Submitted by: Submitted by JohnCasper
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Category: Business and Industry
Date Submitted: 10/27/2015 09:33 PM
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Concludingly we therefore emphasize the necessity of integrating the near
future with the long term perspective, in business- as well as in
socioeconomic feasibility studies. In figure 2.4 the above discussed
important questions are linked with some important answers.
Step 2: The Diamond-E analysis
After step 1, the www analysis above, we establish a set of criteria telling us
which consequences of a project one should analyse, and how such analyses
should be carried out. A way of systematizing this analysis is to use the
Diamond-E framework described in figure 2.5 is useful.
Present Technical and Institutional Situation (Chapter I)
2
Organizational
Goals
1
4
5
Strategy
(Feasibility
Studies)
Organizational
Resources
Natural and
Socioeconomic
Environment
3
Financial
Resources
Figure 2.5: The diamond-E framework. Feasibility studies are elaborated as
a tool in the process of designing a strategy (box1). This design of strategy
is, in the Diamond-E (Fry 1986) framework a part of a system consisting of:
a) Organisational goals (box2)
b) Organizational resources (box3)
c) Financial resources (box4),
d Natural and socioeconomic environment (box5)
The discussion regarding the exact design of feasibility studies may pass
through an analysis of each of the areas a),b),c) and d). This discussion is
coloured by the background discussion in chapter 1, regarding the “present
technical and institutional situation”.
One can design a feasibility study by discussing a combination of
organisational goals, organisational resources and financial resources, all of
it seen in relation to the natural and socioeconomic environment.
Organisational goals:
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If the organisational goal includes a demand for technological innovation,
employment generation, national energy independence and environmental
sustainability, then the feasibility study should naturally focus upon the
effects within these areas. If the goals are...