Project Management (569) Assignment 2 (The Role of budgets in Project management) Name: Syed Nabeel Hassan Tirmazi Roll

Number: 585443 Submitted to: Mr. Brig.(R.) Muhammad Zubair

Allama Iqbal Open University Islamabad (Department of Business Administration)

Acknowledgment

Acknowledgment
This 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

Introduction to the Topic Role of Budgets in Project Management

Definition of Budget: A 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 Manager The 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 providing procedures and formats, and requiring formal documentation of the estimating process. There are several types of cost which must be considered. Labor costs These are the wages, salaries and fees paid to the people who work for the project. Some of these costs will be incurred by particular project tasks and are described as direct costs. For example, if you employed an architect to draw up a plan of a building, the fee involved could be directly assigned to that task. Other labor tasks cannot be linked with particular activities. Your own salary as project manager, and the salaries of people who administer the project office, come into this category. These are known as indirect costs and are usually listed separately. If the project is taking place within an organization, these indirect labor costs may be carried by the organization itself and not be counted as part of the project costs. Labor costs, especially direct

costs, are liable to be greatest during the implementation phase of the project. Material costs These 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 implementation phase of a project. Most material costs can be associated directly with particular tasks and are therefore classed as direct costs. Equipment costs These are made up of the costs of hiring, leasing or purchasing any equipment needed for the project. Other costs These could include insurance, patent fees and tax. Direct and indirect costs The costs which can be attributed to particular tasks are known as direct costs and costs which cannot be allocated in this way are described as indirect costs, or overheads. As a general principle, greater control over costs is possible if as many as possible are linked to specific tasks, so that you know where your budget is being spent. A large burden of overheads may be inevitable, but makes it difficult to produce savings in the budget. Some, or all, of the indirect costs may be taken out of the project budget and accounted for separately. Both direct and indirect costs must, of course, be reflected in the price which the client pays. Fixed and variable costs All project costs, regardless of whether they are incurred for labour, materials, equipment or anything else, can be classified as either: Fixed costs, or Variable costs. Fixed costs are specific amounts of money, while variable costs change, depending on the quantities involved. The purchase of a computer is a fixed cost, but the purchase of paper for the printer is a variable cost, because it will increase as further reams are bought. If a consultant charges a fee of Rs.20,000 to provide a training session, this is a fixed cost. If the same consultant

charges his time by the hour, this is a variable cost. Fixed and variable costs can be either direct or indirect. If a building contractor buys a software program to manage a project, this would be fixed indirect cost. If he buys a central heating boiler to fit into a house he is constructing, this would be a fixed direct cost. Similarly, the weekly wage of an administrative assistant would be classed as a variable indirect cost and the weekly wage of a bricklayer would be a variable direct cost. The problem with variable costs is that they are open-ended. They can escalate if extra materials are purchased, or the work takes longer than was scheduled. Wherever possible, project managers like to have certainty in their budgets. For this reason, a flat fee is sometimes agreed with consultants and other subcontractors. In this way, if the work takes longer to complete, the project does not have to bear the extra cost. In other situations, it is possible to negotiate a piece rate with the sub-contractor. If neither of these solutions is appropriate, the cost must be worked out by estimating the quantity 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 that goes wrong. In the real world, however, most projects run on a tight budget. Managers want blood from turnips. Things go wrong. Project delays waste budget dollars you cant afford to lose. Inflation takes its toll as the project takes longer than planned. Every minute a project is delayed because of a sick participant, equipment failure, or a blizzard cooling delivery of vital project components, money is wasted. Project budgets have something in common with storing radioactive elementsthey lose strength over time, even when not in use. Conceptually the budget 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

controlling him or her. A realistic budget is central to keeping control of the project. Its okay to have one thats a little too conservative, 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 staff member who demands a salary increase? What if I make a mistake? .The process of building a budget should be an orderly one; otherwise, its impossible to get reasonable numbers. You must carefully understand the components of each task and then cost 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, business conditions might change, the project might get bumped into a new direction, or a task might fail. So, what you are making in your 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 to build the cheapest notebook computer possible, even risking a 25 percent out-of-the-box failure rate? Or is it planning on a top-of-the-line model offering every feature and built to take a five-story drop without so much as dinging the case? Obviously, one is going to cost more to build than the other, and you must account for that in the budget. Costs are tied to timeframes and schedules, and doing things faster usually costs more money. Suppose we need an elegant Rs.48,000 tradeshow booth for an important show next week? It can be done, but if were using an outside booth builder, well have to come up with 200percent rush charges to motivate them. (Rush charges are substantial extra costs tacked on when people have to sacrifice their nights and weekends because of your bad planning.) Substantial rush charges make a sizable dent in your project budget. Costs require expert input. With specific tasks at the ready, query the people who will be doing the work about their

charges for time and materials . Its important for each contributor to understand exactly what you want. Project Manager needs budget input from: 1. Staff You need firm estimates for the time required for task completion as well as all supplies and equipment. These estimates must be specific. Do not assume, for example, that five company PC workstations will be idle and available March 4 to 24. They might not be, and youll have to pay a fortune to rent them. Outside service vendors You must have hard numbers from outside service providers and consultants. Demand (politely, of course) a written estimate that fixes 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 experts People in your organization who have handled projects can provide excellent advice and study cost estimates for problems. They also might be able to provide exact estimates if a project they worked on had elements common to yours. Or, they might be much more experienced project managers and be willing to help out. 4. Your managers or owners Although sometimes unhappy about a projects bottom line, they might be able to provide advice from their own years managing projects. Plus, by bringing them in early, theyll see that youre carefully covering your bases and are spending their money in an equitable manner. That observation will assist you in getting the final budget approved because management already will have a strong grasp on the realities of the project and its budget requirementsnot to mention faith in you and your abilities. Expert project managers estimate budgets accurately not because 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 year and have a similar one to equip this year, base at least part of your estimateaccounting for inflationon last years costs. ! Suppliers/service providers You must have supplies and equipment commensurate with your projects requirements. Shop price but be careful about taking

the least expensive option if quality is an issue. Building a neighborhood police station as a charity project? Supplier A might provide clean two-by-fours for the same price as supplier Bs knotty, warped, and generally misshapen lumber. Ask for samples. 6. Purchasing department staff The purchasing department may or may not save you money. Purchasing is a department that may help you in your quest for success or may stand in your way at every turn. Use them if theyve proved helpful in a timely manner in the past. Avoid or work around them if they are difficult to deal with. You might need an order from senior management to avoid working with them. This tactic is a slap in the face to the purchasing people. Dont expect to win any popularity contests with them next time you order a box of number two pencils. # Experts Completely lost? Request (probably expensive) a budget from someone with budgeting skills to assist you through a sticky project. Hire experts after carefully explaining their duties and setting a firm budget for their time. The best and least expensive experts are often people who have retired from a field after a lifetime of experience. You also can hire an expert project managernot to take the reins but to review results and proffer advice. $ Standard pricing guides Many government regulated organizations and some private companies offer standard pricing in printed-guide format. Once these cost estimates have been gleaned and carefully listed along with the names of the contributors, its time to do a task budget roundup. In this process, you take all the estimates for Task A and combine them. After you wrap up costs for all the tasks separately, you can add the total of the entire plan to ascertain the projects total cost. Costs that are not available because researcher is out of town must be guesstimated with a large highlighter used to indicate that the total is possibly fictitious. With a computer, most unknown/unverified estimates can be indicated separately. Your manager and most stakeholders will want to see the budget in two formatsby cost center and by monthto assess cash flow and cost allocations. Some project managers will also want to present the budget by

project milestones, WBS summary levels, or project phases. Types of Budgeting Methods There are two established methods for budgeting: top-down and bottom-up. Which is best for your project depends on your organizations standard approach to decision making. Does management dictate most mandates? Or, is the staff expected to produce ideas and decisions that percolate up to management for final analysis? Your answer to this question will determine the most likely budgeting approach for the project. Bottom-Up Budgeting In bottom-up budgeting, staff members get together and attempt to 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 a subtask. If one group member forgets it, another (hopefully) will remember it. This helps avoid budget-gobbling tasks appearing mid project and throwing everything off down the line. Top-Down Budgeting More difficult than bottom-up management, the top down approach has senior managers estimating budgets from their experience and then allocating funds to lower-level managers for execution. Top-down budgeting works if managers carefully allocate costs and possess significant project management experience. In many progressive organizations, a combination of top-down and bottom-up budgeting is used to ensure that the top-down numbers (which establish general expectations) are grounded in the reality of the workers experience. Phased Budgeting Phased budgeting, like phased scheduling, can use either topdown or bottom-up estimates or both, but it estimates only one phase of the project at a time. On very large projects, this is a commonly employed methodology because it limits risk and uncertainty in the approved operational budget. Preparing estimates There are two approaches to preparing an estimate. The easiest way to do it is to base your figures on a similar project which took place in the past. Although this method of estimating is quick,

simple and cheap, it is not likely to produce a particularly accurate forecast. If very few details are available about the forthcoming project, this approach may be the only one you can use to make a rough estimate of costs. Unfortunately, this is exactly the situation in which it is risky to make assumptions. There may be significant differences between the old and the new projects, which makes a comparison of costs completely inappropriate. The second approach is to break the project down into the smallest possible components, which are then priced individually. The parts are then added together to produce a total cost. This is a time-consuming procedure, but should produce the most accurate estimate possible. In construction work, estimates are prepared by costing each item on a Bill of Quantities. This document may run to many hundreds of pages and will contain exact details of every operation involved in the project. The smaller the parts into which the project is divided for costing purposes, the more accurate the resulting estimate is likely to be, and the more expensive and timeconsuming it will be to prepare. In practice, many estimates are based on a balance between these two approaches. Some parts of the project are costed in full, while others, which are more difficult to quantify, are based on educated guesswork. In many situations, the preparation of costs is a complex information-gathering exercise. You may have to contact subcontractors and suppliers and ask them to submit formal quotations. Other information will come from colleagues, or other contacts, who have specialist knowledge and can advise you on the time and other resources likely to be required for the project. You can obtain some of your data from records of previous projects. There are also various formula which you can use to calculate costs. These range from crude rules of thumb to more sophisticated instruments based on a scientific study of historical data. Where some types of work are concerned, formulae are available in the form of software programs and can be used to produce model costings. Although they can produce accurate forecasts, they need to be used with some caution. It still takes experience of the real world to recognize whether there are any special 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 of your estimates. The first of these is related to an old saying which

farmers sometimes repeat: One lads a lad. Two lads are half a lad and three lads are no lad at all. Just because you double or treble your workforce, you wont necessarily get double or treble the output. There may be other factors which come into play. Generally, the more people who share a task, the less effort each individual puts in. There are also other costs which are not scaleable. For example, you cannot usually base the cost of small quantities of supplies on the cost of large orders. Some contractors may also be prepared to accept a lower hourly or daily rate than normal in return for a long contract. If you are calculating how long it will take people to perform a task, you need to take into account their learning curve. 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 task much more quickly. The learning curve is based on the observation that, for most tasks, people improve their speed by between 80 and 90 per cent each time the number of repetitions doubles. So, if it takes one hour to do a task the first time, it will take, 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. The effect starts to tail off after a time, as a larger and larger number of repetitions is required to produce the same reduction in time. Ideally, you do not want to hire people for your project who have to learn how to do their jobs on your time. However, many projects do require new ways of working. For some repetitive and undemanding tasks, it may also be cheaper to hire unskilled labour and provide training than to pay a higher rate to more experienced workers. You should also remember that people are not machines. They take a little time to reach their peak level of performance and also start to wind down at the end of the working day. If you are using standard work rates, be aware that they may be based on optimum performance, which people are very unlikely to produce 100 per cent of the time. If you ask people to give you an estimate of how long it would take them to do a job, they may not always give you an accurate answer. There are several reasons for this. They may overestimate their

capability, in order to impress you or get the work. They may overestimate how long things will take so that they can have an easier time completing the job. They may simply not know how long a job will take, but not want to reveal their ignorance. They may be naturally cautious and not want to commit themselves to a schedule they cannot keep. Your own knowledge and experience will enable you to distinguish between the estimates you should and should not take seriously, but you may still be left with a range of possibilities. In this situation, there is a useful formula which has been found to give reasonably accurate answers: A = optimistic time estimate B = pessimistic time estimate M = most likely time estimate. Finally, when estimating costs, you should not automatically base your figures on the lowest quotations that you are given by suppliers and sub-contractors. There may be very good reasons not 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 price It is important to make a clear mental distinction between your costing and the price which the sponsor is willing to pay. If you know that there is a budget of, say, Rs.20,000, available to produce and print a leaflet, it is very tempting to allow this fact to influence your thinking: If weve got that amount of money available, we could afford 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 expand to fill the budget available. It is also dangerous to try to make the budget fit an inadequate price: I know they will only be prepared to spend Rs.5,000 on this job, so well have to cut a few corners... If it is impossible to do a job for the price offered, the people who

are paying should be made aware of this fact. They may be prepared to increase the budget, or settle for a less ambitious outcome. On the other hand, if you go ahead with an inadequate budget, you may get into serious difficulties when the project is underway. Refining the Budget When the budget numbers are in, although subject to correction, the next step is to fine-tune the numbers. You might have to go through this process several times as new estimates arrive and are revised or as tasks enter the project that were forgotten or ignored in the initial estimating pass. Here are the steps (all required) in refining the estimates: 1. A rough cut This is a number pulled out of a hat, and it might have little to do with the final number. Rough cuts should never become the actual budget numbers. This will kill a project manager and project faster than anything. Rough cuts are remembered as real budget quotations. Run like hell if youre asked to stop budgeting at this step. 2. A second cut The resources required for each task estimate are reviewed carefully. These include the cost of labor, supplies and materials, equipment, overhead, and fix priced bids from vendors (which account for all the vendor costs). This estimating process might demand the use of outside providers or might require more than one take as a complex subset of work is reliably broken down. You should also look at historical project costs to help guide your estimates. All estimating should involve the relevant stakeholders. 3. Getting it right The third pass is the one in which you do the fine-tuning. For example, you might reveal that your initial Rs.2,400 guesstimate is more realistic at rs.15,243.23. This process accomplishes two things: It turns guesstimates into something close to reality, and it provides an overall estimate of the projects real scope. This might not please the bill payer, but it must be done. Again, the relevant stakeholders need to be involved in these refined estimates.

4. Wrapping it up If the budget appears to be workable, it gets wrapped into the project plan while simultaneously heading for the front office for approval or at least groans. 5. Presentation for approval At this point, the budget shouldnt be a surprise to anyone on the approval cycle. Your complete cut at the budget is presented for approval. Even though people have seen it before, they may still ask you to find ways to cut it, to modify the project, or to scrap the project as not worth the money (more common than you might think). If youre lucky, it gets approved right there. If not, continue to revise and present until you get consensus and signatures on the bottom line. Master Budget Control Who holds the purse strings? You? Your management? A combination of both? Whatever the arrangement, you want as easy access to the money as possible. That way, you can pay bills and purchase supplies in a timely manner. In one kind of arrangement, you theoretically own the budget but must get multiple signatures from senior management each time you need to spend a chunk of it. This slows projects to a crawl because some members of the executive suite might be out of town and unable to sign. Besides, executives often let authorizations requiring their signatures sit in their in-boxes because theyre too busy with their own projects. Monitoring and Controlling the Budget Budgets require special monitoring techniques. The way the budget tracking is set up depends on the accounting systems already in place in your company. As you make expenditures or sign contracts with vendors, you need to establish a formal tracking method to measure your actual commitments. To help control expenditures, you should initiate review procedures for any expenditure not in the original plan. Even if expenditures are in the plan, you may want to have approval or review of any purchases that exceed a certain amount (say, any expenditure that exceed Rs.10,000). In most companies, if you rely on expenditure reports from the accounting department to provide the financial status of your project, you will likely go over budget

or think you have more money than you actually have. Money is often spent in the form of contracts or agreements long before it is accounted for in the billing and invoice cycles of the corporation. Accounting reports typically report on invoices that have been paid to date. Unfortunately, they dont usually report on invoices that have not been paid or have yet to be billed. For this reason, you must track actual expenditures to date in addition to reviewing the accounting reports. Ultimately, your expenditures and the accounting department documentation should match, but it might take as long as 90 days for the two systems to be reconciled. You (and each person on your project team who will be making financial commitments to vendors or suppliers) must account for all monetary commitments as they occur. At a minimum, all expenditures should appear on the formal 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 go into your project expenditures file. The total of these expenditures then becomes part of the actual expenses committed to your project. As vendors specify new prices or change their bids, these must be put into the file as well, and budget figures must be adjusted accordingly for the next status report and plan review. When you get reports from accounting that do not match your budget file, you will have the documentation necessary to reconcile the differences. If you dont have such a file, youll be at the mercy of your accountant or finance officer (not a desirable condition).

The Data Collection

Apna 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 the whole 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 Punjabi channel 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 news updates & Current affairs programs to keep the viewers updated on the national & global happenings, with round the clock transmission. To achieve these objectives, we have developed 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 Operating round 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:

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 of 1. 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 involving different 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

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. The development 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 the communication 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.

SWOT Analysis of Apna TV Strengths: 1 Apna Tv is currently one of the major regional channel in Pakistan 2 Having more than 105 regional offices makes it easier to penetrate on the local of level of punjab 3 Apna TV isnt facing major competition in regional channels 4 Advertisers interested in specifying Punjabi target audience prefers Apna TV as their medium 5 They are simultaneouly running an infotainment based channel, news channel and a Saraiki infotainment channel 6 Apna has experienced and team with high integrity 7 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 events are 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 Punjabi language. Threats: 1. More TV networks are considering to launch their channel in Punjabi language

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 TV networks 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 outdoor events and shows that will be there fixed cost.