Please reply to both POST1: and POST2:  Original discussion post: Module 2: Discussion Forum 15        15 unread replies.      22        22 replies.     Explain  the process of using data analysis during the Plan Project Management  process (please note that data gathering and data analysis are two of  the tools and techniques that the PMBOK® Guide identifies for Plan  Procurement Management. See Part 1, Section 12.1.2 to find out more). What are some of the positive and negative outcomes if data analysis is not conducted properly during the Plan Project Management process? POST1: The  significance of data analysis for a project manager should never be  underestimated for the collection and analyzing of industry data serves  many purposes, such as supporting informed decision making, certifying  compliance with business policies, confirmation of proper function of  existing controls, reconciliation of statistics across contrasting  systems, and quick utilization of system solutions (Kim, & Ki-Seok  Choi, 2018). There are two data analysis techniques used when creating  the project procurement management plan. The make-or-buy analysis that  involves comparing the internal costs of providing a product with the  cost of outsourcing; and source selection which is a set of features  desired by the buyer which a seller is required to meet or exceed to be  selected for a qualifying vendor contract (Baily, Farmer, Crocker,  Jessop, & Jones, 2015). The impact from this data is critical to any project’s planning  functions therefore analysis must be well directed. The initial approach  to analyzing data in project management is collecting information from  various sources and converting it into a presentable format for  demonstrating and making estimates. This involves collecting and  recording data from business processes, including quantitative data such  as time sequences, occurrence rates, and extent of deviations of  processes from the standard mean; and qualitative data such as customer  complaints, incidence reports, daily status reports, and more. Then next  step includes examining the collected data to correct errors, remove  discrepancies, and eliminate unnecessary and unrelated data.  The actual  data analysis is either an exploratory approach that discovers  something new, such as trends or probabilities; or a confirmatory  approach that validates assumptions and establishes controls (Kim, &  Ki-Seok Choi, 2018). The performances of the analysis are decided by the finishing  results.  If the results achieve the reduction of expenditures or costs,  improve product and service quality then the analysis was conducted  well and successfully.  If data analysis results damage the project due  to missing scheduled deadlines and overage on budget, or poor quality  performance or overall failure then the analysis was conducted poorly  (PMI, 2017). Reference Project Management Institute.  (2017).  A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). Newton Square, PA: PMI Publications Baily, P., Farmer, D., Crocker, B., Jessop, D., & Jones, D.  (2015). Procurement, Principles & Management (11th ed). United  Kingdom: Pearson (Intl) Inc Kim, Jong Won, Young Jun Yoon, Minwoo Park, and Ki-Seok Choi. 2018.  “Analysis of Privacy Protection for Joint Use of National R&D  Project Evaluation History Data.” Indian Journal of Public Health Research & Development 9 (8): 1005–9. http://search.ebscohost.com/login.aspx?direct=true&db=edsijc&AN=diva.ijphrd.9.8.168&site=eds-live. POST2: Good Morning Class, Data Analysis during the Plan Project Management Process During the planning phase of project management, data analysis must  be done to fully understand the next steps. This process is often called  make-or-buy analysis which is exactly what it sounds like. PMI states, A  make-or-buy analysis is used to determine whether work or deliverables  can best be accomplished by the project team or should be purchased from  outside sources (2017). In a previous company, I worked with we  manufactured and sold many different types of food. As the company grew  we acquired a few different plants where we could manufacture our  products, as well as giving other companies the option to co-pack or pay  us to pack products. In one facility we manufactured all of our  sandwiches and what we called Anytimers, which are just Lunchables that  meet USDA nutritional guidelines for K-12 Schools. During the operation  of this plant, we were approached by Walmart and we co-packed their  Lunchable style options for them. This all being said both our company  along with Walmart needed to employ the analysis of make-or-buy to see  what would be more profitable for each perspective company. Some positives would be: Reduction of cost, creating efficiencies,  enhanced and quicker decisions. All of these would create a perceived  increase in customer satisfaction (Alexander, 2017). Alternatively, some  negative outcomes could be added cost, struggling to meet deadlines,  both could result in not meeting project requirements that would damage  the reputation of the company (Six,2019) References: Alexander, M. (2017, March 20). How to use data analytics to improve  project outcomes. Retrieved February 17, 2020, from  https://www.cio.com/article/3182352/how-to-use-dat... Project Management Institute.  (2017).  A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). Newton Square, PA: PMI Publications Six, T. (2019, February 13). 7 Impacts of Poor Risk Management (And  What You Can Do About Them). Retrieved February 17, 2020, from  https://tensix.com/2017/03/7-impacts-of-poor-risk-...

DATA: The East Division of Kensic Company manufactures a vital component that is used in one of Kensic’s major product lines. The East Division has been experiencing some difficulty in coordinating activities between its various departments, which has resulted in some shortages of the component at critical times. To overcome the shortages, the manager of East Division has decided to initiate a monthly budgeting system that is integrated between departments. The first budget is to be for the second quarter of the current year (April, May and June). To assist in developing the budget figures, the divisional controller has accumulated the following information. Sales: Sales through the first three months of the current year were 30,000 units. Actual sales in units for January, February, and March, and planned sales in units over the next five months, are given below: January (actual) 6,000 February (actual) 10,000 March (actual) 14,000 April (planned) 20,000 May (planned) 34,000 June (planned) 51,000July (planned) 45,000August (planned) 30,000In total, the East Division expects to produce and sell 250,000 units during the current year. Direct Material: Two different materials are used in production of the component. Data regarding these materials are given below: MATERIAL 208: Materials per Finished Component: 4 poundsCost per lb: $5.00Inventory at March 31: 46,000 pounds MATERIAL 311: Materials per Finished Component: 9 feetCost per foot: $2.00Inventory at March 31: 69,000 feetMaterial No. 208 is sometimes in short supply. Therefore, the East Division requires that enough of the material be on hand at the end of each month to provide for 50% of the following month’s production needs. Material No. 311 is easier to get, so only one-third of the following month’s production needs must be on hand at the end of each month. Direct Labor: The East Division has three departments through which the components must past before they are completed. Information relating to direct labor in these departments is given below: SHAPING DEPARTMENT: Direct Labor-Hours per Finished Component: .25Cost per Direct Labor hour: $18.00 ASSEMBLY DEPARTMENT: Direct Labor-Hours per Finished Component: .70Cost per Direct Labor hour: $16.00FINISHING DEPARMENT: Direct Labor-Hours per Finished Component: .10Cost per Direct Labor Hour: $20.00 Direct labor is adjusted to the workload each month.Manufacturing Overhead: East Division manufactured 32,000 components during the first three months of the current year. The actual variable overhead costs incurred during this three-month period are shown below. Each Division’s controller believes that the variable overhead costs incurred during the last nine months of the year will be at the same rate per component as experienced during the first three months. Utilities $ 57,000Indirect Labor $31,000Supplies $16,000Other $8,000 Total variable overhead $112,000 The East Division has planned/estimated fixed manufacturing overhead costs for the entire year as follows: Supervision $ 872,000Property Taxes $143,000Depreciation $2,910,000Insurance $631,000Other $72,000 Total fixed manufacturing Overhead $4,628,000Finished Goods Inventory: The desired monthly ending inventory of completed components is 20% of the next month’s estimated sales. The East Division has 4,000 units in the finished goods inventory on March 31. Selling and Administrative Expenses: Selling and Administrative Expenses are budgeted at $400,000 per month plus 1% of total credit sales for the month.REQUIRED:1. Prepare a production budget for the East Division for the second quarter ending June 30. Show computations by month and in total for the quarter.2. Prepare a direct materials purchases budget in units and dollars for each type of material for the second quarter ending June 30. Again show computations by month and in total for the quarter.4. Prepare a direct labor budget in hours and in dollars for the second quarter ending June 30. Again show computations by month in total for the quarter.- Leave comments for the work if you think it's necessary. Thanks!