by sachin sharma manipal jaipur

1. PROJECT FEASIBILITY

2. Feasibility Study
• A feasibility study is an analysis of the viability of an
idea through a disciplined and documented way of
thinking through the idea from its logical beginning to
its logical end.
• Feasibility study is carried out in order to assess the
viability of a new project.

4. India Infrastructure: A story of bad planning, poor
execution
GIFT City: A white elephant in the making
• The latest in the list of poor planning and project coordination, is
the Gujarat International Finance Tec (GIFT) City that is coming up on
886 acres of land near the Ahmedabad airport. This was to be
Narendra Modi’s showpiece project launched in 2007, when he was
the Chief Minister of Gujarat. GIFT is a 50:50 joint venture between
International Leasing and Financial Services (ILFS) and a state
government firm.

5. GIFT
• The vision was to develop a world class integrated financial services
centre, IT hub and a multi-specialty special economic zone (SEZ) on
the lines of those seen in London, Paris, Shanghai and Tokyo, with all
amenities of a modern city that would include residential,
commercial, institutional, hospitality and retail. The project is
expected to create a million direct and indirect jobs.
• The plan was to develop GIFT as a superior alternative to Mumbai and
draw investors both from Mumbai and the international business
community to relocate to GIFT making it a thriving and vibrant
business city. The development of the first phase is well underway
with many superstructures nearing completion.

6. GIFT
• The 78,000 crore project is now caught in red tape! Lack of clearances has
resulted in several buildings being left incomplete with power supply yet to
be made available. What is worse, is the fact that most buildings envisaged
to come up in the project are high rises and do not have the requisite
clearances from the Airports Authority of India (AAI). Now the AAI has
given permission for buildings to have a maximum height ceiling of 191
metres above sea level.
• GIFT City has envisaged 110 high rise buildings with Diamond Tower, the
tallest building in the project planned to rise up to 410 metres. Two other
buildings in the project are expected to have a height over 350 metres.
GIFT City has requested the AAI for permission to build buildings up to 476
metres.
• In addition to this delay, the National Highways Authority of India (NHAI)
has not cleared permission to lay the underground power cables to the city.

7. GIFT
• And to top it all, the entire project which hinges on financial services,
has not been able to attract a single client to set up operations,
mainly due to lack of norms of operating procedures. Both the
Finance and Commerce ministries at the centre have been slow to
announce clear regulatory guidelines, without which financial services
cannot be launched from the City.
• This brings to question as to why and how is a project of this stature
and vision allowed to be publicly announced and construction
undertaken without all the above mentioned clearances. This is a
78,000 crore project where India’s capability and prestige is involved,
so who is responsible for this mess? This is a clear example where the
project gets announced first and clearances applied for later.

15. Google Glass is Google's wearable computer that a person wears like a regular pair of
prescription glasses. Google Glass is best described as an evolution of the smartphone — a
way to freely access data without needing to look at a handheld device. A "heads-up
display" suspended slightly above your eye places data right in your field of vision, without
completely obstructing your view.
In 2013, the device became available for beta testing to lucky applicants who were selected
based on their proposal for how to use the device and were willing to purchase it for
$1,500. Google Glass is slated for commercial release in 2014, and continues to undergo
hardware and interface changes.
In addition to the aforementioned features, the device can download and run a variety of apps,
just as a smartphone can. These apps provide a glimpse at the device's current capabilities and its
potential future applications. For example, thanks to the device's built-in camera, you can use
Google Glass in tandem with Google Hangouts to video chat with friends and show what you're
seeing. Google Maps allows you to navigate without looking down.
One popular function of the device is voice recognition. You can use verbal commands to take
pictures, browse the Internet and even send text messages. But not everything can be done with a
voice command, so Google Glass also has a touchpad, with additional controls, alongside one of
the arms. Users can swipe through displays showing recent phone calls and photos, as well as read
news, weather, sports scores, stock prices and more.

19. Industry Analysis

32. Technical Feasibility
• Is the proposed technology or solution practical?
• Do we currently possess the necessary technology?
• Do we possess the necessary technical expertise
• …and is the schedule reasonable for this team?
• Is relevant technology mature enough to be easily applied to our problem?
• What kinds of technology will we need?
• Some organizations like to use state-of-the-art technology
• …but most prefer to use mature and proven technology.
• A mature technology has a larger customer base for obtaining advice concerning problems
and improvements.
• Is the required technology available “in house”?
• If the technology is available:
• …does it have the capacity to handle the solution?
• If the technology is not available:
• …can it be acquired?

33. Economic Feasibility
• Can the bottom line be quantified yet?
• Very early in the project…
• a judgement of whether solving the problem is worthwhile.
• Once specific requirements and solutions have been identified…
• …the costs and benefits of each alternative can be calculated
• Cost-benefit analysis
• Purpose - answer questions such as:
• Is the project justified (I.e. will benefits outweigh costs)?
• What is the minimal cost to attain a certain system?
• How soon will the benefits accrue?
• Which alternative offers the best return on investment?
• Examples of things to consider:
• Hardware/software selection
• Selection among alternative financing arrangements (rent/lease/purchase)
• Difficulties
• benefits and costs can both be intangible, hidden and/or hard to estimate
• ranking multi-criteria alternatives

34. Schedule Feasibility
• How long will it take to get the technical expertise?
• We may have the technology, but that doesn't mean we have the skills required to properly
apply that technology.
• May need to hire new people
• Or re-train existing systems staff
• Whether hiring or training, it will impact the schedule.
• Assess the schedule risk:
• Given our technical expertise, are the project deadlines reasonable?
• If there are specific deadlines, are they mandatory or desirable?
• If the deadlines are not mandatory, the analyst can propose several alternative schedules.
• What are the real constraints on project deadlines?
• If the project overruns, what are the consequences?
• Deliver a properly functioning information system two months late…
• …or deliver an error-prone, useless information system on time?
• Missed schedules are bad, but inadequate systems are worse!

35. Operational Feasibility
• How do end-users and managers feel about…
• …the problem you identified?
• …the alternative solutions you are exploring?
• You must evaluate:
• Not just whether a system can work…
• … but also whether a system will work.
• Any solution might meet with resistance:
• Does management support the project?
• How do the end users feel about their role in the new system?
• Which users or managers may resist (or not use) the system?
• People tend to resist change.
• Can this problem be overcome? If so, how?
• How will the working environment of the end users change?
• Can or will end users and management adapt to the change?

36. Feasibility Study Contents
1. Purpose & scope of the study
• Objectives (of the study)
• who commissioned it & who did it,
• sources of information,
• process used for the study,
• how long did it take,…
2. Description of present situation
• organizational setting, current system(s).
• Related factors and constraints.
3. Problems and requirements
• What’s wrong with the present situation?
• What changes are needed?
4. Objectives of the new system.
• Goals and relationships between them
5. Possible alternatives
• …including ‘do nothing’.
6. Criteria for comparison
• definition of the criteria
7. Analysis of alternatives
• description of each alternative
• evaluation with respect to criteria
• cost/benefit analysis and special implications.
8. Recommendations
• what is recommended and implications
• what to do next;
• E.g. may recommend an interim solution and a permanent
solution
9. Appendices
• to include any supporting material.