Feasibility Study Quarter

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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.

Recitals

Strategy analysis is the enterprise effort undertaken in order to analyze concepts generated during strategy discovery with regard to their feasibility. The analysis can be divided in four batches:
  1. To discover the concepts generated during strategy discovery;
  2. To analyze feasibilities of the discovered concepts;
  3. To select most feasible concepts;
  4. To formulate the selected concepts and the reasons that make them most feasible for their further selection or, in other words, as the input for strategy design.

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 especially feasible itself when its change stimulus is a business opportunity. If its change stimulus is a business need, complete feasibility study is not necessarily needed; cost analysis can be sufficient enough. The change support analysis may be feasible for bureaucracies.
  2. Idea evaluation. An appraisal of potential solutions to problems to identify the best one.
    • Evaluation. The systematic and objective assessment of a solution to determine its status and efficacy in meeting objectives over time, and to identify ways to improve the solution to better meet objectives. See also metric, indicator and monitoring.
    • Domain. The problem area undergoing analysis.
    • Opportunity analysis. The process of examining new business opportunities to improve organizational performance.
    • Enterprise environmental complexity. The number of components in an enterprise's environment and the extent of the enterprise's knowledge about its components.
    • Enterprise environmental uncertainty. The degree of change and complexity in an enterprise's environment.
    • Social screening. Approving social criteria (screens) to investment decisions.
    • Idea prioritization. The process that arranges proposed changes in order of importance relative to each other.
      1. Prioritization. The process of determining the relative importance of a set of items in order to determine the order in which they will be addressed.
    • Abstraction. The ability of engineers to think of design concepts that are not dependent on specific solutions.
  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.
    • Competitive 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.
      1. 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.
      2. Competitive analysis. A structured process which captures the key characteristics of an industry to predict the long-term profitability prospects and to determine the practices of the most significant competitors.
      3. Competitor analysis. Performing an audit or conducting user testing of competing websites and apps; writing a report that summarises the competitive landscape.
  5. Portfolio appraisal. An appraisal of practical potentials of enterprise portfolios undertaken in order to identify the best one.
  6. Change support analysis. An evaluation of the stakeholder support of the and, vice versa, the resistance to this change.

Roles

  1. Change agent. An individual who acts as a catalyst and assumes the responsibility for supporting proposed change implementation.
  2. Idea champion. An individual who takes on a particular change and actively and enthusiastically promote the change idea, build support, overcome resistance, and ensure that the change is implemented.
  3. Subject matter expert (SME). A stakeholder with specific expertise in an aspect of the problem domain or potential solution alternatives or components.
    • Implementation subject matter expert (SME). A stakeholder who will be responsible for designing, developing, and implementing the change described in the requirements and have specialized knowledge regarding the construction of one or more solution components.
    • Domain subject matter expert (SME). A person with specific expertise in an area or domain under investigation.
  4. Investor.
    • 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.
    • Angel investor. Individual who provides a small amount of capital to a startup for a stake in the company. Typically precedes a Seed Round and usually happens when the startup is in its infancy.
    • Venture capitalist. External equity financing provided by professionally managed pools of investor money.
    • Venture capitalist. An individual investor, working for a venture capital firm, that chooses to invest in specific companies. Venture capitalists typically have a focused market or sector that they know well and invest in.
  5. Customer (or Client). The person or group of people who are the direct beneficiary of a particular product or service. Idealy, these are the people for whom the product is designed.

Methods

  1. Idea evaluation technique. An established procedure for carrying out idea evaluation.
  2. Due diligence. An analysis an investor makes of all the facts and figures of a potential investment. Can include an investigation of financial records and a measure of potential ROI.
    • 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.
    • 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.
    • Venture capital (VC). Money provided by venture capital firms to small, high-risk, startup companies with major growth potential.
  3. Project estimate technique. An established procedure for carrying out project estimating.
    • 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.
      1. PERT network. A flowchart diagram showing the sequence of activities needed to complete a project and the time or cost associated with each.
      2. PERT activity. The time or resource needed to progress from one event to another in a PERT network.
      3. PERT event. End point that represents the completion of major activities in a PERT network.
  4. Three-step risk evaluation technique. A three-step pattern used to evaluate risks. Risks are identified first, qualitatively analyzed second, and those, that are selected as the most important ones, quantitatively analyzed third.
    • Risk identification. Determining which risks might affect the project and documenting their characteristics.
    • Qualitative risk analysis. Performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. It involves assessing the probability and impact of project risk(s) and using methods such as the probability and impact matrix to classify risks into categories of high, moderate, and low for prioritized risk response planning.
    • Quantitative risk analysis. Measuring the probability and consequences of risks and estimating their implications for project objectives. Risks are characterized by probability distributions of possible outcomes. This process uses quantitative techniques such as simulation and decision tree analysis.
  5. Assumptions analysis. A technique that explores the assumptions' accuracy and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.
    • Assumption. Assumptions are influencing factors that are believed to be true but have not been confirmed to be accurate.
  6. Force field analysis. A graphical method for depicting the forces that support and oppose a proposed change. Involves identifying the forces, depicting them on opposite sides of a line (supporting and opposing forces) and then estimating the strength of each set of forces.

Instruments

    • Affinity diagramming. A business tool used to organise a large number of ideas, sorting them into groups based on their natural relationships, for review and analysis.
  1. Idea evaluation tool. A tangible or software implement used to carry out idea evaluation.
  2. Gantt chart. A project tool that represents actual and planned output over a period of time. In other words, it is a graphic display of schedule-related information. In the typical Gantt 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. The chart was initially developed by Henry Gantt.
    • Gantt chart. A project management tool in the form of a bar chart showing the start and finish dates of activities.
    • Load chart. A modified Gantt chart that schedules capacity by entire departments or specific resources.
  3. Market analysis tool. A tangible or software implement used to carry out market analysis.
  4. BCG matrix. A strategy tool that guides resource allocation decisions on the basis of market share and growth rate of strategic business units.

Results

  • Business case. An assessment of the costs and benefits associated with a proposed initiative.

Practices

  1. Methods and instruments used for stakeholder engagement can be always or nearly always applied to change support analysis.
  2. Some researches agree that the SWOT framework shall be outsourced if an enterprise decides to employ it.

The successor lecture is Business Modeling Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also