Project Management:

A Managerial Approach 4/e

By Jack R. Meredith and Samuel J. Mantel, Jr.

Published by John Wiley & Sons, Inc.

Presentation prepared by RTBM WebGroup

Project Management
A Managerial Approach

Chapter 2

Project Selection
Project Selection
 Project selection is the process of evaluating
individual projects or groups of projects, and then
choosing to implement some set of them so that
the objectives of the parent organization will be
achieved
 Managers often use decision-aiding models to
extract the relevant issues of a problem from the
details in which the problem is embedded
 Models represent the problem’s structure and can
be useful in selecting and evaluating projects
Chapter 2-1
Criteria for Project
Selection Models
 Realism - reality of manager’s decision
 Capability- able to simulate different scenarios and optimize the
decision
 Flexibility - provide valid results within the range of conditions
 Ease of Use - reasonably convenient, easy execution, and easily
understood
 Cost - Data gathering and modeling costs should be low relative to
the cost of the project
 Easy Computerization - must be easy and convenient to gather,
store and manipulate data in the model

Chapter 2-2
Nature of Project Selection
Models

 2 Basic Types of Models

 Numeric
 Nonnumeric
 Two Critical Facts:
 Models do not make decisions - People do!
 All models, however sophisticated, are only partial
representations of the reality the are meant to
reflect

Chapter 2-3
Nonnumeric Models
 Sacred Cow - project is suggested by a senior and powerful
official in the organization
 Operating Necessity - the project is required to keep the
system running
 Competitive Necessity - project is necessary to sustain a
competitive position
 Product Line Extension - projects are judged on how they
fit with current product line, fill a gap, strengthen a weak link, or
extend the line in a new desirable way.
 Comparative Benefit Model - several projects are
considered and the one with the most benefit to the firm is selected

Chapter 2-4
Numeric Models:
Profit/Profitability
 Payback period - initial fixed investment/estimated annual
cash inflows from the project
 Average Rate of Return - average annual
profit/average investment
 Discounted Cash Flow - Present Value Method
 Internal Rate of Return - Finds rate of return that
equates present value of inflows and outflows
 Profitability Index - NPV of all future expected cash
flows/initial cash investment

Chapter 2-5
Numeric Models: Scoring

 Unweighted 0-1 Factor Model

 Unweighted Factor Scoring Model
 Weighted Factor Scoring Model
 Constrained Weighted Factor Scoring Model
 Goal Programming with Multiple Objectives

Chapter 2-6
Risk Versus Uncertainty
 Analysis Under Uncertainty - The Management of
Risk
 The difference between risk and uncertainty
 Risk - when the decision maker knows the
probability of each and every state of nature and thus
each and every outcome. An expected value of each
alternative action can be determined
 Uncertainty - when a decision maker has
information that is not complete and therefore cannot
determine the expected value of each alternative

Chapter 2-7
Risk Analysis

 Principal contribution of risk analysis is to

focus the attention on understanding the
nature and extent of the uncertainty
associated with some variables used in a
decision making process
 Usually understood to use financial
measures in determining the desirability
of an investment project
Chapter 2-8
Risk Analysis

 Probability distributions are determined or

subjectively estimated for each of the “uncertain”
variables
 The probability distribution for the rate of return
(or net present value) is then found by simulation
 Both the expectation and its variability are
important criteria in the evaluation of a project

Chapter 2-9
Risk Analysis

Chapter 2-10
Information Base for
Selections

 Accounting Data
 Measurements
 Subjective vs. Objective
 Quantitative vs. Qualitative
 Reliable vs. Unreliable
 Valid vs. Invalid
 Technological Shock

Chapter 2-11
Project Proposals
 Which projects should be bid on?
 How should the proposal-preparation
process be organized and staffed?
 How much should be spent on preparing
proposals for bids?
 How should the bid prices be set?
 What is the bidding strategy? Is it ethical?

Chapter 2-12
Project Proposal
Contents

 Executive Summary
 Cover Letter
 Nature of the technical problem
 Plan for Implementation of Project
 Plan for Logistic Support & Administration of the
project
 Description of group proposing to do the work
 Any relevant past experience that can be applied

Chapter 2-13
Summary

 Primary selection criteria are realism,

capability,flexibility, ease of use, and cost
 In preparing to use a model, a firm must
identify its objectives, weighting them
relative to each other, and determining the
probable impacts of the project on the
firm’s competitive abilities.
 Models can be numeric or nonnumeric
Chapter 2-14
Summary

 Numeric Models can be subdivided into

profitability and scoring models
 To handle uncertainty, pro forma documents,
risk analysis, and simulation with sensitivity
analysis are helpful
 Special care should be given to data in project
selection models. Of concern are data taken
from accounting data base and the effect of
technological shock
Chapter 2-15
Summary
 Project proposals generally consist of several
sections: the technical approach, the
implementation plan, the plan for logistics
support and administration, and past
experience.
 The history of project selection models has
shown an increase in the use of formal models,
particularly profitability models.

Chapter 2-16
Project Selection

Questions?

Chapter 2-17
Project Selection

Picture Files
Project Selection

Figure 2-1
Project Selection

Figure 2-2
Project Selection

Table Files
Project Selection
Project Selection
Project Selection
Project Selection
Project Selection
Project Selection
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