This presentation is in compliance with our subject Project Development and Management (DEnM 335) at NEUST, Graduate School.

1. Presented by:
• Joefil Jocson & Phillip Ermita
• Doctor of Philosophy in Engineering Management
Presented to:
• Dr. Rachael Moralde PHD
• Professor

2. contents
• Feasibility
• Market analysis
• Technical analysis
• Organizational design
• Nature of organization
• Team building
• Performance
• Social analysis
• Stakeholder analysis
• Community organization
• Continuation …
• Environmental analysis
• Screening / scoping
• Political analysis
• Risk management
• Financial analysis
• Economic analysis
• Sensitivity Analysis

3. conceptual framework

4. conceptual framework

5. Overview
• Feasibility studies can be used in many ways but
primarily focus on proposed business ventures.
Engineers, even farmers and others with a business
idea should conduct a feasibility study to determine
the viability of their idea before proceeding with the
development of a business. Determining early that a
business idea will not work saves time, money, effort
and heartache later on.
• A project feasibility study allows exploring and
analyzing business opportunities and making a
strategic decision on the necessity to initiate the
project. It is the right way to answer the question: “Is
the concept of my project economically reasonable and
technically feasible?”

6. Reasons given not to
do a feasibility study
• We know it’s feasible. An existing business is
already doing it.
• Why do another feasibility study when one was
done just a few years ago?
• Feasibility studies are just a way for consultants to
make money.
• The market analysis has already been done by the
business that is going to sell us the equipment.
• Why not just hire a general manager who can do
the study?
• Feasibility studies are a waste of time. We need to
buy the building, tie up the site and bid on the
equipment.

7. Reasons to do a feasibility
study
• Gives focus to the project and outline alternatives.
• Narrows business alternatives
• Identifies new opportunities through the investigative process.
• Identifies reasons not to proceed.
• Enhances the probability of success by addressing and mitigating factors
early on that could affect the project.
• Provides quality information for decision making.
• Provides documentation that the business venture was thoroughly
investigated.
• Helps in securing funding from lending institutions and other monetary
sources.
• Helps to attract equity investment.

8. FEASIBILITY
STUDY
• Is an analysis of the viability of an idea.
• The feasibility study focuses on helping answer the
essential question of “should we proceed with the
proposed project idea?”

9. PRE-FEASIBILITY STUDY
• A pre-feasibility study may be
conducted first to help sort
out relevant scenarios. Before
proceeding with a full-blown
feasibility study, you may want
to do some pre-feasibility
analysis of your own

10. MARKET
ANALYSIS
• A market analysis is a quantitative
and qualitative assessment of
a market. It looks into the size of
the market both in volume and in
value, the various customer
segments and buying patterns, the
competition, and the economic
environment in terms of barriers
to entry and regulation.

11. Dimension of
marketing
analysis

12. Market Size
• The size of the market is a key factor in a
marketing analysis. The bigger the market
the more competitors you are likely to have.
For a big market, you need to make sure
your products and services stand out.
Otherwise, the customers can easily switch
to a rival product. Not only that, a bigger
market makes you rethink your pricing
policy.

13. Growth Rate of the
Market
• The market growth rate is a huge factor in any sort
of marketing analysis. This is because you get the
idea of how long the said market will last.

14. Market Trends
• Market trends are a significant part of
the marketing analysis. Having
knowledge about the trends help you to
decide what kind of product you are
going to sell. When you are starting off a
business you need to know what the
current trend is. What is the thing that
the customers like? How much they are
willing to spend?

15. Market Profitability
• Most companies’ motive to get into the
business is to make a profit. In other words,
they are profit-motive businesses. So before
getting into a business you need to analyze
the profitability of the market.

16. Distribution Channels
• Distribution channels are very important for a
business. Without those, you won’t be able to get
your products to your customers. So it becomes a
big factor in a marketing analysis. This is because
you need to assess how well the channels are.

17. Industry Cost
Structure
The industry cost structure is a significant
factor while running a business. It basically
sees how much cost is required to get your
products for sale. Sometimes firms can come
up with ways to decrease that cost and thereby
make a bigger profit without increasing the
market price

18. TECHNICAL ANALYSIS
• Technical analysis is a trading tool employed
to evaluate securities and attempt to forecast
their future movement by analyzing statistics
gathered from trading activity, such as price
movement and volume. Unlike fundamental
analysts who attempt to evaluate a security's
intrinsic value, technical analysts focus on
charts of price movement and various
analytical tools to evaluate a security's
strength or weakness and forecast future price
changes.

19. How Technical Analysis Is
Used
• Technical analysis is used to attempt to
forecast the price movement of virtually
any tradable instrument that is generally
subject to forces of supply and demand,
including stocks, bonds, futures and
currency pairs.
• In fact, technical analysis can be viewed as
simply the study of supply and demand
forces as reflected in the market price
movements of a security. It is most
commonly applied to price changes, but
some analysts may additionally track
numbers other than just price, such as
trading volume or open interest figures.

20. Key Assumptions of
Technical People• Technical analysis is applicable to
securities where the price
is only influenced by the forces of
supply and demand.
• Technical analysis does not work
well when other forces can
influence the price of the
security.
• In order to be successful,
technical analysis makes three
key assumptions about the
securities that are being
analyzed:

21. High Liquidity
• Liquidity is essentially volume.
Heavily-traded stocks allow
investors to trade quickly and
easily, without dramatically
changing the price of the
stock.
• Thinly-traded stocks are more
difficult to trade, because
there aren't many buyers or
sellers at any given time, so
buyers and sellers may have
to change their desired price
considerably in order to make
a trade

22. No Artificial Price Changes
• Splits, dividends, and
distributions are the most
common “culprits” for artificial
price changes. T
• hough there is no difference in
the value of the investment,
artificial price changes can
dramatically affect the price
chart and make technical
analysis difficult to apply.

23. No Extreme News
• Technical analysis cannot predict extreme
events, including business events such as a
company's CEO dying unexpectedly, and
political events such as a terrorist act.
• When the forces of “extreme news” are
influencing the price, technicians have to wait
patiently until the chart settles down and
starts to reflect the “new normal” that results
from such news.

24. Strength of
Technical
Analysis

25. Focus on Price
• If the objective is to predict the future price, then it makes sense to
focus on price movements. Price movements usually precede
fundamental developments. By focusing on price action, technicians
are automatically focusing on the future

26. Supply, Demand and Price Action
• Many technicians use the open,
high, low and close when
analyzing the price action of a
security. There is information to
be gleaned from each bit of
information. Separately, these
will not be able to tell much.
However, taken together, the
open, high, low and close
reflect forces of supply and
demand.

27. Support Resistance
• These are usually marked by periods of
congestion (trading range) where the prices
move within a confined range for an extended
period, telling us that the forces of supply and
demand are deadlocked.

28. Pictorial Price History
• The price chart is an easy-to-
read historical account of a
security's price movement over
a period of time

29. Assist with Entry Point
• Technical analysis can help with timing a proper entry point. Some
analysts use fundamental analysis to decide what to buy and
technical analysis to decide when to buy. It is no secret that timing
can play an important role in performance.
• Technical analysis can help spot demand (support) and supply
(resistance) levels as well as breakouts. Simply waiting for a breakout
above resistance or buying near support levels can improve returns.

30. Weakness of
Technical
Analysis

31. Analyst Bias
• Just as with fundamental analysis, technical analysis is subjective and
our personal biases can be reflected in the analysis.

32. Open to Interpretation
• Furthering the bias argument is the fact that technical analysis is open
to interpretation. Even though there are standards, many times two
technicians will look at the same chart and paint two different
scenarios or see different patterns.

33. Too Late
• Technical analysis has been criticized for being too late. By the time
the trend is identified, a substantial portion of the move has already
taken place. After such a large move, the reward to risk ratio is not
great. Lateness is a particular criticism of Dow Theory.

34. Always Another Level
• Even after a new trend has been identified, there is always another
“important” level close at hand. Technicians have been accused of
sitting on the fence and never taking an unqualified stance. Even if
they are bullish, there is always some indicator or some level that will
qualify their opinion.

35. Trader’s Remorse
• Not all technical signals and patterns work. When you begin to study
technical analysis, you will come across an array of patterns and
indicators with rules to match

36. ORGANIZATIONAL
DESIGN
• Organizational design is a
step-by-step methodology
which identifies
dysfunctional aspects of
work flow, procedures,
structures and systems,
realigns them to fit
current business
realities/goals and then
develops plans to
implement the new
changes.

37. The hallmark of the design process is a
comprehensive and holistic approach
to organizational improvement that
touches all aspects of organizational
life, so you can achieve:
• Excellent customer service
• Increased profitability
• Reduced operating costs
• Improved efficiency and
cycle time
• A culture of committed and
engaged employees
• A clear strategy for
managing and growing your
business

38. Organizations that don’t periodically renew
themselves suffer from such symptoms as:
• Inefficient workflow with breakdowns and non-value-added steps
• Redundancies in effort (“we don’t have time to do things right, but do have time to do them over”)
• Fragmented work with little regard for good of the whole (Production ships bad parts to meet their quotas)
• Lack of knowledge and focus on the customer
• Silo mentality and turf battles
• Lack of ownership (“It’s not my job”)
• Cover up and blame rather than identifying and solving problems
• Delays in decision-making
• People don’t have information or authority to solve problems when and where they occur
• Management, rather than the front line, is responsible for solving problems when things go wrong
• It takes a long time to get something done
• Systems are ill-defined or reinforce wrong behaviors
• Mistrust between workers and management

39. Methodology
of
Organizational
Design

40. Charter The Design Process
• As senior leaders, you come together to
discuss current business results,
organizational health, environmental
demands, etc. and the need to embark on
such a process.
• You establish a charter for the design process
that includes a “case for change,” desired
outcomes, scope, allocation of resources,
time deadlines, participation,
communications strategy, and other
parameters that will guide the project.

41. Assess the Current State of the Business
• You don’t want to begin making changes
until you have a good understanding of
the current organization.
• Using a Transformation Model, we
facilitate a comprehensive assessment of
your organization to understand how it
functions, its strengths and weaknesses,
and alignment to your core ideology and
business strategy

42. Design the New Organization: At a high level, the
steps in this process include the following:
• Defining your basic organizing principle.
• Streamlining core business processes
• Documenting and standardizing procedures.
• Organizing people around core processes.
• Defining tasks, functions, and skills.
• Determining facility, layout and equipment
• Identifying support resources
• Defining the management structure
• Improving coordinating and development systems

43. Implement The Design
• Now the task is to make the design
live.
• People are organized into natural
work groups which receive training
in the new design, team skills and
start-up team building.