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PROJECT FEASIBILITY
Addis Ababa, Ethiopia
January 2023
©Frankfurt–School.de
QR CODE SCANNER
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PRE‐TEST CAPITAL MARKETS
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TRAINING MATERIALS
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TRAINING RULES
Don’t use your mobiles!
Ask questions!
Bring good mood!
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Content
1. Nature of project management
2. Critical elements of project assessment
3. Rationale and benefits of conducting a project feasibility study
4. Introduction to Project Finance
5. Project Risk Management
6. Development of project implementation plans
7. Project Reporting
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The nature of project management
Project management is the process of planning, organizing, and
overseeing the execution of a project with the goal of achieving
specific goals and objectives.
It involves the coordination and management of resources, including
people, time, and money, to bring about the successful completion
of the project.
Effective project management requires the use of specific tools and
techniques,
• project planning and scheduling,
• risk management, and
• project control,
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The nature of project management
Project management requires
the coordination and
management of resources
successful completion project Time
PROJECT
Budget Quality
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The nature of project management
Describe the projects your organization has undertaken
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The project management cycle
Initiate
Close Plan
Project
Phases
Adapt Implement
Monitor
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Key aspects of project management
• Project management involves the coordination and management of
resources to bring about the successful completion of a specific short‐term
project.
• Project planning and scheduling involves the development of a detailed plan
for the project, including tasks, resources and timeline.
• Risk management helps to identify and mitigate potential risks that could
impact the project's success.
• Project control is the process of monitoring and controlling the progress of
the project to ensure it stays on track.
• Communication is essential to the success of any project and involves
keeping all stakeholders informed of project progress.
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Key aspects of project management
• Specific tools and techniques, such as project management software and
methodologies, are used to help ensure the successful completion of the project.
• Project management is a complex process that involves balancing multiple
factors.
• Effective management of all aspect of project management is crucial for the
success of any project.
• Project management is an iterative process and requires continuous monitoring
and adjustments.
• Project management requires a comprehensive understanding of the project and
the environment in which it operates.
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Functions involved in project management
Quality
Procurement Finance
Assurance
Risk Monitoring &
Communications
management Evaluation
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Critical elements of project assessment
1. Project goals and objectives
2. Timeframe and budget
3. Quality of the facilities
4. Stakeholder satisfaction
5. Risk management
6. Communication
7. Use of tools and techniques
8. Leadership
9. Impact
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1
Project feasibility study
1. Feasibility study assesses the technical, financial and economic viability of a
project.
2. Identifies potential issues and risks, and helps develop strategies to mitigate
them.
3. Ensures the project aligns with the organization's overall goals and
objectives.
4. Helps secure funding for the project by providing detailed financial analysis.
5. Identifies required resources and develops a detailed project plan.
6. Ensures compliance with legal and regulatory requirements.
7. Reduces project failure risk and determines project feasibility and alignment
with organizational goals.
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1
PROJECT IMPLEMENTATION
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Project Management in practice
• Clarify the request and objectives
Define • Initial phase of project
• Develop specific approach
Plan • Get buy‐in
• Execution phase of project
Manage • Implementation
• Resource management
Review • Project evaluation
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1
Project Manager
1. Define nature of project manager
2. Key qualities of Project Manager
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1
Define
1. Clarify the request
2. Identify stakeholders
3. Define requirements
What tools would you use to implement this stage?
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2
Plan
1. Organize and plan
2. Determine activities to be executed
3. Develop a schedule
What tools would you use to implement this stage?
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2
Manage
1. Executing activities/ tasks
2. Managing action items and Issues
3. Reporting
What tools would you use to implement this stage?
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2
Review
1. Project evaluation
2. Did we achieve stakeholder objectives
What tools would you use to implement this stage?
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2
Key qualities of a project manager
1. The ability of a project manager to lead and motivate a team
is crucial for the success of a project.
2. Project manager should be able to build a positive and
productive team culture.
3. Project manager should be able to delegate tasks effectively.
4. Project manager should be able to manage conflicts.
5. Project manager should be able to make quick and effective
decisions.
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2
BASICS OF PROJECT FINANCE
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APPROACHES TO FINANCING
•Lending relies on cashflows
for repayment
CASHFLOW
BASED
•Lender must take collateral
ASSET‐
CORPORATE
over physical assets
BASED
•Lending is a corporate
obligation
LENDING
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ASSET‐BASED LENDING
Loan disbursed
•Is a corporate obligation
BANK ENTITY •Is cashflow based
Debt service
•Asset is main collateral for
Income
ASSET
financier
Collateral
•Asset may be disposed off
once loan is paid off
MARKET
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CASHFLOW‐BASED LENDING
Loan disbursed
•Is a corporate obligation
BANK ENTITY •Is cashflow‐based rather
Debt service
than asset‐based
Income
•Assets may not be reliable
collateral for financier
MARKET
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PROJECT FINANCE
In the case of project finance, lenders focus on cashflows for
project and ensure these can be solely relied upon to repay debt.
Key characteristics of project finance include:
• Purely cashflow based
• Limited collateral support
• Applies prudential limits based on cashflow multiples and
proportion of asset value
• Required other credit support mechanisms
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PROJECT FINANCE VS CORPORATE LENDING
PROJECT FINANCE CORPORATE LENDING
• High leverage levels • Low leverage levels
• Focus on cashflows • Profit focus
• Project Lifetime • Medium term perpective
perspective • Commercial risks exposure
• Restricted risk exposure • Debt on balance sheet
• Non‐recourse debt • Limited sponsor activity in
• Sponsor actively involved key subcontracts
in key sub‐contracts
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WHY USE PROJECT FINANCE
• The project and the entity are synonymous
• The project is large relative to company
• When there’s access to cheap political risk insurance
• To mobilise export credits
• To provide an additional discipline on investment appraisal
• To regulate a weak JV partner
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Project Finance Models
A project finance model is a financial model used to evaluate the
financial viability of a proposed project. The model typically includes
the following components:
1. Revenue and expense projections
2. Balance sheet projections (esp. Working capital, CAPEX and Debt)
3. Cashflow forecast
4. Investment decision metrics e.g. IRR and NPV
5. Risk/ Sensitivity analysis
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Developing revenue projections
1. Identify the revenue sources
2. Establish pricing
3. Rationale and benefits of conducting a project feasibility
study
4. Forecast demand
5. Develop revenue projections
6. Run sensitivity analysis
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Forecasting expenses
1. Identify the expense categories
2. Establish and forecast costs
3. Run sensitivity analysis
Capital expenditures are a significant component of expense
projections in a project finance model. Key components include:
• Infrastructure
• Plant and Machinery
• Equipment
• Vehicles
• IT (hardware and software)
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Investment decision considerations
1. Market analysis: an evaluation of the demand for services in the
area, as well as the potential competition from other providers, to
determine whether the project is likely to be successful.
2. Technical feasibility: assessing the availability of resources,
including staff and equipment
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3
Investment decision considerations
• Financial viability: assessing the revenue and expense projections,
as well as the cash flow projections, to determine whether the
project is expected to generate enough revenue to cover its costs
and generate a positive return on investment.
• Risk assessment: identify any potential risks that may impact the
project's success and to develop strategies to mitigate these risks
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3
Investment Decision Tools
Internal Rate
of Return (IRR)
Investment Decision Tools
are used to evaluate
financial viability of a project
Net Present
Value (NPV)
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3
Internal Rate of Return
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Net Present Value
Measures the difference between the present value of cash inflows and the present
value of cash outflows.
Advantages: it takes into account the time value of money, making it a more
accurate measure of the true economic value of an investment.
Disadvantages: It may not be as intuitive as IRR and can be difficult to compare
between different investments.
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3
Project Management Risk
Identify
Project
Treat Management Analyse
Risk
Evaluate
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Risk Identification
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Types of Project Risks
• related to project schedule, such as delays,
Schedule risks missed deadlines, and resource conflicts
• budget overruns, cost overruns, financing
Financial risks delays
• related to the technical aspects of the project,
Technical risks such as design flaws, equipment failures, and
lack of expertise
• related to the quality of the project's
Quality deliverables, such as defects, non‐
conformance, and lack of reliability
• related to project resources, such as staff
Resource risks shortages, lack of equipment, and lack of
materials.
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Types of Project Risks
• political conditions and actions, such as changes in
Political risk government policies, political instability, and war
• natural disasters, climate change, and environmental
Environmental pollution.
• compliance with laws and regulations, such as
Legal/ Regulatory environmental regulations, health and safety
regulations, and data privacy regulations
• negative publicity, loss of customer trust, and loss of
Reputation risks brand reputation
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ESTIMATING LEVEL OF RISK
Probability Loss
% $
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Project Risks Measurement
• analyzing the potential impact of delays and missed
Schedule risks deadlines on the project schedule and costs. E.g.
PERT chart
• Cost Benefit Analysis, Break‐Even Analysis, Cost of
Financial risks Quality
• analyzing the potential impact of design flaws, etc
Technical risks on technical deliverables. E.g Failure Modes and
Effects Analysis (FMEA)
• analyzing the potential impact of defects, non‐
Quality conformance, etc on quality. E.g: Statistical Process
Control (SPC), Six Sigma
• analyzing the potential impact of staff shortages, etc
Resource risks on the project's resources. E.g: Resource Histogram
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Project Risks Measurement
• analyzing the potential impact of political conditions and
Political risk actions on the project and the organization. Example: Political
Risk Assessment, Country Risk Analysis, SWOT analysis
• analyzing the potential impact of natural disasters, climate
Environmental change, and environmental pollution on the project and the
organization. Example: Environmental Impact Assessment
• analyzing the potential impact of non‐compliance with laws
Legal/ Regulatory and regulations on the project and the organization. Example:
Compliance Matrix, Risk Register, Audit Report
• analyzing the potential impact of negative publicity, loss of
Reputation risks customer trust, and loss of brand reputation on the project and
the organization. Example: Net Promoter Score (NPS),
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4
Monitoring project risk
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4
Project Reporting
Sponsor
Steering
Project Team
committee
Project
Manager
Beneficiaries Media
Suppliers
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Project Reporting
Suppliers
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አመሰግናለሁ!
THANK YOU FOR YOUR
ATTENTION!
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