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Italy Turkey Bilateral Cooperation Project
FEASIBILITYSTUDIESFEASIBILITYSTUDIESFEASIBILITYSTUDIESFEASIBILITYSTUDIESFEASIBILITYSTUDIESFEASIBILITYSTUDIESFEASIBILITYSTUDIESFEASIBILITYSTUDIESMethodologiesandpracticesMethodologiesandpracticesMethodologiesandpracticesMethodologiesandpracticesMethodologiesandpracticesMethodologiesandpracticesMethodologiesandpracticesMethodologiesandpractices
Therealdifficultyliesnotindevelopingnewideas,butinescTherealdifficultyliesnotindevelopingnewideas,butinescTherealdifficultyliesnotindevelopingnewideas,butinescTherealdifficultyliesnotindevelopingnewideas,butinescapingapingapingaping
fromoldonesfromoldonesfromoldonesfromoldones
JohnMaynardKeynes
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ProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagementProjectManagement
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WhyisProjectWhyisProjectWhyisProjectWhyisProjectWhyisProjectWhyisProjectWhyisProjectWhyisProject
ManagementImportant?ManagementImportant?ManagementImportant?ManagementImportant?ManagementImportant?ManagementImportant?ManagementImportant?ManagementImportant? 30%ofallprojectsarecanceledbeforecompletion
30%experiencescheduledelays
50%exceedoriginalcostestimates
12%completedontimeandonbudget 1995- $81billionspentoncanceledtechnology
projects
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Italy Turkey Bilateral Cooperation Project
LawsofProjectManagementLawsofProjectManagementLawsofProjectManagementLawsofProjectManagementLawsofProjectManagementLawsofProjectManagementLawsofProjectManagementLawsofProjectManagement
Projectsprogressquicklyuntiltheyare90%complete.Thentheyremainat90%completeforever.
Whenthingsaregoingwell,somethingwillgowrong.Whenthingsjustcantgetworse,theywill.Whenthings
appeartobegoingbetter,youhaveoverlookedsomething.
Ifprojectcontentisallowedtochangefreely,therateof
changewillexceedtherateofprogress.
Projectteamsdetestprogressreportingbecauseitmanifeststheirlackofprogress.
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GeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConceptsGeneralConcepts
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WhatisaProject?WhatisaProject?
Aprojectprojectprojectproject isasequence ofunique,complex,andconnectedactivities
havingonegoal orpurposeandthatmustbecompletedbyspecifictime,withinbudget,andaccordingto
specification.Wysocki,Beck,andCrane
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WhatisProjectManagement?WhatisProjectManagement?
ProjectmanagementProjectmanagementProjectmanagementProjectmanagement istheprocessofdefining,planning,directing,monitoring,andcontrollingthedevelopmentofan
acceptablesystemataminimumcostwithinaspecifiedtimeframe.
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Italy Turkey Bilateral Cooperation Project
Ongoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projectsOngoingroutinesvs.projects Ongoing,longtermroutines: Broadscopeandobjectives
Longtermplanningdominant,longtermstrategies,andfunctions
Flexibilityofstrategies,tacticsandresourceutilization
Structureddecisions,fewconstraints
Projects: Fixedduration
Limitedscope,preciseobjectives
Planningoutcomespredictableandprecise
Controldominant
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ProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectdurationProjectduration
Years 0 1 2 3 4 5... 10
Short term1 month to 1 year
Medium termup to 2 years
Long termmore than 2 Years
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ProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycle
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ProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycle
Man
agement
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Italy Turkey Bilateral Cooperation Project
MoreonProjectLifeCycleMoreonProjectLifeCycleMoreonProjectLifeCycleMoreonProjectLifeCycleMoreonProjectLifeCycleMoreonProjectLifeCycleMoreonProjectLifeCycleMoreonProjectLifeCycle
Aprojectdeliverymethodology
Processformaintainingschedules,costcontrol,andtechnicalinnovationonprojects
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OverlapofProjectProcessesOverlapofProjectProcessesOverlapofProjectProcessesOverlapofProjectProcessesLevel of Activity
Time
Concept &
Selection
Planning & Scheduling
Implementation
Monitor & ControlTerminating
Time
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TypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycle
TypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheTypicalSequenceofEventsDuringtheProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycleProjectLifeCycle
ConceptInitial
proposal
Feasibility
and risk
assessment
Acceptance
Objectives and
master plans
Activity and
resource plan
Scrutiny of
Resource
contracts
Implementation
monitoring and
control
Project
review and
revision
HandoverEvaluation and
Follow upCompletion
Conceptual
phase
Planning
phase
Implementation
phase
Termination
phase
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Consideration of concept Feasibility study Assessment
Decision to proceed
Owners invite expression
of interest
Contractors express interest
and qualify for tenders
Contractors reconnaissance
and feasibility study
Contractors submit proposals,
specifications and quotations
Consideration of submissions
and quotations
Negotiations with
potential contractors
Agreement betweenowners and contractors
Finalize master plans, finance,activity and resource plans
Contractors resource, activity
plans and schedules
Owners establish projectmanagement and coordination
Project execution by contractors
monitored and coordinated by owners
Regular project reviewsand (if required) revisions
Monitoring and coordination
of work by owner
Termination and handover
Contractors final report
Owners evaluation and report
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ConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopmentConceptDevelopment
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ConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualizationConceptualization
Startingwiththeseedofanidea,anawarenessofneedoradesireforsomemajordevelopmentorimprovement.
Preliminarygoalsareconsideredandideasoncosts,potentialbenefits,feasibilityandscopereceiveinitialconsideration,possibly
withideasonproblemareas,alternativeapproachesandwaysofovercomingdifficulty
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Italy Turkey Bilateral Cooperation Project
ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:SettingtheGoalsSettingtheGoalsSettingtheGoalsSettingtheGoals
ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:SettingtheGoalsSettingtheGoalsSettingtheGoalsSettingtheGoalsSettingtheGoalsSettingtheGoalsSettingtheGoalsSettingtheGoals
Testtheconceptbyquestioning:1. Exactlywhatshouldbeachieved?
2. Whichoutcomesareimportant(need),whichare
desirablebutlessimportant(wants)?3. Whatshouldnotbeincluded(unwanted)?
4. Howcouldtheprojectvisionbestbeachieved?
5. Howlongwillittaketoachieveresultsandwhen
woulditbesensibletostart?6. Howmuchwillitcostandwhowouldpayforit?
7. Whatoppositionmightbeencountered,why,and
fromwhom(impediments?
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ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:
ConsideringMethodologyConsideringMethodologyConsideringMethodologyConsideringMethodology
ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:
ConsideringMethodologyConsideringMethodologyConsideringMethodologyConsideringMethodologyConsideringMethodologyConsideringMethodologyConsideringMethodologyConsideringMethodology
Alternativewaysofachievingproject
objectivesmaycomeupforconsideration.Itisagoodideatoexploreeachoftheseratherdismissanylessattractiveoptions.
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ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:SeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupport
ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:SeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupport
1. Investtimeandmoneytoidentifystakeholdersandtheirconcernsevenwhenplansaretentative,thissavestimeandresourceslater(Laufer 1997).
2. Identifypotentialstakeholdersearlyand,whenpossible,gettheminvolved.
3. Marshalsupportfromthetruebelievers, enthusepeersandimmediatesuperiorstoprovide
encouragementandbasichelp.4. Showbenefitsinrealisticbutattractive terms
5. Dontplaydowndifficultiesorproblems;assessthe
risksandshowwaysofovercomingthem.
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ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:SeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:SeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupportSeekingAcceptanceandSupport
1. Berealisticaboutcostsandrisksbutstressbenefits.2. Pickettheheights,getsupportfromtoppeoplein
asmanyareasaspossible.
3. Anticipateoppositionsandbeforewarned,thinkwhyproposalsmightattractopposition,andfromwhom,andpreparearationaldefense.
4. Dontglossoverproblems;befactualand,ofcourse,honest.Aprojectcannotworkonabasisoffalseinformation.
5. Supportproposalswithlogicalframeworkstructuresshowingmajorassumptionsonwhichtheprojectproposalsarebasedandwhatresultswouldbeverifiable.
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Becauseofthecloserelationshipbetween
time,costandquality,itisprudenttoallowforvariance(upto10%) intotaltimeandcostbywayofinsuranceagainsttheunexpected.
ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,
adjustmentandrevisionadjustmentandrevisionadjustmentandrevisionadjustmentandrevision
ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:ConceptDevelopment:Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,Cushioningtheimpactofvariance,
adjustmentandrevisionadjustmentandrevisionadjustmentandrevisionadjustmentandrevisionadjustmentandrevisionadjustmentandrevisionadjustmentandrevisionadjustmentandrevision
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FEASIBILITY STUDIESFEASIBILITYFEASIBILITY STUDIESSTUDIES
EU procedures for the evaluation of plans andprogrammes are related not only to the capacity ofusingEUfunds,butalsotoassesstheresultscarriedout(qualityofpublicworksrealized)
For Regional Operational Programme anintermediate evaluation has to be prepared by the
independentevaluatoronthecapacityoftheregionaladministration to achieve main targets. Some ofthese targets are directly related on projectscharacteristicswhichhastobesetinFS
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FEASIBILITY STUDIESFEASIBILITYFEASIBILITY STUDIESSTUDIES
FScouldbedefinedas:
A tool for transforming the initial projectA tool for transforming the initial projectA tool for transforming the initial projectA tool for transforming the initial project----idea into aidea into aidea into aidea into aspecific hypothesis of intervention, through thespecific hypothesis of intervention, through thespecific hypothesis of intervention, through thespecific hypothesis of intervention, through theidentification,thespecificationandthecomparisonofidentification,thespecificationandthecomparisonofidentification,thespecificationandthecomparisonofidentification,thespecificationandthecomparisonof
two or more alternatives directed to achieve thetwo or more alternatives directed to achieve thetwo or more alternatives directed to achieve thetwo or more alternatives directed to achieve the
definedobjectives,byproducingasetofinformationdefinedobjectives,byproducingasetofinformationdefinedobjectives,byproducingasetofinformationdefinedobjectives,byproducingasetofinformationhelpingthePublicAuthoritytotakethefinaldecisionhelpingthePublicAuthoritytotakethefinaldecisionhelpingthePublicAuthoritytotakethefinaldecisionhelpingthePublicAuthoritytotakethefinaldecision
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FEASIBILITY STUDIESFEASIBILITYFEASIBILITY STUDIESSTUDIES
Project Life Cycle
ImplementationImplementation
FinancingFinancing
Programming
Evaluation Identification
ImplementationImplementation PlanniPlanning
FinancingFinancing
FS
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FEASIBILITY STUDIESFEASIBILITYFEASIBILITY STUDIESSTUDIES
FScouldbeconsideredasapowerfultooltosupportdecisions, providing a logical framework to helppolicymakerstoidentifybestpossiblechoices
FScouldsupportandenforcepoliticaldecisionsandconvincestakeholders
However,thefinaldecisionliesonpoliticalauthorities
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FEASIBILITY STUDIESFEASIBILITYFEASIBILITY STUDIESSTUDIES
The aim of FS is to assist the public authorities inincreasing the effectiveness in the use of financialresourcesforpublicwork
Specific aspects will not be tackled by thispresentationGuidelines,suchas:
Thresholdofapplication
Fieldsofapplication
ProceduresfortheapplicationBut some aspects will be showed within thepresentation of the Italian normative frameworkandincasehistories
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FEASIBILITY STUDIESFEASIBILITYFEASIBILITY STUDIESSTUDIES
PreparatoryanalysesandPreparatoryanalysesandPreparatoryanalysesandPreparatoryanalysesandprojecttypesprojecttypesprojecttypesprojecttypes
GeneralinformationGeneralinformationGeneralinformationGeneralinformation SupplyanddemandanalysisSupplyanddemandanalysisSupplyanddemandanalysisSupplyanddemandanalysis
ManagementmodelsManagementmodelsManagementmodelsManagementmodels
DefinitionofprojectalternativesDefinitionofprojectalternativesDefinitionofprojectalternativesDefinitionofprojectalternatives
TechnicalfeasibilityTechnicalfeasibilityTechnicalfeasibilityTechnicalfeasibility EEEEnvironmentalimpactsnvironmentalimpactsnvironmentalimpactsnvironmentalimpacts
FinancialfeasibilityFinancialfeasibilityFinancialfeasibilityFinancialfeasibility EconomicandsocialanalysisEconomicandsocialanalysisEconomicandsocialanalysisEconomicandsocialanalysis
CostCostCostCost----BenefitAnalysis(CBA)BenefitAnalysis(CBA)BenefitAnalysis(CBA)BenefitAnalysis(CBA)
MulticriteriaAnalysis(MCA)MulticriteriaAnalysis(MCA)MulticriteriaAnalysis(MCA)MulticriteriaAnalysis(MCA) AdministrativeproceduralanalysiAdministrativeproceduralanalysiAdministrativeproceduralanalysiAdministrativeproceduralanalysi
RiskanalysisandsensitivityRiskanalysisandsensitivityRiskanalysisandsensitivityRiskanalysisandsensitivity
ExecutivesummaryExecutivesummaryExecutivesummaryExecutivesummary
DDDDifferencebetweenmediumsizeandifferencebetweenmediumsizeandifferencebetweenmediumsizeandifferencebetweenmediumsizeandlargeprojectslargeprojectslargeprojectslargeprojects
CheckCheckCheckCheck----listfortheevaluationlistfortheevaluationlistfortheevaluationlistfortheevaluation
TheTheTheTheindexaccordingtoItalianframeworkindexaccordingtoItalianframeworkindexaccordingtoItalianframeworkindexaccordingtoItalianframework
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GUIDELINESFOR FEASIBILITY STUDIES
GUIDELINESGUIDELINESFOR FEASIBILITYFOR FEASIBILITY STUDIESSTUDIES
Thelegislativebasis offeasibility studies canbe found in: Art.4ofLaw 144/1999(pdf,110Kb),which requires feasibility studies for
works with atotalcost ofmorethan 10.3million Art.6ofLaw 166/2002(pdf,117Kb),which revises theframework law for
publicworks (Law 106/1977),confirming thecentral role offeasibility studiesandextending their purpose
UVALprovided technical support andmonitoring ofthestateofprogressand
planningdevelopments for thefeasibility studies co-financed underresolutions106and135/1999,preparing periodic reports for theCIPE
Theobjective offeasibility studies is to transform aprojectideainto aspecificplan,identifying andcomparing alternatives with aview to developing differentapproaches to satisfying aneed andimplementing theoriginal idea.The
creation ofan informationsetenables thecompetent government authorities totakewell-founded,justified decisions inallocating resources for publicinvestments.Such studies also enable theearly identification ofobstacles to theimplementation ofinvestmentprogrammes andthereby acceleratethesubsequent designandimplementation process.
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FeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessmentFeasibilityandRiskAssessment
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TheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposalTheprojectproposal
Astheideabecomesestablished,itmaybenecessarytoseekapprovalfrom
principalsorotherpartieswhomight,insomeway,beaffectedbytheproject.
Insuchcases,aprojectproposalwill
usuallybeprepared,settingourrationale,proposedmethods,estimatedcosts,benefitsandotherdetails.
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Italy Turkey Bilateral Cooperation Project
FeasibilityandRiskFeasibilityandRiskFeasibilityandRiskFeasibilityandRiskAssessment:Assessment:Assessment:Assessment:TheinitialproposalTheinitialproposalTheinitialproposalTheinitialproposal
FeasibilityandRiskFeasibilityandRiskFeasibilityandRiskFeasibilityandRiskFeasibilityandRiskFeasibilityandRiskFeasibilityandRiskFeasibilityandRiskAssessment:Assessment:Assessment:Assessment:Assessment:Assessment:Assessment:Assessment:
TheinitialproposalTheinitialproposalTheinitialproposalTheinitialproposalTheinitialproposalTheinitialproposalTheinitialproposalTheinitialproposal Thepurposeoftheinitialproposalis:
1. Tointroducetheconcept
2. Totestthereactionsofpotentialstakeholders
3. Toelicitsupport
4. Toestablishabasisforfeasibilityassessment
Theinitialproposalexplainsthebackground,need,purposeofprojectandoffersabroadoutlineofexpectedcostsandbenefits.
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:InvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibility
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:InvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibilityInvestigatingFeasibility
1-Existingdata2-Scope,objectivesand
assumptions
3-Strategyoutline
4-Financialanalysis
5-Assessmentofreturnoninvestmentandeffort
6-Riskassessment
7-Sourcesofprojectsupport
8-Technologicalassessment
9-Politicalanalysis
10-Environmentalimpact
assessment11-Sociologicalimpact
assessmentandstakeholderidentification
12-Projectmanagementstructureandadministration
13-Projectresources
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Whenadecisionforactionisreached,practicalities,feasibilityandriskare
reexaminedingreaterdetail,usuallywiththebenefitofastructuredfeasibilitystudy.
Thiswillofferrecommendationsastohowthe
projectshouldproceed,thescaleandformitshouldtake,itsscope,duration,objectivesandsoon.
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)InvestigatingFeasibility(2)
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:ConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudies
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:ConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudiesConductingFeasibilityStudies
Getasmuchinformationaspossiblebeforecommencingthestudy
Makeastudyplan- whotosee,whatquestionstoask,wheretogo,whattosee- andreviseitregularly
Testpreconceivedideasandprejudices;listentoopinionsbuttesttheirvalidity
Dontbecomewronglyinfluencedorcaughtupinsomeonesbandwagon
Differentiatebetweenfactandopinion
Beawareofthenatureandstrengthofdeeplyheldopinionsandfeelingsthatmightresultinoppositionordelayincompletingtheproject
Obtainandrecordfactswhereverpossible
Beawareofpossiblerisks,considertheirconsequencesandhowthesedifficultiesmightbeovercome
Dontbeafraidtoconsideralternatives;giveanhonestandunbiased
opinion
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:whatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreport
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:whatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreportwhatshouldbecoveredinthefeasibilityreport
IdentifyingInformation
Title Placeanddateofstudy
Compositionofthestudyteam
Termsofreferenceandstudyobjectives
ExecutiveSummary Briefdescriptionofstudyactivities
Summaryofconclusions
Summaryofrecommendations
Bodyofthereport Contents
Listofannexesandexhibits
Termsofreference
Detailofinvestigation
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)whatshouldbecoveredinthefeasibilityreport(2)
Conclusions Conclusionsrelatingtofeasibility,consequences,benefits,likelycosts,anticipatedproblems,hazardsandpossibilityoffailureinanyarea,assessmentofsuccessprobabilities,possiblealternatives
Recommendations Recommendationstoproceed
Proposedprojectduration
Howtoproceed
Draftprojectobjectivesforeachareaoftheproject
Resourcesthatwillberequired Projectfinancing
Managementandstaffing
Frameworkforprojectcontrolandreview
Thepurposeandobjectivesofkeyjobs
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)whatshouldbecoveredinthefeasibilityreport(3)
Annexesandexhibits
Masterchartsofproposedprojectevents
Copiesofrelevantdata Maps,charts,tablesandsoon
Draftpositiondescriptionsforkeypersonnel
Financialestimatesandcashflowprediction Threatandriskassessment
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RiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagement
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagement
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagement
Thereisanelementofriskinallprojects.Insome,therisksareminimal,whileothersare
highlyrisk-prone Riskmanagementis:
Theformalprocessbywhichriskfactorsare
systematicallyandcontinuously identified,assessed,managed,andmitigated
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AllAllAllAll teammembersshouldberesponsibleforidentifyingpotentialrisks
Mostproblemscanbeanticipatedandavoided
Solutionscanbepreparedinadvance
Aproblemresolvedinadvanceisfarsimplerto
resolvethanonethatoccursunexpectedly Reducesstresstoteammembers
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagement
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagement
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Riskmanagementtakesplaceinfourstages:
1. RiskIdentification
2. RiskAssessment
3. RiskAnalysis4. RiskElimination
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagement
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagement
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskIdentificationRiskIdentificationRiskIdentificationRiskIdentification
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentification
Risksmaystemfrom:1. Theprojectitself
Forexampledecisionsonmethod,specification,
technology,finance,2. Unplannedoccurrences
Someofwhichmaybeinsurable,relatedtoaccident,
3. ExternalcausesRelatedtopoliticalsituations,environmentoreconomicdown-turn.
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Consequencesofariskrangebetweenminimalandtraumatic,affectingeither:
1. Projectoutcomeandachievementofobjectives:theprojectwillfailpartlyorcompletely
2. Duration:thatisserioustimeoverrunandlatecompletion
3. Cost:ExcessiveCost
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskIdentificationRiskIdentificationRiskIdentificationRiskIdentification
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentification
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Techniquesofriskidentification:
1. Historyresearch(hindsightreview)
2. Checklists3. Projectsimulations
4. Brainstorming
5. Feasibilitystudy
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskIdentificationRiskIdentificationRiskIdentificationRiskIdentification
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentificationRiskIdentification
B C
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpact
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpactRiskVolumeandImpact
Medium and Low Impact
20% Impact; 80% Volume
High Impact80% Impact;
20% Volume
It l T k Bil t l C ti P j t
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAssessmentRiskAssessmentRiskAssessmentRiskAssessment
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAssessmentRiskAssessmentRiskAssessmentRiskAssessmentRiskAssessmentRiskAssessmentRiskAssessmentRiskAssessment
Riskassessmenttakesaccountof:
1. Thenatureofpossiblerisks
2. Theprobabilityofrisk
3. Theconsequencesofrisk
4. Means,costsandconsequencesofminimizingorunderwritingrisks
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
Riskanalysishasgreaterrelianceonlogicandmoresystematicplanning;
itincludesalternativetacticsandmethodstoreducetheconsequencesoftraumaduringprojectimplementation
andquantificationofrisksandconsequencestoinfluencestrategicdecisions.
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
Riskevaluationtechniquesinclude:
1. AND,PERT,CPM
2. Decisiontree
3. Expectedvalueestimation
4. Sensitivityanalysis
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Risk Magnitude =
(Severity of Impact) (Probability of Occurrence)
1 5 10 1 5 10
minimal catastrophic not highlylikely probable
Example: Late delivery of serverSeverity = 9 (high)
Probability = 8 (high) Risk Magnitude = 9 8 = 72
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisFeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
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Sensitivity Analysis: in projectmanagement, sensitivity analysis
concentratesontheeffectofriskfromchanges that might occur duringprojectimplementation
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysisRiskAnalysis
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FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskEliminationRiskEliminationRiskEliminationRiskElimination
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskEliminationRiskEliminationRiskEliminationRiskEliminationRiskEliminationRiskEliminationRiskEliminationRiskElimination
Itisalwayscheapertoplanoutrisksthanleavethemtobeaddressedduringprojectimplementation.
1. Priority1risks:Changethestrategytoreducetheirprobability,
contingencyplanstodealwiththeirconsequences,earlywarning ofthedanger,predictingextra-timeandextra-budgettocopewithcomplications
2. Priority2risks:Minimizethethreatintheplanningphasebyeliminatingthosethatcanberemovedatmoderatecost.Thosethatcannotbeeasilyeliminatedshouldbedealtwithinthecontingencyplan.
3. Priority3risks:Thecumulativeeffectofmanylowimpactdifficulties,canbecomequiteserious
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y y p j
Maintainarunninglistofproblemsinacontingencytable
Sortbyriskmagnitudewithmostsevereontop
Focusonthosewithhighestriskmagnitude
Reviewandupdatethelistfrequently(continuously)
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskRiskRiskRisk ContingencyTableContingencyTableContingencyTableContingencyTable
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskRiskRiskRiskRiskRiskRiskRiskContingencyTableContingencyTableContingencyTableContingencyTableContingencyTableContingencyTableContingencyTableContingencyTable
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y y p j
Usingtheworksheetinyournotebook,developa
contingencytableforaprojectyouarecurrentlyinvolvedwithorarefamiliarwith
Identifyfiveriskstotheproject
descriptionoftherisk whoisresponsibleforresolving
potentialseverityofimpact
probabilityofoccurrence
calculateriskmagnitude
contingencyplan
datecontingencymustbeinplace
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagement---- ActivityActivityActivityActivity
FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:FeasibilityandRiskAssessment:RiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagementRiskManagement-------- ActivityActivityActivityActivityActivityActivityActivityActivity
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FSCaseStudyFSCaseStudyFSCaseStudyFSCaseStudyFSCaseStudyFSCaseStudyFSCaseStudyFSCaseStudy
ThecaseofthecityofKAVALAThecaseofthecityofKAVALAThecaseofthecityofKAVALAThecaseofthecityofKAVALAThecaseofthecityofKAVALAThecaseofthecityofKAVALAThecaseofthecityofKAVALAThecaseofthecityofKAVALA
InterregIIICCITYPORTSprojectoutcomepresentedintheprojectmeetingheldinBologna
June13th 2005
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BackgroundInformationBackgroundInformationBackgroundInformation
CityofKavalaisaLevel2pilotintheCITYPORTSCityofKavalaisaLevel2pilotintheCITYPORTSCityofKavalaisaLevel2pilotintheCITYPORTSCityofKavalaisaLevel2pilotintheCITYPORTS
projectprojectprojectproject
A Survey has been conducted on the existingA Survey has been conducted on the existingA Survey has been conducted on the existingA Survey has been conducted on the existingsituation of the infrastructure and administrativesituation of the infrastructure and administrativesituation of the infrastructure and administrativesituation of the infrastructure and administrative
frameworkandthepositionsoflocalstakeholdersframeworkandthepositionsoflocalstakeholdersframeworkandthepositionsoflocalstakeholdersframeworkandthepositionsoflocalstakeholders
A Feasibility Study has been conducted regardingA Feasibility Study has been conducted regardingA Feasibility Study has been conducted regardingA Feasibility Study has been conducted regarding
the logistics issues on theurban transport networkthe logistics issues on theurban transport networkthe logistics issues on theurban transport networkthe logistics issues on theurban transport networkand the possible city logistics solutions forand the possible city logistics solutions forand the possible city logistics solutions forand the possible city logistics solutions forimplementationimplementationimplementationimplementation
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Greece:the13RegionsGreece:the13RegionsGreece:the13Regions
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The Kavala PrefectureTheThe KavalaKavala PrefecturePrefecture
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MajorInfrastructureProjectsMajorInfrastructureProjectsMajorInfrastructureProjects
The Egnatia Highway(TEN,1692/96/EC)
The NewCargoPort The projected railway connection (New
Port)
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TheEgnatiaHighway(EgnatiaOdos)TheEgnatiaHighway(EgnatiaOdos)TheEgnatiaHighway(EgnatiaOdos)
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TheCityofKavalaTheCityofKavalaTheCityofKavala
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TheCityofKavala- MainAxesTheCityofKavalaTheCityofKavala-- MainAxesMainAxes
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TheCityofKavala PanoramicViewTheCityofKavalaTheCityofKavalaPanoramicViewPanoramicView
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CurrentSituation(1/3)CurrentSituation(1/3)CurrentSituation(1/3)
Special terrain morphology of Kavala city:Special terrain morphology of Kavala city:Special terrain morphology of Kavala city:Special terrain morphology of Kavala city:stretched between mountains and coastalstretched between mountains and coastalstretched between mountains and coastalstretched between mountains and coastalline,withintensehypsometricdifferencesline,withintensehypsometricdifferencesline,withintensehypsometricdifferencesline,withintensehypsometricdifferences
Kavala isnot stretchedoutand there isanKavalaisnotstretchedoutandthereisanKavalaisnotstretchedoutandthereisanKavalaisnotstretchedoutandthereisanoveroveroverover----concentration of activities in the cityconcentration of activities in the cityconcentration of activities in the cityconcentration of activities in the citycentercentercentercenter G
GGGeographical limitations in theeographical limitations in theeographical limitations in theeographical limitations in the
location of services and tradelocation of services and tradelocation of services and tradelocation of services and trade MMMMainainainaingenerativefactorofthetrafficandthetrafficgenerativefactorofthetrafficandthetrafficgenerativefactorofthetrafficandthetrafficgenerativefactorofthetrafficandthetrafficcongestioncongestioncongestioncongestion
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Themajor infrastructure projects (Egnatia Odos,NewPort)ledtoamoveofheavytrafficfromthecitycentertotheperiphery
The attractivity of the center has risen forresidentialactivities
The Kavala Municipality Police force is notenough for the observation of circulatoryregulations on a 24-hour basis. Still the KavalaTrafficPolicepaysmoreattentionto theNationalRoadpolicing(EgnatiaOdos)
CurrentSituation(2/3)CurrentSituation(2/3)CurrentSituation(2/3)
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Reorganizationofthecitylogisticspatternsisexpectedtooccurinthenearfuture
Therealwaysisagapbetweenthetheoretical
approachandtheimplementationoftheStudiessuggestionsinpractice
In theend, it is amatter of political decision toimplement all necessary regulations and
measures
CurrentSituation(3/3)CurrentSituation(3/3)CurrentSituation(3/3)
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GoodsDistributionIssuesGoodsDistributionIssuesGoodsDistributionIssues
Thecenterischaracterizedbyathoroughmixofuses,whichallposedifferentneedsinthecitylogistic
Residents,retailers,publicutilitiesandcommuterssharethesamespaceandthusconflictsoccur
Theadministrationislackingresourcesforanefficientmonitoringandswiftreaction
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NecessaryPreconditionsNecessaryPreconditionsNecessaryPreconditions
LandUsePolicies
ParkingPolicy
PublicTransportationSystem
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LandUsePoliciesLandUsePoliciesLandUsePolicies
Thetrafficsituationisdirectlyrelatedtothelandusesthatneedtobedesignedwithenvironmentalfriendlyurban-planningcriteriaandthentoregularlychecktheircompliance
ReallocationofpremisestolessdenseareasofKavalashouldbeencouraged
Thereshouldbedesignedfreight/servicevehiclefacilitiesintobuildingdesign/planningpermissions
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ParkingPolicyParkingPolicyParkingPolicy
ParkingproblemisverycriticalforKavala Expansionoftheapplianceofcontrolledparkingtootherroadsofthecitycenter
Constructionofmoreorganizedparkingspaces
Managementoftheorganizedparking
spacesandguidanceofthedriversthatareseekingparkingspaces
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PublicTransportationSystemPublicTransportationSystemPublicTransportationSystem
Poorbus/publictransportservicesincertainareas
Policiestoimprovepublictransport(thickenthecitycoverageintermsoflargernumberofbusstopsandhigherdensityofbusroutes,cheapertickets,buslanese.t.c.)
Aspecialtransportstudyshouldbeelaborated
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StakeholdersAnalysis- GeneralStakeholdersAnalysisStakeholdersAnalysis-- GeneralGeneral
PublicOrganizationsandPrivateCompanies Thestakeholdersanalysisprovedtheirawarenessontheurbanfreightissuesandthenecessitytotakemeasuresonthese
Alotofcompaniestakeowninitiativestoimprovethelogisticsservicesoftheircompanies
Improvementoftransportinfrastructureinorder
tointroducecitylogisticssolutions(alternativeroads,parkingfacilities)
Lackofurbanfreightdata
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All bodies involved in the interviews (100 %)believethattheconstructionandinstallationofalogistics center out of the city (with the most
appropriatelocationclosetotheNewPort)wouldclearlycontributetotheimprovementofthetrafficandtransportsituationinKavala
StakeholdersAnalysis- InterviewsStakeholdersAnalysisStakeholdersAnalysis-- InterviewsInterviews
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ScenarioNo1:Formationofaclosedcitycenter
Trafficprohibitionmeasuresforallvehiclesinthecitycenter,exceptonlyforthemeansofpublictransport
Scenario No2: Formation of a combined trafficsystem
Circulation of all vehicles in the city center under
certainpreconditionsandstrictparkingpolicy ScenarioNo3:Formationofsub-centersthroughout
the city with certain connections among them andcertaintrafficmeasures
Stakeholders Analysis -Formulation of Scenarios (1/2)Stakeholders AnalysisStakeholders Analysis --
Formulation of Scenarios (1/2)Formulation of Scenarios (1/2)
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71,43 % of the bodies/institutions involved in
transportand logistic issuesselect theScenarioNo2 (that is the formation of a city with acombinedtrafficsystem),whiletherest28,57%
choosetheScenarioNo1(thatistheformationofaclosedcitycenter)
StakeholdersAnalysis-FormulationofScenarios(2/2)StakeholdersAnalysisStakeholdersAnalysis--FormulationofScenarios(2/2)FormulationofScenarios(2/2)
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Approaches to the distribution issuesApproaches to the distribution issuesApproaches to the distribution issues
The change of the situation requires a newenvironment combining a flexible relationship andcooperation of the affected institutions (Region,Prefecture, Municipalities, Police, Chambers ofCommerce and Technical Chamber, e.t.c.)
While not every aspect of the distribution issues canbe addressed within CITY PORTS, the pilot will serve
as a test-bed for the existing regulations andpolicies, while assessing the possible locations fortechnical solutions (e.g. monitoring cameras)
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Towards the formulation of thesolutionTowards the formulation of theTowards the formulation of the
solutionsolution
Needforidentificationofthelocalurbantraffic
GetuseofacomprehensiveG.I.S.(GeographicalInformationSystem)toolavailableonthePrefectureofKavala
Preparationoftheenvironmenttoacceptnewmeasuresonurbanfreightsolutions
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TheG.I.S.Observatory(1/2)TheG.I.S.Observatory(1/2)TheG.I.S.Observatory(1/2)
TheKavalaPrefecturehasestablishedacomprehensiveG.I.S.withintheframeworkofINTERREGIICTERRACZM
Tilltoday,thisG.I.S.(calledG.I.S.Observatory)hassupportedtheKavalaPrefectureinpin-pointingillegalconstructionactivitiesandinelaboratingamorepreciselanduseplan
ThisG.I.S.isnowbeingbroughttofulluseforthepurposesofINTERREGIIIBCADSESCITYPORTS
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The G.I.S. Observatory (2/2)The G.I.S. Observatory (2/2)The G.I.S. Observatory (2/2)
TheG.I.S.Observatorywillbemonitoringandevaluatingthetransportactivities(forpassengersandcommodities)intheKavala
Prefecture StatisticalandqualitativedataoftransportstreamsinKavalawillbegatheredand
integratedintotheG.I.S.Observatory Itwillformthecoreoftheenvisagedcitylogisticssolutions
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PilotDesign/Step1PilotDesign/Step1PilotDesign/Step1
LandUseAnalysis(G.I.S.Observatory)ThisAnalysiswillbebasedonthefollowingdata:
ZoningRegulations
LandUse StakeholdersStatements
Zonesofexceptionalgoodsdistributionintensitywillbeidentified(IntensityZones)
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ZoningRegulationsZoningRegulationsZoningRegulations
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LandUseLandUseLandUse
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Stakeholders(e.g.smallretailers)Identifications
Stakeholders(e.g.smallretailers)Stakeholders(e.g.smallretailers)IdentificationsIdentifications
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IntensityZonesIntensityZonesIntensityZones
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PilotDesign/Step2PilotDesign/Step2PilotDesign/Step2
ProjectionandVisualizationofTrafficFlows
BasedontheresultsofStep1(LandUseAnalysis)andtheexistingtrafficcounts,theflowalongstreetaxiswillbevisualizedandverified.
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TrafficFlowsClassificationTrafficFlowsClassificationTrafficFlowsClassification
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PilotDesign/Step3PilotDesign/Step3PilotDesign/Step3
ProjectionandVisualizationofTrafficRegulations
Existingregulationswillbeintroducedtothesystemandcomparedtotheexistingandmodeledzonesof
interest.
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T ffi R l i ( kiT ffi R l i ( kiT ffi R l i ( ki
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TrafficRegulations(e.g.parkingpermissions)
TrafficRegulations(e.g.parkingTrafficRegulations(e.g.parkingpermissions)permissions)
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Pil t D i / St 4Pil t D i / St 4Pil t D i / St 4
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PilotDesign/Step4PilotDesign/Step4PilotDesign/Step4
DevelopmentofScenarios
TheresultsofSteps1to3willbeusedfortestingdifferentscenariosalongthelinesofthedesignedcitydevelopment
Taking in account the limited resources of theauthorities, itwillbepossible toselect the locationof regulations and technical equipment to ensure
maximum impact and optimal use of the meansavailable
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R l ti A t D fi iti fR l ti A t D fi iti fR l ti A t D fi iti f
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RegulationsAssessment,DefinitionofZonesandUrgencyofAction
RegulationsAssessment,DefinitionofRegulationsAssessment,DefinitionofZonesandUrgencyofActionZonesandUrgencyofAction
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E t d B fit & R lt (1/2)E t d B fit & R lt (1/2)E t d B fit & R lt (1/2)
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ExpectedBenefits&Results(1/2)ExpectedBenefits&Results(1/2)ExpectedBenefits&Results(1/2)
Timesavedintermsofaveragejourneytime
(reduction)andaveragetrafficspeed(increase) OverallreductionoftrafficintheKavala citycentre
Qualityimprovementofthetransportsystemsandthetransportinfrastructureingeneral
Environmentalimpactintermsofdecreasedpollution
Employment:Jobscreatedorsafeguardedasaresultofsupportedtransportprojects
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E d B fi & R l (2/2)E d B fi & R l (2/2)E t d B fit & R lt (2/2)
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ExpectedBenefits&Results(2/2)ExpectedBenefits&Results(2/2)ExpectedBenefits&Results(2/2)
Apracticalandvaluabletoolforthedecisionmakers
Justificationforfurtheractions
Establishmentoflinksbetweenthedifferentpublicbodies
Bettercooperationbetweentransportoperators(publicandprivate)andpublicauthorities
Improvementoftrafficandtransportsituationinthecity
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Thanks for your attentionThanks for your attentionThanks for your attentionThanks for your attention
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ThanksforyourattentionThanksforyourattentionThanksforyourattentionThanksforyourattention
Foranyquestiondonothesitatetocontact me
DonatoPulacchiniHeadofERVETPPPunit
andteamworkcoordinator forTechnical Assistance under
[email protected]+390516396546
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