mod feasibilities pulacchini

7/29/2019 Mod Feasibilities Pulacchini

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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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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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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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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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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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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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Project Life Cycle

ImplementationImplementation

FinancingFinancing

Programming

Evaluation Identification

ImplementationImplementation PlanniPlanning

FinancingFinancing

FS


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FScouldbeconsideredasapowerfultooltosupportdecisions, providing a logical framework to helppolicymakerstoidentifybestpossiblechoices

FScouldsupportandenforcepoliticaldecisionsandconvincestakeholders

However,thefinaldecisionliesonpoliticalauthorities


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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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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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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




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Riskmanagementtakesplaceinfourstages:

1. RiskIdentification

2. RiskAssessment

3. RiskAnalysis4. RiskElimination




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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




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Techniquesofriskidentification:

1. Historyresearch(hindsightreview)

2. Checklists3. Projectsimulations

4. Brainstorming

5. Feasibilitystudy



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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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





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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)




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Reorganizationofthecitylogisticspatternsisexpectedtooccurinthenearfuture

Therealwaysisagapbetweenthetheoretical

approachandtheimplementationoftheStudiessuggestionsinpractice

In theend, it is amatter of political decision toimplement all necessary regulations and

measures




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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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ProjectionandVisualizationofTrafficFlows

BasedontheresultsofStep1(LandUseAnalysis)andtheexistingtrafficcounts,theflowalongstreetaxiswillbevisualizedandverified.



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TrafficFlowsClassificationTrafficFlowsClassificationTrafficFlowsClassification



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ProjectionandVisualizationofTrafficRegulations

Existingregulationswillbeintroducedtothesystemandcomparedtotheexistingandmodeledzonesof

interest.


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)


Pil t D i / St 4Pil t D i / St 4Pil t D i / St 4


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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


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


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


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


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

mod feasibilities pulacchini

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