Feasibility Analysis Training Course

Participants can prepare a study scope, work plan and evidence plan for a proposed project.

• Terms of reference defining objectives, questions, outputs and exclusions
• Work breakdown structure for feasibility-study tasks and deliverables
• Evidence plan separating primary research from secondary sources
• Assumption register with owners, sources, confidence and review dates
• Study schedule aligned with governance meetings and approval deadlines
• Quality criteria for evidence, calculations, citations and document control

Participants can establish whether a proposal responds to a valid strategic need.

• Theory of change linking inputs, outputs, outcomes and intended benefits
• PESTLE analysis identifying external drivers, constraints and opportunities
• Strategic alignment tested against corporate plans and policy commitments
• Baseline analysis measuring current service, capacity and performance gaps
• Root-cause analysis using the five whys and fishbone diagram
• Benefits map connecting proposed outputs with measurable organisational outcomes

Participants can assess stakeholder requirements and estimate demand for a proposed solution.

• Stakeholder mapping by influence, interest, impact and engagement needs
• Voice-of-customer interviews structured around unmet needs and priorities
• Demand segmentation using customer, location, usage and affordability variables
• Historical trend analysis separating seasonality, growth and one-off events
• Survey design addressing sampling, response bias and question validity
• Demand forecast assumptions documented with sources and confidence ranges

Participants can determine market attractiveness and competitive implications for an investment option.

• Porter's Five Forces applied to suppliers, entrants and substitutes
• Market sizing using top-down, bottom-up and comparable-project methods
• Competitor benchmarking against price, capacity, quality and access
• Customer willingness-to-pay tested through price and service comparisons
• Supply-demand gap calculated by location, segment and service level
• Market-entry barriers including regulation, channels, contracts and switching costs

Participants can create credible alternatives and screen them against agreed criteria.

• Do-nothing, do-minimum and preferred-service options clearly defined
• Long list generation using stakeholder requirements and operating constraints
• SWOT analysis separating internal capabilities from external conditions
• TOWS matrix converting findings into strategic option choices
• Fatal-flaw screening for legal, technical, financial and demand constraints
• Shortlisted options documented with consistent scope and assumptions

Participants can rank feasible options using transparent qualitative and quantitative criteria.

• Weighted scoring model built from agreed decision criteria
• Criteria weighting tested with sponsors, users and technical specialists
• Scoring guidance defining evidence thresholds for each rating
• Pairwise comparison used to challenge inconsistent option rankings
• Decision matrix recording scores, rationale, uncertainty and dissent
• Recommendation logic distinguishing preferred, reserve and rejected options

Participants can evaluate whether a proposed solution can be designed, built and operated.

• Technical requirements translated into performance, capacity and reliability specifications
• Site assessment covering access, utilities, space, ground and security
• Technology readiness levels used to judge solution maturity
• Capacity calculations matching demand forecasts with service throughput
• Make-buy analysis comparing internal delivery and external sourcing
• Lifecycle requirements covering maintenance, spares, skills and replacement

Participants can assess operating processes, resources and organisational readiness for implementation.

• Operating model defining processes, roles, controls and service standards
• Process mapping using SIPOC and swimlane flowcharts
• Workforce planning estimating staffing levels, shifts and skill profiles
• RACI matrix assigning accountabilities for delivery and ongoing operations
• Training needs analysis identifying competence gaps and transition requirements
• Service-level measures specifying response times, quality and availability

Participants can identify compliance obligations and approvals that affect project viability.

• Regulatory register listing permits, licences, standards and approval authorities
• Legal due diligence covering land, contracts, data and intellectual property
• Environmental screening identifying emissions, waste, water and biodiversity impacts
• Social impact assessment considering displacement, access, safety and inclusion
• Compliance timetable aligned with design, procurement and construction milestones
• Mitigation commitments assigned to owners, budgets and monitoring measures

Participants can prepare capital cost estimates with documented basis, allowances and uncertainty.

• Cost breakdown structure separating land, works, equipment and professional fees
• Analogous estimating using completed projects adjusted for scale and location
• Parametric estimating based on units, rates and capacity drivers
• Vendor quotations assessed for scope, exclusions, taxes and validity
• Contingency allowances linked to estimate maturity and identified risks
• Capital cost baseline presented in current prices and escalation assumptions

Participants can forecast operating costs, revenues and working-capital requirements for an option.

• Fixed and variable costs classified by activity and cost driver
• Operating budget built from staffing, utilities, maintenance and consumables
• Revenue model defining volumes, tariffs, collection and concession assumptions
• Working-capital cycle estimated from receivables, inventory and payables
• Inflation and escalation assumptions applied to future operating forecasts
• Unit-cost analysis comparing operational efficiency across alternative options

Participants can build and interpret a project cash-flow model for investment decisions.

• Annual cash-flow model separating investment, operating and financing flows
• Time value of money calculated using discount factors
• Net present value derived from discounted project cash flows
• Internal rate of return interpreted against required return thresholds
• Payback period and discounted payback compared with funding constraints
• Break-even analysis identifying volume, price and cost thresholds

Participants can assess wider economic and social effects where financial returns are insufficient.

• Economic appraisal distinguishes financial prices from economic values
• Cost-benefit analysis quantifies monetisable public and social outcomes
• Cost-effectiveness analysis compares outcomes where benefits resist monetisation
• Shadow pricing adjusts market values for taxes, subsidies and distortions
• Distributional analysis identifies who receives costs, benefits and risks
• Benefit-realisation indicators specify measurement sources, timing and ownership

Participants can quantify uncertainty and define risk responses for a feasibility recommendation.

• ISO 31000 risk process applied to feasibility-study uncertainties
• Risk register records causes, events, impacts, owners and treatments
• Probability-impact matrix prioritises threats and opportunities for action
• Sensitivity analysis tests individual assumptions against NPV and affordability
• Scenario analysis combines demand, cost, schedule and funding changes
• Decision trees compare contingent outcomes and response choices

Participants can outline a credible route from approval through procurement, delivery and operational readiness.

• Implementation roadmap sequences approvals, design, procurement and mobilisation activities
• Procurement strategy compares open tender, framework, direct award and partnership routes
• Contract packaging balances market capability, interfaces and risk allocation
• Critical path analysis identifies schedule dependencies and approval bottlenecks
• Readiness assessment checks funding, governance, skills and supplier availability
• Benefits realisation plan assigns measures, baselines and accountable owners

Participants can produce a clear feasibility report and present a recommendation to decision-makers.

• Feasibility report structure follows decision questions and evidence hierarchy
• Executive summary states recommendation, rationale, costs, benefits and conditions
• Assumptions and limitations disclosed without weakening decision clarity
• Charts present demand, costs, cash flows, risks and option rankings
• Investment recommendation specifies go, revise, defer or no-go decision
• Committee presentation anticipates challenge, alternatives and approval conditions

Participants can build, review and present a complete feasibility study with a justified investment recommendation.

• Project brief converted into a structured feasibility-study decision question
• Evidence pack assembled from market, technical, operational and financial findings
• Options appraisal completed using weighted criteria and documented assumptions
• Cash-flow model tested through sensitivity and scenario analysis
• Risk register integrated with mitigation costs and implementation actions
• Feasibility report drafted with recommendation, conditions and next steps
• Peer review challenges evidence quality, logic, calculations and omissions
• Investment-committee presentation defends the final recommendation under questioning