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FEASIBILITY STUDIES
To implement any project an entrepreneur needs to carry out different types of feasibility studies. These feasibility studies evaluate all the risks and returns and try to balance them and help the entrepreneur to finalize his plans.
Economic Feasibility
Commercial Feasibility Financial Feasibility Technical Feasibility Social Feasibility Market Feasibility Technical and Financial aspects are discussed in detail in the following slides.
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TECHNICAL FEASIBILTY
Under Technical appraisal the necessary facilities required for production are analyzed viz. Basic infrastructure - Land/Building/Utilities Technology/Technical Process
Machinery/Raw Material/Labour
Licensing/Registration/Clearances
An entrepreneur should have the requisite number of technically capable people as well as technology required to set up and run the plant. The technology should be such that is can adapt to local conditions.
Technology transfer from overseas often fails in this regard. The conditions in USA and America are quite different from India. Most parts of India are hot and dusty. Sophisticated process controls have known to fail. Therefore, knowledge and suitability to local conditions is very important.
Technical analysis thus is mainly concerned with: Material inputs and utilities Manufacturing processes Product mixes Plant capacities Locations and sites Machinery and equipments Structures and civil work Project charts Lay outs & work schedules
Proven and tested; preference could be given to the technology used by the market leader.
Up- to date; otherwise, the risk of obsolescence is high. Cost effective and par excellence.
CHOICE OF TECHNOLOGY
The choice of technology is influenced by many factors such as: Plant capacity Principal Inputs Investment outlay and production cost Use by other units Product mix Latest Developments Ease of Integration
CPM/PERT
CPM/PERT can answer the following important questions
How long will the entire project take to be completed? What are the risks involved?
Which are the critical activities or tasks in the project, which could delay the entire project if they were not completed on time? Is the project on schedule, behind schedule or ahead of schedule?
If the project has to be finished earlier than planned, what is the best way to do this at the least cost?
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FINANCIAL ANALYSIS
A wide range of criteria are available to judge the worthiness of investment projects. They fall into two broad categories: Discounting criteria 1. Net Present value
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Payback period
t=0 (1+k) t
n
r
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BENEFITS:
It considers the total benefit of an investment proposal over its lifetime. Changes in the discount rate are easily reflected in the evaluation process. The most significant benefit of NPV is that it considers the time value of money in calculations NPV allows easy comparisons of returns from different
projects, which enables rational resource allocation decisions to be made
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DRAWBACKS
NPV cannot differentiate between a project with higher cash flows and a project with lesser cash flows in the early years It does not provide the same base for comparison between two projects, with different lives of cash outflow It is an absolute measure, and does not consider initial cash
outlays. Hence, it may not provide dependable results.
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BENEFITS
As this measures NPV Per rupee of outlay, it can discriminate large and small investments and hence is preferable to NPV method.
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DRAWBACKS
Under unconstrained conditions, this method will accept and
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BENEFITS
IRR is closely related to NPV. This method is easy to understand and interpret.
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DRAWBACKS
This method may lead to multiple rates of return
This method may result into incorrect decisions in comparing mutually exclusive projects
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BENEFITS / DRAWBACKS
BENEFITS
MIRR assumes that project cash flows are reinvested at the
cost of capital. Hence it reflects better the profitability of a project The problem of multiple rates does not exist For choosing among mutually exclusive projects of different size, NPV is a better alternative in measuring the contribution of each project to the value of the firm.
DRAWBACKS
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BENEFITS /DRAWBACKS
BENEFITS
It is simple in concept and application
It is a rough and ready method for dealing with risk
DRAWBACKS
It does not consider the time value of money It ignores cash flows beyond the payback period It is a measure of capital recovery and not profitability
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To overcome this limitation, the discounted Payback period is considered. Here, the cash flows are first converted into their present values (by applying suitable discounting factors) and then added
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ARR
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BENEFITS / DRAWBACKS
BENEFITS
It is simple to calculate
It is based on information that is easily available It considers benefits over entire life of the project
DRAWBACKS
It is based on accounting profit and not cash flow It does not take into account Time value of money.
It is internally inconsistent
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CONCLUSION
To conclude,
For small sized projects, it is best to use Pay back and ARR method and for larger projects, IRR method is suitable.
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STEP 1:
A project exists to produce a unique product, service, process, or plan. Since each product is unique, each set of steps to create the product should be unique. Hence, rather than starting from the scratch on each project and making up a set of steps, most projects can work off a process template that serves as a starting point for how to create the deliverable.
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For example, for a project such as software development, the organisation probably has a software development process that project teams use when creating a new or improved software program. This process template defines a generic set of steps to follow that will get one from concept to design to coding to testing.
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STEP 2
Project success depends on the project team. The new project management approach is team-based and participative. The project leader acts as a facilitator to the team and as a guide through the project management process. The team creates the project plan, monitors and controls the project and assesses what went well and what should be improved for the next project.
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managers must learn new skills: conflict resolution, active listening, team participation, and team decision making-skills. The participative approach to managing a project is a critical factor in creating better project results.
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STEP 3
Project results are improved when a project management methodology is
used. Project management methodology is a set of tools and techniques that help project team to:
Produce deliverables that will satisfy the client. Get the project done on time.
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