• How much time will it take?
• How much will it cost?
• Who can implement it?
• Do alternative possibilities exist?
• Who can best answer these questions?
Figure 22.5 shows that the different sections of Fig. 22.4 have been divided into
parts: The feasibility study takes care of the first two parts. The different aspects of
the project cycle are discussed below.
22.7.1 Promoter’s Intention
The Promoter of a project certainly expects a return of some kind as a result of his
investment. The Consultant should therefore be made aware whether the Promoter
has any priority related to capital outlay and the development sequence, should funds
become scarce. The Promoter should clearly explain his needs to the Consultant and
give him all available data. Otherwise, the Consultant may obtain wrong information
from elsewhere. Unless mutual understanding and confidence exists between the
Promoter and his Consultant, the latter’s report may not be fully effective.
22.7.2 Establishment of Requirements
After having ascertained the Promoter’s intention, the Consultant will, in agreement
with the Promoter, have to establish the basic needs of the project, and confirm same
with the Promoter. At this stage, any feature not unduly affecting the main technical
and economic considerations may be neglected.
With these requirements at hand, the Consultant then carries out his investigations
and studies in order to use his skills and experience to enable him formulate
appropriate and reliable recommendations to the Promoter.
22.7.3 Investigations by the Consultant
The Promoter should give the Consultant ample time and opportunity to make as
thorough an investigation as possible, which will take time (and money). However,
usually in most cases, the extra time spent subsequently enables better design
solutions to be produced, with significant economies exceeding the cost of the
extra time taken.
The scope of the investigation (e.g. geotechnical investigations, market surveys)
will be contingent upon the magnitude of the project and its nature, but the objective,
22.7 Project Assessment
637
• How much will it cost?
• Who can implement it?
• Do alternative possibilities exist?
• Who can best answer these questions?
Figure 22.5 shows that the different sections of Fig. 22.4 have been divided into
parts: The feasibility study takes care of the first two parts. The different aspects of
the project cycle are discussed below.
22.7.1 Promoter’s Intention
The Promoter of a project certainly expects a return of some kind as a result of his
investment. The Consultant should therefore be made aware whether the Promoter
has any priority related to capital outlay and the development sequence, should funds
become scarce. The Promoter should clearly explain his needs to the Consultant and
give him all available data. Otherwise, the Consultant may obtain wrong information
from elsewhere. Unless mutual understanding and confidence exists between the
Promoter and his Consultant, the latter’s report may not be fully effective.
22.7.2 Establishment of Requirements
After having ascertained the Promoter’s intention, the Consultant will, in agreement
with the Promoter, have to establish the basic needs of the project, and confirm same
with the Promoter. At this stage, any feature not unduly affecting the main technical
and economic considerations may be neglected.
With these requirements at hand, the Consultant then carries out his investigations
and studies in order to use his skills and experience to enable him formulate
appropriate and reliable recommendations to the Promoter.
22.7.3 Investigations by the Consultant
The Promoter should give the Consultant ample time and opportunity to make as
thorough an investigation as possible, which will take time (and money). However,
usually in most cases, the extra time spent subsequently enables better design
solutions to be produced, with significant economies exceeding the cost of the
extra time taken.
The scope of the investigation (e.g. geotechnical investigations, market surveys)
will be contingent upon the magnitude of the project and its nature, but the objective,
22.7 Project Assessment
637