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Project planning and management;


series

ACKNOWLEDGEMENT
The Project Planning and Management Series
consists of a set of manuals and associated
modules presenting practical approaches, tools
and techniques for project planning and
management. (See list on back cover). A product
of the Government of Jamaica/USAID
National Planning Project (1976-1980), the series
was developed by the Project Develop­
ment Resource Team (PDRT) of PAMCO for
use in .action-training"
workshops and
reflects exlensive experience in training and
project development. All present PDRT
members are contributing authors and have
worked together in writing, revising and
publishing the series. Special credits are due
to Dr. Merlyn Kettering for design and
development of the series; Dr. Bruce Brooks for
writing final versions of many nodules;
Mrs. Marjorie Humphreys for assuming primary
editing and production responsib;lity and
for organizing draft papers into more useful materials;
since 1979, for designing the cover and improving Mr. Lascelles Dixon, head of PDRT
many of the illustrations; and Mrs.
Christine Hinds and Miss Linette Johnson for
typing the drafts and final manuscripts.
Any comments on the series and its usefulness
are welcome.

Marcel Knight
Managing Director
PAMCO
March, 1980

Contributing Authors:
Merlyn Kettering
Bruce Brooks
Conrad Smikle Published by:
Lascelles Dixon
The Project Analysis & Monitoring Co. Ltd. (PAMCO)
Michael Farr
Inter-Continental Hotel, 4th Floor
Marjorie Humphreys
Kingston, Jamaica, W.I.
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MODULE 39

FORMATS FOR PRE-FEASIBILITY AND FEASIBILITY STUDIES


MeAryn Kevtteing

A. PREREQUISITES:

A working knowledge of the topics is covered in Modules 1 & 33 and


the Project Planning Manual.

SECTION 1: PRE-FEASIBILITY STUDV


B. DISCUSSION:
The pre-feasibility study is the planning stage in which alternative
ways for developing the project may be explored. For any given set
of goals or demands, there'are generally a number of ways of
satisfying or reaching these goals. Good planning requires that
judgement on project formulation be deferred until the alternative
solutions are investigated and analyzed and the optimal solution
selected.
Analysis and preparation during the Pre-feasibility Study Stage
should be based primarily on existing data which are readily assembled.
All possible information sources should be explored such as records of
related projects, pertinent literature, ministerial records and data,
empirical studies of sectors and regions, national plans, etc. A
review of similar projects may, for example, disclose applicable
points and data for the proposed project, indicating what assumptions
must be made and to what extent experience supports the validity of such
assumptions or plans. In general, new surveys and tests are not
encouraged, except in a superficial manner, if data of appropriate
quality can be drawn from existing sources.

C. PURPOSE:
The primary purpose of the Pre-feasibility Study Stage is to screen
alternatives for the project to determine the optimum alternative(s)
which will be recommended for the Feasibility Study. There are no
clear rules for choosing among alternatives. It is a difficult process
requiring the weighing of the merits of one proposal against another.
The process invariably involves making choices related to product
quality and quantity, production processes, technology, scale,
location, costs and returns, times of completion, etc.

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The Pre-feasibility Study is intended to:
a. analyze the range of alternative solutions for narrowing
consideration of the project characteristics down to
the most favourable or optimal solution;

b. determine whether the optimal project solution warrants


or requires further detailed study to test its worthiness
or soundness. Such a study would be a feasibility study; and

c. spell out the future action concerning the project, i.e.,


terms of reference for a feasibility study if one is
necessary.

V. USE:
Pre-feasibility studies rank project alternatives to help select the
one which, on balance, is likely to prove favourable. (SEE MODULE 29 -
PROJECT NEED ANALYSIS FOR MORE DETAILS OF THE PROCESS OF
DEVELOPING ALTERNATIVE SOLUTIONS.)
The Pre-feasibility Study is normally expected to achieve a degree of
precisicn which accurately estimates costs and benefits within 20 - 25
percent. Timeliness of the preparation and data processing is more
critical than precise accuracy of estimates. Precision will be
demanded during the Feasibility Study Stage.

E. STEPS IN THE PREPARATION OF A PRE-FEASIBILITY STUDY:


Because of the vast range of projects it is not possible to develop
a comprehensive pre-feasibility study format applicable to all projects.
The following preparation steps are provided only as a guide to
the planner in the preparation of the pre-feasibility study.
Additional areas may have to be included (or eliminated) as required
by the specific project being worked on.

Step 1. Analyse and state the problems and needs which have initiated
the project. The project objectives and goals should be
re-stated especially if these have been modified or adjusted
by prior appraisals (the Project Brief) or by recent events.

Step 2. Analyse and identify the physical, economic, social, political


and institutional setting (area) in which the project will
be placed or will operate, so that the results of this
analysis can contribute to the selection of the best project
alternative.

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Step 3. Identify the market for the project output, whether goods or
servicesand determine its characteristics. An assessment
of past and present demand, as well as supply conditions and
characteristics, with probably future behavior should be
made. The demand-supply gap should be identified. The
timing of the project alternatives should be evaluated here.

Step 4. Analyse the alternative ways in which the project can be


carried out. This will require an analysis of a range of
technical and engineering "solutions", with an assessment
of the scope, process, location, civil structures and
physical resources characteristics of each alternative.
Alternative project locations should be analyzed.

Step 5. For each project alternative, carry out a financial analysis


to determine its profitability and capacity to service
its obligations. The financial analysis should look at
the revenues, expenses, receipts, expenditures and income
of each alternative. The financial analysis should identify
which ulternative has:

a) the lowest unit costs;


b) the most desirable cash flows;
c) the lowest foreign exchange component;
d) the maximum financial returns.
Step 6. For each project alternative, carry out an economic analysis
to identify and measure the benefits to the economy or
society as a whole. The analyses may be made with both
market and shadow prices. The economic analysis should
identify which alternative has:
a) the greatest potential for quick returns;
b) the shortest capital recovery period;
c) the highest rate of return on capital;
d) the widest impact on the economy as a whole.
Step 7. Look at alternative implementing schemes, dealing with
agencies, project organizational structures management
philosophies, legal requirements, personnel requirements,
procurement and institutional requirements. The imple­
mentation analysis should determine which alternative:

a) bas the least cumbersome organizational structure;


b) corresponds to accepted management theories;

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c) demands the least skilled personnel;
d) will be accepted and supported by the
organizations and institutions with which
it must deal.
Step 8. Review alternative operational schemes, noting the advantages
and disadvantages of each.
Step 9. For comparative purposes of each project alternative, select
and ouantify a number of important criteria. These criteria
should then be "score boarded" and rated as to their relative
contribution to meeting the national and sectoral objectives
as well as the more specific project goals.
Step 10. Based upon the assessment of alternatives, recommend the
favoured project alternative. The characteristics of the
favoured alternative should be described in detail with a
summary of the justifications for its selection.

Step 11 Develop a detailed work plan for the pursuing of the


recomaended project. If a feasibility study is required,
identify responsibilities for the study, methodologies and
terms of reference, required detail of the various study
components, resource requirements, budget, manpower, and
time.
The last item of the above list deserves special attention as it is
often neglected in pre-feasibility analysis and consequently the
costs of a Feasibility Study or the plan of action for the construction
of the study are ambiguous, ending with both extreme waste and
unnecessary confusion. There are trade-offs between study duration and
precision and cost per unit of time. A basic working framework
which identifies work methods, techniques, responsibilities and areas
yielding the most meaningful and relevant information can eliminate
both costs and time in the preparation of the later Feasibility Study.
A format for documenting the findings of the Pre-feasibility Study is
described in Appendix 39.1

SECTION 2: FEASIBILITY STUDY


B. DISCUSSION:
Whether or not a project idea is worth considering (i.e. whether its
outcomes and outputs contribute to national and sectoral objectives)
is a decision reached at the Project Profile planning stage. The
analysis of project alternatives and the selection of the optimal
project formulation is a decision reached at the Pre-feasibility
planning stage.

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After alternatives for the project have been scrutinized and approval
has been granted for the advanced preparation and analysis, the
Feasibility Study planning stage begins. During this stage the Project
project must be systematically examined in depth and with precision
along all essential features.
The purpose of the Feasibility Study Stage is to present a precise
and accurate picture of what is entailed in the actual undertaking
of the project. The issues and problems must be carefully prepared
and analyzed for all substantive aspects of the project.

This stage of the planning process is the most exhaustive of the


planning stages. However, the energies required for an adequate
comprehensive feasibiity study are not wasted. Efforts which have and
already been spent in the preparations and analyses of the Project
Profile, Project Brief, Project Status Reports, Project Pre-feasibility
Study and Analyses begin to pay off in terms of a more relevant
focus
in the Feasibility Study and a more speedy completion of the document.
This makes more effective use of finances and manpower at this point
in planning, and is an overall more effective use of resources.
The
tendency to become enmeshed in research areas that are peripheral
to the main objectives of the Feasibility Study is avoided. Only
most relevant areas, as outlined in the approved Work Plan for the
Feasibility Study, receive detailed investigation and analysis to
ascertain the technical, financial, economic and management soundness
of a project. All relevant issues should be directly addressed
in
the study of feasibility, but the various dimensions should be
given
attention according to their importance to the study and the project,
and not on the availability of data or accessibility of research
the area. Often excessive and non-relevant data is included whichfor
diverts attention from real project issues.
The operating Ministry is primarily responsible for the identification
of teams, including persons who have been involved throughout the
initial stages of planning and persons who may be involved in the
implementation phase of the project, to prepare the feasibility
study
of the proposed project. The plans for the preparation of the
Feasibility Study has already begun with the Work Plan which is
incorporated into the Pre-feasibility Study. This work plan includes
the identification of team members, the methods and procedures to
be
followed in the study, the outline of relevant fields to be investi­
gated, the analytical procedures and criteria to be used, the budget
for preparation of the study and the assignment of general areas
of
responsibility for undertaking the study.
For example of the outline for a Feasibility Study, see APPENDIX
39.2.
Specific outlines will be dependent upon the scope and nature of
each
project.

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C. PURPOSE:
The purposes of the Feasibility Study are:

1. To verify:
a. that the project solution reached at the Pre-feasibility
Study Stage is technologically appropriate and technically
sound;
b. that satisfactory financial and economic returns will
accrue to the project and all relevant beneficiaries;
c. that project objectives and goals are realistic and that
they cannot be met in some more effective or efficient
manner;
d. that the project benefits are supportive of national
and sectoral objectives and priorities.
2. To ,verifythat the project will be successful within the
environment (social, cultural, political, institutional,
administrative, and ecological) in which the project will be
carried out and expected to function;
3. To provide a detailed guide to all actions, such as organizational,
managerial and legal, which are required tu implement the project
and to oprate the project output system;
4. To provide all data and analysis required by potential financing
agencies fdcr appraisal of the project; and
5. To provide a complete project document for submission to Cabinet
to authorize the allocation of resources for the implementation
of that project.

D. USE:
The feasibility study and analysis provides the basis on which appro­
priate government authorities and financing agencies will make final
decisions to approve, amend or reject the project.

SECTION 3: COMPARISON OF PROFILES, AND FEASIBILITY STUDIES


The preparation of the feasibility study parallels that of the pre­
feasibility study in that the same project dimensions are analyzed.
Also, as with the pre-feasibility study, there can be no model

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feasibility study format, or preparation guide that will be applicable


to all types of project. The preparation of the feasibility study will
be even more flexible and less structured than the pre-feasibility study
as only those dimensions of the project where the feasibility or sound­
ness is in doubt may have to be studied.
Although the project dimensions analyzed in the feasibility study are
(or may be) similar to those dimensions analyzed in the pre-feasibility
study, the purpose and hence the content of the analysis is different.
In the pre-feasibility study, the purpose was to compare alternative
schemes; in the feasibility study the purpose is to test the sound­
ness of the selected alternative. Consequently, the focus of the
feasibility study is on the presentation of precise data on the
conditions and the environment Which the project will encounter. The
differences in emphasis can be then transferred to the other
dimensions of the project by the planner.

In Illustration 1, a single dimension of a project, the Market Study,


will be looked at to show the differences in content and emphasis of
the analyses between the Project Profile, Pre-feasibility, and
Feasibility Planning stages.

EaUeA PORT woriLng papeu reievant to thi6 topic inctude "Pre-Fea6ibiLity/


Feazibitity Documentation Fcrunats", M. Ketteting and J. KArstianen. 1971
(24 pages).

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ILLUSTRATION 1: MARKET STUDY Material

INFORMATION REQUIRED BY: PROJECT PROFILE


*PRE-FEASIBILITY AND FEASIBILITY STUDIES

A. Project Profile Paper B. Pre-feasibility Study


(1) Raw material market situation (1) Raw material market situation
(a) Existing resources (names, (a) Pre-selected resources
location, quantities) (names, location, quantities
and qualities, and other
key data)
() Past and present utiliza- (b) Approximate utilization of
tion (estimated quantities resourcei (main consumers,
only.) local and abroad, yearly
consumption, individual
supply situation, general
raw material policy, laws/
regulations)
(c) Approximate balance of avail- (c) Presumptive balance of
able raw materials, vs available raw materials vs.
present utilization present utilization (possible
supply sources covering
present + future demand)
(2)Market situation of specific (2)Market situation of specific
products products
(a) Past demand for specific (a)Approximate demand for
items (past sales in specific items (past/future
quantities and prices) total sales/demand, in
quanitity. values, specific
prices for all local/
foreign customers)
(b) Past supply of specific (b)Approximate supply of
items (approximate totals of specific item by suppliers:
past local manufacturing and i) Present total local
imports) manufacturing capacity
(ii) General quality of
products
(iii) Past imports and their
expected future trend,
volumes, and prices
(c) Past coverage of demand (c) Approximate coverage of
and assumed future trends demand (past/future
(approximate quantities, quantities, qualities, and
qualities, prices) prices)

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C. Feasibility Study

(1) Raw material market situation


(a) Chosen resources
- Detailed data on topographical distribution
of raw materials
- Itemized material analysis
(b) Detailed utilization of resources
- Supply situation
- Kind of specific enterprises
- Specific customers, their past and
estimated purchases
- Prices at places of production
(c) Detailed balance of available raw materials
- Adequacy of supply: quantities, qualities
- Prices

(2) Market situation of specific products

(a) Detailed demand for specific items


- Past/future, locitI/foreign sales demand
- Main consumers
- Specific consumption per capita
- Prices, fluctuation
- Regional distribution
- Quality requirements
- Influence on market situation caused by
laws and regulations
(b) Detailed supply of specific items by suppliers
- Present manufacturing/importing companies
- Manufacturing units, capacities, age,
load factors
- Product qualities
- Location
- Sales: past and expected future
- Transport facilities
- New units under construction/planning
- Expected elimination (if any) of local
plants and imports
- Prices
(c) Detailed coverage of demand
- Past/future quantities, qualities, prices
- Regional distribution

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APPENDIX 39.1

GENERAL FORMAT FOR A PRE-FEASIBILITY STUDY

It is not possible to provide a detailed pre-feasibility study format


applicable to all (or even most) projects. The best that can be
provided is an outline and identification of major project components
which can help the planner to structure his study. Specific pre­
feasibility study formats must be developed by the planner for his
specific project. A suggested "general" format is presented in the
following outline.

A. Summary and Concluzions

1. Description of Best Alternative Project


2. Reasons for choosing alternatives
3. Resource requirements
4. Recommendation for further actions

B. Introduction

1. Reason or need for project


2. Objectives and goals of project
3. Project history and sponsorship
4. Project beneficiaries

C. Project Area (for each alternative project location as applicable).

1. Sector overview
2. Existing development, existing infrastructure
3. Topographical, physical, climatological, geological,
hydrological aspects as required
4. Social, economic, political aspects as applicable.

D. Demand Analysis

1. Definition of market(s)
2. Total demand
3. Characteristics of past and future demand
4. Supply gap
5. Demand-supply consolidations

E. Technical Analysiz (for each alternative)

1. Production processes or technical solutions


2. Project sizes
3. Project locations

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4. Technical flexibility
5. Civil works requirements
6. Support infrasturctur? requirements
7. Maintenance requiremeits
8. Costs (works, materials, equipment, engineering, land,
recurrent).
F. Ecoeogica/Socia Anasixys (each alternative)

1. Existing conditions: land use, water, natural


resources, social, cultural, institutional.
2. Analysis of impacts
3. Acceptable impacts/not acceptable impacts
4. Necessary adjustments required
5. Costs of adjustments.
G. Financiat Analysis (for each alternative)

1. Capital requirements
2. Operating costs
3. Revenues, expenses: cash flows
4. Receipts, expenditures: cash flows
5. Profitability criteria.
H. Economic Anaiysiz (for each alternative)

1. Economic benefits to economy


2. Benefits in monetary terms
3. Conversion of financial costs to economic
costs
4. Economic criteria
5. Sensitivity analysis
[. Implementation Analysis (for each alternative)

1. Organizations and management


2. Legal requirements
3. Procurement requirements
4. Personnel
5. Institutional acceptability
J. Operational Anayzizs
1. Organization and management
2. Personnel
3. Performance analysis of existing organizations

Alternative ScoLeboard

Choose best alternative.

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L. OutstandiZng Issues

1. Recommendation for future action


2. Additional data required
3. Other issues

M. Plan 6o& FeoAibitity Study (as applicable)

1. Terms of reference
2. Methodology
3. Performing agency/participating agencies
4. Key personnel/Project Manager
5. Schedules
6. Budget.

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APPENDIX 39.2

FEASIBILITY STUDY GUIDELINE FORMAT

The following outline presents a guideline format for the project


feasibility study. Rather than beirl utilized as an outline to be
strictly followed by project planners (different projects will require
different analysis anddiffferent emphasis) the format should be used
primarily as a guideline for use in the organization and presentation
of materials. In effect, it will serve as a partial check list for
planners. Modifications as to the degree of emphasis on the various
project dimensions will have to be made as necessary to suit the
particular character of the project under consideration and the
circumstances of the feasibility study.
The format of the outline does not take into consideration feasibility
study formats required by financial lending institutions. If funding
is being s6ought from such sources, the planner shoutd obtain ahead o6
time, the pa LctttaA format reqw:Aed by the tending institution.

A. SUMMARY AND CONCLUSIONS


1. Project output: goods/services to be produced.
2. Major technical components: process, methods,
equipment, civil works.
3. Size and location: capacity and service area.
4. Costs.
a) Capital costs of contruction/installation.
b) Annual operating costs.
c) Domestic and foreign cost components.
5. Financing.
a) Proposed/actual sources of funds.
b) Financial arrangements.
6. Financial feasibility: criteria selected.
7. Economic feasibility:
a) Economic benefits.
b) Criteria.
8. Implementation feasibility
a) Organization and management arrangements.
b) Procurement arrangements.
c) Schedules.
9. Operational feasibility.
a). Organization and management arrangements

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b) Personnel.
B. INTRODUCTION
1. Reason/need for project
2. Sector overview
3. Project objectives and goals
4. Project history and sponsorship

C. PROJECT AREA (as applicable)


1. Subsector analysis (detailed)
2. Existing conditions (agricultural/social/civil
projects).
a) Physical aspects: boundaries, topography,
surface flows, hydrology, geology, climatology,
soils, etc.
b) Human resources: population density, projections,
employment, migration, etc.
c) Social conditions: landownership, water
availability, income levels, salaries, nutrition, etc.
d) Project beneficiaries: direct, indirect.
e) Economic conditions
f) Infra-structure: roads, communications, electricity,
potable water, sewerage.
g) Development.
3. Existing Operations (industrial projects)
a) Organization and management
b) Financial/accounting systems
c) Sales
d) Production
e) Raw materials
f) Labour
V. DEMAND ANALVSIS
1. Market Identification
a) Industries/sectors generating demand
b) Project influence area
c) External demand
2. Demand Characteristics
a) Uses and spirifications of goods/services demanded
b) Volume of demand
c) Geographic distribution of demand and marketing
methods
d) Determinants of demand

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e) Consumer types and attitudes
f) Demand projections with and without the project

3. Supply Characteristics
a) Current types and locations of supply facilities
b) Sizes, physical conditions, outputs and prices
c) Supply projections with and without the project
4. Plan for meeting effective demand
a) Demand-supply gap
b) Plan to narrow the gap
c) Project contribution to narrowing of gap

5. Data
a) Statistical series of production, consumption,
population, income, etc.
b) Maps and charts.
E. TECHNICAL AND ENGINEERING ANALVS.S

1. Alternative technical schemes considered


2. Features of selected process
a) Process description
b) Production methods/technical solution
c) Equipment: type, capacity, flexibility,
manner of operations, layout
d) Raw materials
e) Fuel, power, water requirements.

3. Location
a) Raw material availability
b) Utilities
c) Transportation facilities
d) Production cost factors
e) Manpower availability
f) Site selected: reasons
4. Description and justification of project size/
installed capacity
5. Site plan

6. Basic civil works


a) Design criteria and standards
b) Buildings
c) Civil works: roads, drainage, utilities, etc.
d) Auxiliary facilities

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7. Input requirements/costs
a) Engineering and administration
b) Construction/installation
c) Production/operation
d) Land acquisition
e) Equipment and machinery
f) Availability and sources of inputs

8. Construction/installation program

a) Stages of construction/installation
b) Operations turnover

9. Schedules
a) Schedule of utilization of resources
b) Construction/installation schedule: major
components.
c) Operations schedule: major components
10. Further technical studies
a) Extent of surveys and investigations
b) Additional surveys, tests required
c) Plan for final engineering.

11. Data and Annexes.


F. ECOLOGICAL AND SOCIAL IMPACTS

1. Conclusions
2. Existing conditions at project site
a) Water resources
b) Land use:
c) Natural resources
d) Social/cultural characteristics
e) Institutional characteristics.
3. Analysis of impacts

a) Natural resources
b) Land use
c) Water
d) Social/cultural/institutional
4. Actions taken
a) Project adjustments made
b) Adverse impacts acceptable
c) Costs of minimizing adverse impacts

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G. FINANCIAL ASPECTS

1. Capital Cost
a) Total investment requirements broken down into:
- design and research
- land and natural resources
- site preparation
- equipment
- buildings and other civil works
- auxiliary facilities
- organization of firm
- engineering and administration during
construction
- running-in
- preparatory installation
- contingencies
- interests during construction and
working capital
- profit
b) Breakdown of costs into kinds of physical resources:
- labour
- materials and supplies
- energy and fuels
- equipment
c) Breakdown of costs into foreign exchange and local
currency components, and into financial and
economic costs.
d) Investment schedule
2. Operating and Maintenance Cost
a) Estimates of operating and maintenance
expenditures broken down into:
- labour
- materials
- energy and fuels
- equipment
b) Breakdown of costs into foreign exchange and local
c~rrency components, and into financial and economic
costs
c) Cost stream over project life

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3. Income
a) Rates/prices of output
b) Revenues from different sources
c) Income stream over project life
4. Profitability
a) Profit-and-loss statement
b) Expenditure-and-income budget projections
c) Financial feasibility indicators
- net present value
- internal rate of return
- payback period
- accounting rate of return
- others
d) Conclusions as to project's financial feasibility
5. Annexes
a) Details of cost computations
b) Feasibility calculations
c) Others
H. FINANCING ASPECTS

1. Sources of Financing
a) Sources and adequacy of funds for:
- construction
- operation and maintenance
Arrangements for securing financing
2. Program and Budget
Schedule of fund utilization according to source
Budgetary provisions
3. Annexes
Details of financing schemes, funding program, etc.
I. ECONOMIC ASPECTS

1. Capital Cost
a) Estimates of economic investment cost with
breakdowns into work items/physical resources
as in Section D-1

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b) Breakdown of costs into foreign and local
currency components
c) Investment timetable
2. Operation and Maintenance Costs
a) Estimates of economic operating and maintenance
cost, with breakdown into physical resources as
in Section D-2
b) Breakdown of costs into foreign and local
currency components
c) Cost stream over project lifetime

3. Benefits
a) Savings in resource costs
b) Value added
c) Non-quantifiable benefits
d) Benefits stream over project lifetime

4. Economic Feasibility Indicators


a) Net present value
b) Internal rate of return
c) Benefit-cost ratio
d! Net present value per unit of investment
e First year return
f) Others

5. Sensitivity Analysis
a) Changes in feasibility indicators with
variations in major parameters
6. Conclusions as to Project's Economic Soundness
7. Annexes
a) Detailed calculations of benefits and costs
b) Feasibility computations
c) Others

J. IMPLEMENTATION ANALYSIS
1. Implementation schedules
a) Master phasing
b) Project schedule: CPM or PERT
2. Organization and Management
a) Description of implementing organization:

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name, organizational charts, past experiences, etc.
b) Management, philosophy: organizational model,
authority/responsibility relationships
c) Project manager: qualifications, recruitment
strategy
d) Project management: position, role, responsibility,
authority, etc.
e) Project participants
3. Legal and administrative arrangements
a) Authority and administrative arrangements
b) Authority for procurement
c) Government authorizations: incentives,
taxes, etc.
4. Procurement
a) Professional services
b) Construction
c) Equipment, machinery and materials
d) Actions to be taken
e) Purchase schedules

5. Manpower requirements
a) Manpower projections
b) Recruitment strategy
c) Personnel development and training
6. Project control

a) Information required
b) Project management information system
c) Overall project control
7. Project logistics
8. Facility support
9. Institutional arrangements

K. OPERATIONAL ANALVSIS

1. Organization and management


2. Legal and administrative arrangements
3. Procurement
4. Manpower requirements

DO NOT DUPLICATE WITHOUT PERMISSION


39.2.9 PAMCO, PDRT
Resource
Material

L. PROJECT DIVESTMENT

1. Equipment/machinery/materials
2. Labour
a) Skilled workers
b) Project personnel
M. OUTSTANDING ISSUES AND CONDITIONS
N. APPENDICES AND SUPPORTING DATA

DO NOT DUPLICATE WITHOUT PERMISSION


Projec lanning and Mana emen Eerie.
MANUAL ­ r Planning for Project Implemencation
MANUAL - P Project Planning
MUAL - M Project Management
'MANUAL - PF Pioneer Farm Implementation
Planning

MODULES
I. Defining Project Objectives
(Objective Trees)
2. The Logical Framework
3. Work Breakdown Structure
4. Activity Description Sheets
3. Project Organization
6. Linear Responsibility Charts
7. Project Scheduling - Bar
8. Bar Charting for Project Charts
Control/Scheduling
9. Project Scheduling - Network
Analysis
10. Milestones Descriotion Charts
II. Resource Planning & Budgeting
12. The Role of PAMCO
13. Project Technology Analysis
14. Demand Analysis
15. Market Strategy Analysis
16. Project Area Analysis
17. Project Costs & Benefits
18. Project Profile
19. Financial Analysis
20. Cash Flow Analysis
21. Discounting
22. Net Present Worth Analysis
23. Cost-Benefit Analysis
21.. Benefit-Cost Ratio Analysis
25. Internal Rate of Return
26. Social Analysis of a Project
27. Economic Analysis of Projects
(including Border Pricing)
28. Financial Statements & Ratios
29. Project Selection & Ratios Analysis
30. Brainstorming
31. Decision-making System for
32. Project Institutional Projects
Environmental Analysis
33. Ecological Analysis for
34. Projects
Introduction to Contracts,
Jamaican Contract
Documents & Tendering Procedures
35. Selection & Use of Consultants
36. Project Documents for
Planning & implementation
37. Report Writing for Projects
38. Project Files
39. Formats for Pre-Feasibility
& Feasibility Studies
40. Motivation of Employees
and Personnel Evaluation
41. Design of a Project Management
Control System
42. Evaluating & Forecasting
Project Progress & Performance
43. Project Termination
44. Introduction to Lending
45. Organizing and Condu-ccingAgencies
Conference :!Letings
46. Withdrawal of and Accounting
for Loan Funds in the
Financing of Projects

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