Difference between revisions of "Feasibility Study Quarter"

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#'''[[Cost-benefit analysis]]'''. Studies of the difference between the [[change benefit estimate]], which is what the enterprise is going to obtain, and [[change cost estimate]], which is what the enterprise is going to lose, is the primary target of the [[feasibility study]] if the [[proposed change]] is a [[project]].  
 
#'''[[Cost-benefit analysis]]'''. Studies of the difference between the [[change benefit estimate]], which is what the enterprise is going to obtain, and [[change cost estimate]], which is what the enterprise is going to lose, is the primary target of the [[feasibility study]] if the [[proposed change]] is a [[project]].  
 
#*[[Change cost estimate]]. The expected total cost of a set of [[enterprise effort]]s undertaken in order to implement a [[proposed change]] when it is implemented. In other words, it is what the enterprise is going to lose as a result of the [[proposed change implementation]]. Because the cost likely depends on the [[payroll]] and the [[payroll]] depends on work time, a [[schedule estimate]] needs to be evaluated before the cost. Because the schedule likely depends on the work to be accomplished, a [[effort estimate]] needs to be evaluated before the schedule. Because the work definitely depends on the [[product scope]], a [[product scope]] needs to be developed first of all.
 
#*[[Change cost estimate]]. The expected total cost of a set of [[enterprise effort]]s undertaken in order to implement a [[proposed change]] when it is implemented. In other words, it is what the enterprise is going to lose as a result of the [[proposed change implementation]]. Because the cost likely depends on the [[payroll]] and the [[payroll]] depends on work time, a [[schedule estimate]] needs to be evaluated before the cost. Because the schedule likely depends on the work to be accomplished, a [[effort estimate]] needs to be evaluated before the schedule. Because the work definitely depends on the [[product scope]], a [[product scope]] needs to be developed first of all.
#*#[[Effort estimate]].  
+
#*#[[Product scope]]. All the features and functions that characterize a [[product]].
#*#[[Schedule estimate]].  
+
#*#[[Effort estimate]]. The expected effort or work that needs to be accomplished to deliver a [[product]] with the specified features and functions.
 +
#*#[[Schedule estimate]]. The expected time of the delivery of a [[product]] with the specified features and functions.
 
#*[[Change benefit estimate]]. The expected total value that the [[enterprise]] is going to obtain after a [[proposed change]] is implemented. In other words, it is what the enterprise is going to obtain as a result of the [[proposed change implementation]]. This expected value may have several components and, therefore, several evaluations may be needed. The components may include [[Political benefit|political]], [[Economic benefit|economic]], [[Social benefit|social]], and [[technological benefit|technological benefit]]s. [[Compliance feasibility|compliance]] and [[configuration feasibility|configuration feasibiliti]]es may be needed to be assessed before the benefit evaluations.
 
#*[[Change benefit estimate]]. The expected total value that the [[enterprise]] is going to obtain after a [[proposed change]] is implemented. In other words, it is what the enterprise is going to obtain as a result of the [[proposed change implementation]]. This expected value may have several components and, therefore, several evaluations may be needed. The components may include [[Political benefit|political]], [[Economic benefit|economic]], [[Social benefit|social]], and [[technological benefit|technological benefit]]s. [[Compliance feasibility|compliance]] and [[configuration feasibility|configuration feasibiliti]]es may be needed to be assessed before the benefit evaluations.
 
#*#[[Compliance feasibility]].
 
#*#[[Compliance feasibility]].

Revision as of 14:07, 22 March 2018

Feasibility Study Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.


Outline

The predecessor lecture is Idea Generation Quarter.

Concepts

  1. Feasibility study. In enterprise administration, an assessment of the practical potential of a proposed change. Depending on the nature of the proposed change and the complexity of its implementation, this assessment may consist of one or more evaluations. If the proposed change implementation is a single project, a cost-benefit analysis may be needed. If the proposed change refers to the enterprise portfolio, another evaluation, portfolio appraisal, is needed. A feasibility study is feasible itself when its change stimulus is a business opportunity. If its change stimulus is a business need, no feasibility study is needed; business analysis is conducted instead. The change support analysis may be feasible for bureaucracies.
  2. Idea evaluation. An appraisal of potential solutions to problems to identify the best one.
  3. Cost-benefit analysis. Studies of the difference between the change benefit estimate, which is what the enterprise is going to obtain, and change cost estimate, which is what the enterprise is going to lose, is the primary target of the feasibility study if the proposed change is a project.
  4. Market analysis. Studies of the attractiveness, the risks, and the dynamics of the market that is identified by the analysis' buyer. Sometimes, market research is considered being the first phase of the market analysis.
    • Market. A place or space in which commercial dealings are conducted including a regular gathering of people for the purchase and sale of products. Collectively, the buyers create the market demand; the sellers create the market supply.
    • Planned economy. An economic system in which economic decisions are planned by a central government.
    • Free market economy. An economic system in which resources are primarily owned and controlled by the private sector.
    • Competition. The activity or condition of competing on the market. The buyers may compete over purchases of a product; more frequently, the sellers compete over sales of a product.
    • Competitor intelligence. The ability to control market research, to identify the data about the competitors, to process the identified data in order to acquire knowledge, and to apply the knowledge towards understanding and anticipating competitors' actions rather than merely react to them.
    • First mover. An enterprise that's first to bring a product innovation to the market or to use a new process innovation.
  5. Enterprise portfolio. A collection of all businesses in which a particular organization is.
  6. Portfolio appraisal. An appraisal of practical potentials of enterprise portfolios undertaken in order to identify the best one.
    • Business strategy. The formulation of how an organization is going to compete in a particular business. This formulation may or may not include (a) what products, (c) resulted from what production, (d) at what price, (e) using what presentation, (f) on what market, (g) with what people, (h) with what level of organization's support this organization is going to offer, as well as (i) what financial results and/or competitors' actions would trigger what changes in those decisions. Rarely, a mature organization formulates just one business strategy; usually, there are several business strategies in the organization's enterprise portfolio since both/either different divisions may have their own business strategies and/or different business strategies are developed for different products, regions, and/or segments of customers.
    • Organization. A consciously coordinated social unit, composed of two or more legal entities, that functions on a relatively continuous basis to achieve a common goal or set of goals.
  7. Change support analysis. An evaluation of the stakeholder support of the proposed change and, vice versa, the resistance to this change.

Methods

  1. Idea evaluation technique.
    • Funding. The act of providing financial resources, usually in the form of money, or other values such as effort or time, to finance a need, program, and project, usually by an organization.
      1. Equity crowdfunding. The online offering of private company securities to a group of people for investment and therefore it is a part of the capital markets.
      2. Angel investor. A private investor or group of private investors who offers financial backing to an entrepreneurial venture in return for equity in the venture.
      3. Venture capitalist. External equity financing provided by professionally managed pools of investor money.
    • Proof of concept. Evidence, typically derived from an experiment or pilot project, which demonstrates that a design concept, business proposal, etc., is feasible.
    • Pairwise Comparison: Organizations will put up ideas right next to one another and ask which idea is preferred? This generates a ranking system for an entire list of ideas with the most commonly chosen ideas appearing on top and the least selected at the bottom.
    • the five star assessment, idea scoring, ROI analysis.
    • Pass/Fail: Pass/fail is pretty easy. Ideas must meet specific required criteria in order to be considered and/or move forward in the selection process.
    • Anonymous voting
  2. Project estimate technique.
    • Precedence diagramming method (PDM). A network diagramming technique in which activities are represented by boxes (or nodes). Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.
    • Critical Path Method (CPM). A network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (the least amount of float). Early dates are calculated by means of a forward pass, using a specified start date. Late dates are calculated by means of a backward pass, starting from a specified completion date (usually the forward pass' calculated project early finish date).
    • Program Evaluation and Review Technique (PERT). An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates. PERT applies the critical path method using durations that are computed by a weighted average of optimistic, pessimistic, and most likely duration estimates. PERT computes the standard deviation of the completion date from those of the path's activity durations.
  3. Risk evaluation technique:
    • Assumptions analysis. A technique that explores the assumptions' accuracy and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.

Instruments

  1. Idea evaluation tool.
  2. Project estimate tool.
    • Bar chart. A graphic display of schedule-related information. In the typical bar chart, activities or other project elements are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart.
  3. Market analysis tool.
  4. Portfolio appraisal tool.

Practices

The successor lecture is Business Modeling Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also