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Feasibility Analysis

Feasibility Analysis. By: Professor Wilmer Arellano. "Prevention is better than cure" is hardly practiced and it is only when a surprise boils into a crisis that managers react. Hariharan Controller Perstorp Aegis Chemicals Pvt Ltd. Overview. Feasibility Definitions Goals

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Feasibility Analysis

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  1. Feasibility Analysis By: Professor Wilmer Arellano

  2. "Prevention is better than cure" • is hardly practiced and • it is only when a surprise boils into a crisis that managers react. • Hariharan • Controller • Perstorp Aegis Chemicals Pvt Ltd.

  3. Overview • Feasibility Definitions • Goals • Types of Feasibility • Feasibility Assessment • Risk

  4. Goals • Will the project be a success? • The objective of a feasibility study is: • To find out if a project can be done

  5. Types of Feasibility • Technical • Resource • Economic • Schedule • Cultural • Legal • Marketing

  6. Technical Feasibility • Does the technology exist? • Is it available locally? • Can it be obtained? • Are fundamentally new inventions required? • How much Technical Risk is there?

  7. Resource Feasibility • Do we have sufficient skills? • Do we have sufficient equipment? • Do we have sufficient number of people? • How much Resource Risk is there?

  8. Economic Feasibility • Is the project possible, given budget constraints? • How much Economic Risk is there?

  9. Schedule Feasibility • What are the chances of meeting the intermediate mileposts? • What are the chances of meeting the PDR (Preliminary Design Review) requirements? • What are the chances of meeting the CDR (Critical Design Review) requirements?

  10. Feasibility Analysis • The PDR is a multi-disciplined technical review to ensure that the system under review can proceed into detailed design, and can meet the stated performance requirements within cost (program budget), schedule (program schedule), risk, and other system constraints. • The CDR is a multi-disciplined technical review to ensure that the system under review can proceed into system fabrication, demonstration, and test; and can meet the stated performance requirements within cost (program budget), schedule (program schedule), risk, and other system constraints. • http://akss.dau.mil/dag/TOC_GuideBook.asp?sNode=R4-3-3-4-4&Exp=Y

  11. Cultural Feasibility • Social acceptability? • Will there be a positive impact on the local culture. • Will there be a positive impact on general culture. • Potential labor objections? • Manager resistance?

  12. Legal Feasibility • Organizational conflicts and policies? • Laws or regulations impeding the Project? • Laws of regulation limiting the project

  13. Marketing Feasibility • Will the general public accept the product?

  14. Feasibility Assessment Feasibility is Measured Against Attributes. Give a 1 to 5 score to your questions and calculate the average. This number will be entered into the weighted scale. This is not a template, use your own attributes

  15. Obtaining Weights

  16. Weighted Scale Example • Enter the weights and the scores you calculated before. • If your score is above, you are in good shape.

  17. Risk • The possibility of suffering loss • Risk involves uncertainty and loss: • Uncertainty: The degree of certainty about whether the risk will happen. • Loss: If the risk becomes a reality, unwanted consequences or losses will occur.

  18. Risk Categories • Technical • Resource • Economic • Schedule • Cultural • Legal • Marketing

  19. Proactive Risk Management • “The purpose of risk management is to identify potential problems before they occur so that action can be taken to reduce or eliminate the likelihood and/or impact of these problems should they occur.”

  20. Risk Assessment • Risk Exposure Matrix • Clear and well defined risk acceptance thresholds are required in order to define the level of risk that can be tolerated. • The Exposure Matrix can be used to prevent entering into a project • You may use a fishbone diagram to discover risks

  21. Risk Management • In ongoing projects, the Exposure Matrix can be used to as a managing tool • Class I: Risks that are below the risk acceptance threshold and do not require active management • Class II: Risks that lie on the risk acceptance threshold and require active monitoring • Class III: Risks that exceed the risk acceptance threshold and require proactive management • Class IV: Risks that significantly exceed the risk acceptance threshold and urgent and immediate attention

  22. Fault Tree Analysis 2. Determine your Risks 1. Brainstorm 3. Determine your responses

  23. Continuous Risk Management

  24. References • http://www.cs.toronto.edu/~sme/CSC340F/slides/05-feasibility.pdf • http://www.cdf.toronto.edu/~csc340h/winter/ • Dorofee, A. J., Walker, J. A., Alberts, C. J., Higuera, R. P., Murray, T. J., and Williams, R. J. Continuous Risk Management Guidebook. • Pressman, R. S. 1997. Software Engineering: A Practitioner’s Approach. New York, USA: McGraw Hill. • Risk analysis and management guidance • June 2005, www.riotinto.com

  25. Review • Definitions • Goals • Types of feasibility • Feasibility Assessment • Risk

  26. & Questions Answers

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