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Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives.
The net present value (NPV) or net present worth (NPW) applies to a series of cash flows occurring at different times. The present value of a cash flow depends on the interval of time between now and the cash flow. It also depends on the annual effective discount rate. NPV accounts for the time value of money. It provides a method for evaluating and comparing capital projects or financial products with cash flows spread over time, as in loans, investments, payouts from insurance contracts plus many other applications.
Cost–benefit analysis (CBA), sometimes also called benefit–cost analysis, is a systematic approach to estimating the strengths and weaknesses of alternatives. It is used to determine options which provide the best approach to achieving benefits while preserving savings in, for example, transactions, activities, and functional business requirements. A CBA may be used to compare completed or potential courses of action, and to estimate or evaluate the value against the cost of a decision, project, or policy. It is commonly used to evaluate business or policy decisions, commercial transactions, and project investments. For example, the U.S. Securities and Exchange Commission must conduct cost-benefit analyses before instituting regulations or deregulations.
In systems engineering, information systems and software engineering, the systems development life cycle (SDLC), also referred to as the application development life cycle, is a process for planning, creating, testing, and deploying an information system. The SDLC concept applies to a range of hardware and software configurations, as a system can be composed of hardware only, software only, or a combination of both. There are usually six stages in this cycle: requirement analysis, design, development and testing, implementation, documentation, and evaluation.
Economic appraisal is a type of decision method applied to a project, programme or policy that takes into account a wide range of costs and benefits, denominated in monetary terms or for which a monetary equivalent can be estimated. Economic appraisal is a key tool for achieving value for money and satisfying requirements for decision accountability. It is a systematic process for examining alternative uses of resources, focusing on assessment of needs, objectives, options, costs, benefits, risks, funding, affordability and other factors relevant to decisions.
Contingent valuation is a survey-based economic technique for the valuation of non-market resources, such as environmental preservation or the impact of externalities like pollution. While these resources do give people utility, certain aspects of them do not have a market price as they are not directly sold – for example, people receive benefit from a beautiful view of a mountain, but it would be tough to value using price-based models. Contingent valuation surveys are one technique which is used to measure these aspects. Contingent valuation is often referred to as a stated preference model, in contrast to a price-based revealed preference model. Both models are utility-based. Typically the survey asks how much money people would be willing to pay to maintain the existence of an environmental feature, such as biodiversity.
A business case captures the reasoning for initiating a project or task. Many projects, but not all, are initiated by using a business case. It is often presented in a well-structured written document, but may also come in the form of a short verbal agreement or presentation. The logic of the business case is that, whenever resources such as money or effort are consumed, they should be in support of a specific business need. An example could be that a software upgrade might improve system performance, but the "business case" is that better performance would improve customer satisfaction, require less task processing time, or reduce system maintenance costs. A compelling business case adequately captures both the quantifiable and non-quantifiable characteristics of a proposed project. According to the Project Management Institute, a business case is a "value proposition for a proposed project that may include financial and nonfinancial benefit."
A feasibility study is an assessment of the practicality of a project or system. A feasibility study aims to objectively and rationally uncover the strengths and weaknesses of an existing business or proposed venture, opportunities and threats present in the natural environment, the resources required to carry through, and ultimately the prospects for success. In its simplest terms, the two criteria to judge feasibility are cost required and value to be attained.
Personnel economics has been defined as "the application of economic and mathematical approaches and econometric and statistical methods to traditional questions in human resources management". It is an area of applied micro labor economics, but there are a few key distinctions. One distinction, not always clearcut, is that studies in personnel economics deal with the personnel management within firms, and thus internal labor markets, while those in labor economics deal with labor markets as such, whether external or internal. In addition, personnel economics deals with issues related to both managerial-supervisory and non-supervisory workers.
Philosophy and economics studies topics such as public economics, behavioural economics, rationality, justice, history of economic thought, rational choice, the appraisal of economic outcomes, institutions and processes, the status of highly idealized economic models, the ontology of economic phenomena and the possibilities of acquiring knowledge of them.
Requirements management is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome should conform.
Social impact assessment (SIA) is a methodology to review the social effects of infrastructure projects and other development interventions. Although SIA is usually applied to planned interventions, the same techniques can be used to evaluate the social impact of unplanned events, for example, disasters, demographic change, and epidemics. SIA is important in applied anthropology, as its main goal is to be able to deliver positive social outcomes and eliminate any possible negative or long term effects.
Economic analysis of climate change is about using economic tools and models to calculate the magnitude and distribution of damages caused by climate change. It can also give guidance for the best policies for mitigation and adaptation to climate change from an economic perspective. There are many economic models and frameworks. For example, in a cost–benefit analysis, the trade offs between climate change impacts, adaptation, and mitigation are made explicit. For this kind of analysis, integrated assessment models (IAMs) are useful. Those models link main features of society and economy with the biosphere and atmosphere into one modelling framework. The total economic impacts from climate change are difficult to estimate. In general, they increase the more the global surface temperature increases. Economic analysis also looks at the economics of climate change mitigation.
Highest and best use is a concept in real estate appraisal that originated with early economists such as Irving Fisher, who conceptualized the idea of maximum productivity.
The rational planning model is a model of the planning process involving a number of rational actions or steps. Taylor (1998) outlines five steps, as follows:
Whole-life cost is the total cost of ownership over the life of an asset. The concept is also known as life-cycle cost (LCC) or lifetime cost, and is commonly referred to as "cradle to grave" or "womb to tomb" costs. Costs considered include the financial cost which is relatively simple to calculate and also the environmental and social costs which are more difficult to quantify and assign numerical values. Typical areas of expenditure which are included in calculating the whole-life cost include planning, design, construction and acquisition, operations, maintenance, renewal and rehabilitation, depreciation and cost of finance and replacement or disposal.
A phase-gate process is a project management technique in which an initiative or project is divided into distinct stages or phases, separated by decision points.
In 1977 the Board of Governors of the World Bank approved Bura Irrigation and Settlement Project (BISP) in Kenya. The project area is situated just South of the Equator in the Lower Tana Basin. It lies on the west bank of the Tana River and falls within the administrative area of Tana River County. The project was an ambitious attempt of the government of Kenya, the World Bank and a few other donors to develop a remote area, create employment for thousands of people with a reasonable income and earn foreign exchange. Bura project would develop about 6,700 net irrigated ha over a 5 1⁄2 year period and settle on smallholdings about 5,150 landless poor families selected from all parts of Kenya. Physical and social infrastructure would be provided to support the settler and satellite population, expected to reach a total of 65,000 persons by 1985. The total cost of the project was estimated at 92 million dollars in 1977 prices. Actual construction started in 1978. During implementation the costs exploded from $17,500/= per family to $55,000/=, a new record for the World Bank. The largest cost increase was for the irrigation network (615%). The donors were not willing and the government was not able to raise the additional funds and subsequently the size of the project was scaled down from 6,700 ha to 3,900 and later to 2,500 ha, although the irrigation structures were completed for 6,700 ha. In this period 2,100 landless households from all over Kenya were settled in the scheme. They were allocated two plots of 0.625 ha and a garden of 0.05 ha. Each year they were to grow 1.25 ha cotton and 0.625 maize intercropped with cowpeas. Soon it was evident that the project would fail to achieve its objectives. Job creation was only 40% of the target, the economic rate of return was negative and the annual operating and maintenance costs exceeded the benefits. Even with net farm incomes of about 40% of the appraisal estimates in real terms, annual government subsidies amounted to about 1,000 dollars per settler. The project had an unreliable water supply and many buildings had foundation problems. After cotton crop failures due to pests in 1990 the project came virtually to a standstill as the management lacked the funds to finance cotton and maize crops. Most settlers deserted and only the ones with nowhere to go remained in the scheme, living on famine relief and odd jobs. In the period 1993-2005 a number of times the government tried to revive a number of timesthe project, but all in vain. After 2005, rehabilitation and crop growing started in phases and since 2009-10 the tenants have been growing crops, although the cropping pattern comed down to no more than 50% of the projected crop intensity and the settlers have low incomes, if any. This is partly caused by the fact that the original cash crop, cotton, is no longer a profitable crop.
The study of Engineering Economics in Civil Engineering, also known generally as engineering economics, or alternatively engineering economy, is a subset of economics, more specifically, microeconomics. It is defined as a "guide for the economic selection among technically feasible alternatives for the purpose of a rational allocation of scarce resources." Its goal is to guide entities, private or public, that are confronted with the fundamental problem of economics.
Lyn Squire is an American economist who was born in South Wales. He held several positions within the World Bank's hierarchy over a 25-year career. While there, he co-authored, with Herman G. Van Der Tak, the 1975 work Economic analysis of projects. He was one of the lead authors of the World Development Report 1990: Poverty where the international $1 a day poverty line was proposed.
References
- ↑ John Filicetti (August 2007), PMO and Project Management Dictionary
- ↑ Cost-Benefit Analysis, 2nd edition, (2001) by Boardman, Greenberg, Vining, and Weimer, ISBN 0-13-087178-8 Pearson Education, Prentice Hall.
- ↑ Anthony E. Boardman, David H. Greenberg, Aidan R. Vining, and David L. Weimer, (1996) Cost – Benefit Analysis: Concepts and Practice, 1st Edition, by <http://www.prenhall.com/books/be_0135199689.html>.
- ↑ Hanley, N and Spash, C (1993). Cost Benefit Analysis and the Environment. Edward Elgar. Cambridge University Press.
- ↑ Brent, Robert J. Cost-Benefit Analbmbmbbmysis for Developing Countries. Edward Elgar Publishing. Overseas Development Administration. Appraisal of Projects in Developing Countries. A Guide for Economists. HMSO Publications.
- ↑ Layard, Richard and Glaister, Stephen (eds) Cost-Benefit Analysis. Second edition. Cambridge.
- ↑ Kohli, K. N (1993). Economic analysis of investment projects: a practical approach. Oxford University Press.