Project Feasibility

Project Feasibility

by Olivier Mesly
Released June 2017
Publisher(s): CRC Press
ISBN: 9781315295237

Read it now on the O’Reilly learning platform with a 10-day free trial.

O’Reilly members get unlimited access to books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.

Start your free trial

Book description

This book presents a set of tools that will aid in deciding whether a project should go ahead, be improved, or abandoned altogether by pinpointing its vulnerabilities. It offers a review of project feasibility analysis, and more critically, psychodynamic aspects that are often neglected, including how stakeholders interact. It provides a complement to the common techniques used for analyzing technical, financial, and marketing feasibility. The goal is to identify "hidden truths" and eliminate those gray areas that jeopardize the success of a given project. The focus is on uncovering points of vulnerabilities in four key aspects of a project: People, Power, Processes, and Plan.

Table of contents

  1. Cover
  2. Half Title Page
  3. Title Page
  4. Copyright Page
  5. Dedication
  6. Table of Contents
  7. Abbreviations and acronyms
  8. Preface
  9. Author
  10. Acknowledgments
  11. Seven case studies
  12. Notes
  13. Expectations
  14. General introduction
    1. I.1 Definition of vulnerability
    2. I.2 Definition of points of vulnerability
    3. I.3 First law of project feasibility: Law of positive and negative forces
    4. I.4 Three examples
      1. I.4.1 Montréal Olympic Stadium (MOS)
      2. I.4.2 Québec Multifunctional Amphitheatre (QMA)
        1. I.4.2.1 Plan
        2. I.4.2.2 Processes
        3. I.4.2.3 Power
      3. I.4.3 Mervel Farm project
    5. I.5 Four Ps
    6. I.6 Projects and vulnerabilities
    7. I.7 Need and opportunity
    8. I.8 Book layout
    9. I.9 Conclusion to the general introduction
    10. I.10 What we have learned about POVs: General introduction
    11. I.11 Key managerial considerations: General introduction
    12. Endnotes
  15. Chapter 1 Plan—Project definition
    1. 1.1 Introduction to Chapter 1
    2. 1.2 Toward a definition of projects
    3. 1.3 Completing the definition
    4. 1.4 Documentation
    5. 1.5 Impacts
      1. 1.5.1 Definition of project
    6. 1.6 Intangibles
    7. 1.7 Classification of projects
    8. 1.8 Value
      1. 1.8.1 Errors and risks
    9. 1.9 Innovation
    10. 1.10 Conclusion to Chapter 1
    11. 1.11 What we have learned about POVs: Chapter 1
    12. 1.12 Key managerial considerations: Chapter 1
    13. 1.13 Case study Chapter 1: Maine East Pharmacy
      1. 1.13.1 Questions related to Case 1: Maine East Pharmacy
    14. Endnotes
  16. Chapter 2 Plan—Prefeasibility study
    1. 2.1 Introduction to Chapter 2
    2. 2.2 A definition of prefeasibility
      1. 2.2.1 Definition of a prefeasibility study
    3. 2.3 Frame of definition
      1. 2.3.1 Points of vulnerability and the definition frame
    4. 2.4 Contextual frame of risks
      1. 2.4.1 Points of vulnerability and the frame of risks
      2. 2.4.2 An example: A car oil filter
    5. 2.5 Frame of potentiality
      1. 2.5.1 Points of vulnerability and the frame of potentiality
    6. 2.6 The parametric frame
      1. 2.6.1 Points of vulnerability and the parametric frame
    7. 2.7 Frame of key success factors and key failure factors
      1. 2.7.1 NSTP (Sydney) versus Environ (Europe) megaproject
      2. 2.7.2 Summary of KSF and KFF
      3. 2.7.3 Prefeasibility and the Mervel Farm project
    8. 2.8 Conclusion to Chapter 2
    9. 2.9 What we have learned about POVs: Chapter 2
    10. 2.10 Key managerial considerations: Chapter 2
    11. 2.11 Case study Chapter 2: Recycl’Art
      1. 2.11.1 Appendix A of Case 2: Recycl’Art
      2. 2.11.2 Questions related to Case 2: Recycl’Art
    12. 2.12 Appendix 2.1: Assumed KSF or KFF based on a modest literature review
    13. 2.13 Appendix 2.2: Prefeasibility study template
    14. Endnotes
  17. Chapter 3 Plan—Project feasibility study
    1. 3.1 Introduction to Chapter 3
    2. 3.2 Some characteristics of feasibility studies
      1. 3.2.1 Definition of project feasibility study
    3. 3.3 Triple constraints
    4. 3.4 The PRO system
    5. 3.5 The POW system
    6. 3.6 PRO-POW
    7. 3.7 Calendar
      1. 3.7.1 Second law of project feasibility: Dependencies
    8. 3.8 Costs
    9. 3.9 Norms of quality
    10. 3.10 Summative triangle
    11. 3.11 Conclusion to Chapter 3
    12. 3.12 What we have learned about POVs: Chapter 3
    13. 3.13 Key managerial considerations: Chapter 3
    14. 3.14 Case study Chapter 3: AF Thériault and the Hammerhead military target boats
      1. 3.14.1 Introduction
      2. 3.14.2 A short history
      3. 3.14.3 Hammerhead project
      4. 3.14.4 What makes an efficient team
      5. 3.14.5 Conclusion
      6. 3.14.6 Appendix A of Case 3: The manufacturing of the Hammerhead
      7. 3.14.7 Questions related to Case 3: AFT
    15. 3.15 Appendix 3.1: Feasibility study template
      1. 3.15.1 Checklist
    16. Endnotes
  18. Chapter 4 Processes
    1. 4.1 Introduction to Chapter 4
    2. 4.2 Transformation
    3. 4.3 Modeling processes
      1. 4.3.1 Straight direct and diagonal flows
      2. 4.3.2 Parallelograms
      3. 4.3.3 Corrugated cat litter box example
      4. 4.3.4 The Italian Floorlite example
      5. 4.3.5 Critical levels of causal bonds
      6. 4.3.6 Example taken from wildlife
    4. 4.4 Modeling language
      1. 4.4.1 An example: Bleu lavande
    5. 4.5 Efficiency and efficacy
    6. 4.6 Dominant strategy and utility
    7. 4.7 Magic moments
      1. 4.7.1 Point of no return
      2. 4.7.2 Point of autonomy
      3. 4.7.3 Final point of delivery
      4. 4.7.4 G-rate and g-spread
        1. 4.7.4.1 The third law of project feasibility: The law of points of vulnerability
    8. 4.8 Not-so-magic moments
      1. 4.8.1 Triggers, red flags, concerns, bottlenecks, hurdles
    9. 4.9 Conclusion to Chapter 4
    10. 4.10 What we have learned about POVs: Chapter 4
    11. 4.11 Key managerial considerations: Chapter 4
    12. 4.12 Case study Chapter 4: Sea Crest Fisheries
      1. 4.12.1 Introduction
      2. 4.12.2 The project
      3. 4.12.3 Quality audit
      4. 4.12.4 Inputs: Quality audit
      5. 4.12.5 Transformation: Quality audit
      6. 4.12.6 Outputs: Quality audit
      7. 4.12.7 Relationship between the appreciation of management and quality
      8. 4.12.8 Inputs/transformation/ouputs: Simple cost audit
      9. 4.12.9 Conclusion
      10. 4.12.10 Appendix A of Case 4: Floor plan and construction
      11. 4.12.11 Appendix B of Case 4: Production
      12. 4.12.12 Questions related to Case 4—SCF
    13. Endnotes
  19. Chapter 5 People (Main constructs)
    1. 5.1 Introduction to Chapter 5
    2. 5.2 Persons
      1. 5.2.1 Fourth law of project feasibility: Law on the Forces of Production
    3. 5.3 Observables and modeling psychological constructs
    4. 5.4 Teams
      1. 5.4.1 Contemporary teams
      2. 5.4.2 Small teams
    5. 5.5 A model of interpersonal competencies
    6. 5.6 Trust
    7. 5.7 Pretrust
      1. 5.7.1 Regression analysis
      2. 5.7.2 Factorial analysis on apprehension
      3. 5.7.3 Multiple linear regressions on a small group study
      4. 5.7.4 Values of the main constructs
      5. 5.7.5 Cluster analysis
      6. 5.7.6 Structural equation modeling
      7. 5.7.7 Discussion
    8. 5.8 Interdependence
    9. 5.9 Blind trust
    10. 5.10 Collaboration
    11. 5.11 Distance
      1. 5.11.1 Discriminant analysis
      2. 5.11.2 Factorial analysis
      3. 5.11.3 Cluster analysis
      4. 5.11.4 Regression analyses
      5. 5.11.5 Structural equation modeling
      6. 5.11.6 Discussion
    12. 5.12 Fairness and DS revisited
    13. 5.13 |R and |T
    14. 5.14 Satisfaction
    15. 5.15 Resistance and compliance
    16. 5.16 Culture and work psychodynamics
    17. 5.17 Conclusion to Chapter 5
    18. 5.18 What we have learned about POVs: Chapter 5
    19. 5.19 Key managerial considerations: Chapter 5
    20. 5.20 Case study Chapter 5 — Africa versus Haiti
      1. 5.20.1 Africa
      2. 5.20.2 Haiti
      3. 5.20.3 Questions related to Case 5: Africa versus Haiti
    21. 5.21 Appendix 5.1: Constructs found in the literature
    22. 5.22 Appendix 5.2: Questionnaire on a project’s work
    23. 5.23 Appendix 5.3: Tables of constructs and k values
    24. Endnotes
  20. Chapter 6 People (In action)
    1. 6.1 Introduction to Chapter 6
    2. 6.2 Commitment
    3. 6.3 Identifying the stars (top performers)
      1. 6.3.1 A personality theory
    4. 6.4 Hostile and defensive behaviors
    5. 6.5 Hungry tigers and lonely sheep under stress
      1. 6.5.1 A study
      2. 6.5.2 Results
        1. 6.5.2.1 Single regression analysis: Trust => Collaboration
        2. 6.5.2.2 Factorial analysis
        3. 6.5.2.3 Evidence of the two positions
      3. 6.5.3 Another study
    6. 6.6 Identifying hungry tiger (IP) profiles
      1. 6.6.1 The study
      2. 6.6.2 Results
        1. 6.6.2.1 Main statistics
        2. 6.6.2.2 SEM model
        3. 6.6.2.3 The role of hungry tigers
      3. 6.6.3 An index to separate the Stars from the average team members
      4. 6.6.4 Discussion
    7. 6.7 Functional and dysfunctional FPnc
      1. 6.7.1 A study and its results
        1. 6.7.1.1 Main construct values
        2. 6.7.1.2 Factorial analysis
        3. 6.7.1.3 Structural equation modeling
        4. 6.7.1.4 Cluster analysis
        5. 6.7.1.5 Discussion
    8. 6.8 Conflicts
      1. 6.8.1 Vulnerability and conflicts
        1. 6.8.1.1 Fifth law of project feasibility: Law on conflicts
      2. 6.8.2 Solving conflicts
      3. 6.8.3 A small study
        1. 6.8.3.1 Core values
        2. 6.8.3.2 Structural equation modeling
        3. 6.8.3.3 Discussion
    9. 6.9 Chaos
      1. 6.9.1 A study
    10. 6.10 Conclusion to Chapter 6
    11. 6.11 What we have learned about POVs: Chapter 6
    12. 6.12 Key managerial considerations: Chapter 6
    13. 6.13 Case 6: The MID: The best managed project in the world
      1. 6.13.1 Project description
      2. 6.13.2 The project’s key calendar of activities
      3. 6.13.3 Need
      4. 6.13.4 Goals
      5. 6.13.5 Challenges
      6. 6.13.6 Stakeholders
      7. 6.13.7 Stages
      8. 6.13.8 Impacts
      9. 6.13.9 Key Success Factors
      10. 6.13.10 Lessons learned
      11. 6.13.11 Appendix A of Case 6: Pictures of the MID
      12. 6.13.12 Appendix B of Case 6: Awards won by the MID
      13. 6.13.13 Questions related to Case 6: The Montréal International District
    14. 6.14 Appendix 6.1: The brain and the hypothalamus
    15. 6.15 Appendix 6.2: An understanding of hostility
    16. Endnotes
  21. Chapter 7 Power
    1. 7.1 Introduction to Chapter 7
    2. 7.2 Understanding power
    3. 7.3 Project manager profile
      1. 7.3.1 Definition of power
      2. 7.3.2 In search of value
      3. 7.3.3 In search of control and metrics
      4. 7.3.4 In search of simplicity
        1. 7.3.4.1 Sixth law of project feasibility: Law of complexity
    4. 7.4 Decision-making
      1. 7.4.1 Risk assessment and radial maps
      2. 7.4.2 Analysis by comparative tables
      3. 7.4.3 Product tree analysis
      4. 7.4.4 Multicriteria analysis
      5. 7.4.5 Analysis by decision tree
      6. 7.4.6 Analysis of cause-to-effect relationships
      7. 7.4.7 Sensibility analysis
      8. 7.4.8 Critical path analysis (CPA)
      9. 7.4.9 Analysis of probability of risks
      10. 7.4.10 Analysis by way of scenario simulation
      11. 7.4.11 Optimal path analysis
      12. 7.4.12 Gantt, PERT
      13. 7.4.13 Summary of types of analyses
    5. 7.5 Asymmetry of information
      1. 7.5.1 A study on asymmetry of information
      2. 7.5.2 A short neurobiological study
      3. 7.5.3 Discussion
    6. 7.6 Biases
      1. 7.6.1 Positivity bias
      2. 7.6.2 A study on positivity bias
        1. 7.6.2.1 Model’s key variables
        2. 7.6.2.2 Factorial analysis
        3. 7.6.2.3 Discriminant analysis
        4. 7.6.2.4 Perceptual map
      3. 7.6.3 Discussion
    7. 7.7 Tunnel vision
      1. 7.7.1 A study on tunnel vision
        1. 7.7.1.1 SEM and estimators for model fit
        2. 7.7.1.2 Factorial analysis
        3. 7.7.1.3 Maps
      2. 7.7.2 Discussion
    8. 7.8 Errors in decision-making
      1. 7.8.1 Overoptimism and overpessimism
    9. 7.9 Hungry tiger personality
    10. 7.10 Decision to invest in a project
      1. 7.10.1 Overoptimism and overpessimism in action
      2. 7.10.2 Greed
    11. 7.11 Conclusion to Chapter 7
    12. 7.12 What we have learned about POVs: Chapter 7
    13. 7.13 Key managerial considerations: Chapter 7
    14. 7.14 Case study Chapter 7: BB’s highs and lows
      1. 7.14.1 Questions related to Case 7: Boeing and Bombardier
    15. Endnotes
  22. Chapter 8 General conclusion
    1. 8.1 Novel ideas
    2. 8.2 Key components of a project feasibility analysis
    3. 8.3 Six laws of a project feasibility assessment
    4. 8.4 Managerial considerations
    5. 8.5 Lessons learned about POVs
    6. 8.6 Theories challenged
    7. 8.7 Cases and brain teasers
    8. 8.8 Humor
    9. 8.9 The future
    10. 8.10 Main hypothesized behavioral mathematical functions
    11. 8.11 Brain teasers
      1. 8.11.1 Brain teaser 1: The Bermuda Triangle
      2. 8.11.2 Brain teaser 2: PMBOK’s 10 domains
      3. 8.11.3 Brain teaser 3: PMBOK groups of processes
      4. 8.11.4 Brain teaser 4: Top performers
      5. 8.11.5 Brain teaser 5: Behavior
      6. 8.11.6 Brain teaser 6: PMI talent triangle
      7. 8.11.7 Brain teaser 7: Organizational process assets
      8. 8.11.8 Brain teaser 8: In sync or sink
      9. 8.11.9 Brain teaser 9: Hostility and failure
      10. 8.11.10 Brain teaser 10: A losing hand
      11. 8.11.11 Brain teaser 11: A winning hand
      12. 8.11.12 Brain teaser 12: Cleopatra’s necklace
      13. 8.11.13 Brain teaser 13: Who’s at work
      14. 8.11.14 Brain teaser 14: POVs
    12. Endnotes
  23. Glossary
  24. References
  25. Index

Product information

  • Title: Project Feasibility
  • Author(s): Olivier Mesly
  • Release date: June 2017
  • Publisher(s): CRC Press
  • ISBN: 9781315295237