dta Entry Guidelines