Contenu connexe Similaire à Project financial appraisal techniquesv (20) Plus de Business Services Support Limited (15) Project financial appraisal techniquesv1. Project Financial Appraisal Techniquespart of our advanced finance for non
financial managers Course programme
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2. Key Objectives
What is financial evaluation
Why project financial evaluation techniques
Project financial risks assessment
Practice illustration of financial plan
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3. Definition of financial evaluation
Concern with the assessment of financial viability of
projects
Assessment of risk profile and financial efficiency
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4. Why Project Financial Evaluation
Does the project create financial wealth
How quickly can we recover project investment
How risky is the project vis a viv it returns potentials
How much capital do we need to invest
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5. Financial Risks Facing Projects
Demand Risk
Competition Risk
Financial Risk
Operational Risk
Interest Rate Risk
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6. Financial Evaluation Techniques For
Effective Project Management
Payback Period
Return On Investment Profit Based Measures
Net Present Value
Method
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7. Payback Period Technique
Payback Period
This is probably the most frequently used technique for assessing the financial viability of
projects. It regards projects which repay their capital cost most quickly as being the best. For
example, if a cafe purchases a new cooker for £1000 and makes an average of £.50 profit on each
meal, the cooker will be paid for after £1000/£0.50=2000 meals. If the cafe sells 40 meals a day,
the full price of the cooker is paid back after 2000/40=50days.
Attempt this question now:
Frank and Mary decided to set up a carpet cleaning business. They purchased carpet cleaning
equipment for £800. On average they expect to earn £5 per carpet after expenses and to be able
to clean two carpets, five days a week. Calculate their payback period in weeks
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8. Payback Period Technique
The payback period is ( £800/ £5x2x5) = £800/50=16weeks.
You will appreciate as a project manager that the calculations above are rater simplistic.
The capital cost of equipment or machinery is fairly easy to work out. It is how much the
organisation paid for it together with delivery, installation and other costs incurred to get it up
and running. But how is income calculated?
And you know that income does not always flow in evenly
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9. Project Management – Revenue &
Cost Projections
Project Management In Practice
Hampdene Ltd is a company specialising in arable farming. It is thinking about purchasing
a combine harvester for a capital cost of £160,000 to be used from August to early October
on its fields. It will also be rented out to a neighboring farm for the remainder of October.
Harvest income flow in from October to December and total sales are expected to bring in
£60,000 in year 1, £66,000 in year 2 and £70000 for each year from year 3 to year 8
(additional competition in world markets is faced in the later years). Running costs of the
combine harvester are estimated at £4000 a year for year 1 and year 2 and £5000 for each
year thereafter. Seeds fertilisers and other costs of production are generally 50 percent of
sales income.
Rental income from hiring out the vehicle is estimated at £2000 per year for the
foreseeable future. While not in use, storage, security and maintenance expenses of the
combine harvester are estimated at £1000 per year.
Your task is to use a separate sheet and put together the projection of revenue and costs
including net profit or loss for this project.
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10. Project Management – Revenue &
Cost Projections- Answer
Year 1
£
Year 2
£
Year 3
£
Year 4
£
Year 5
£
Year 6
£
Year 7
£
Year 8
£
Income:
Crop (sales)
60000
66000
70000
70000
£70000
£70000
£70000
£70000
Rental
2000
2000
2000
2000
2000
2000
2000
2000
62000
68000
72000
72000
72000
72000
72000
72000
Running costs
4000
4000
5000
5000
5000
5000
5000
5000
Storage etc
1000
1000
1000
1000
1000
1000
1000
1000
30000
33000
35000
35000
35000
35000
35000
35000
35000
38000
41000
41000
41000
41000
41000
41000
27000
30000
31000
31000
31000
31000
31000
31000
Outgoings
Cost
production
crop
Net Income
of
of
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11. Project Management – Pay Back
Period Technique In Practice
Year
Net Income
£
Additional
Overheads
Final
net income
(ie Net income
less additional
overheads)
Cost of combine
harvester less
final net income
(£160000)
Year 1
27000
8000
19000
(141000)
Year 2
30000
7000
23000
(118000)
Year 3
31000
6000
25000
(93000)
Year 4
31000
5000
26000
(67000)
Year 5
31000
5000
26000
(41000)
Year 6
31000
5000
26000
(15000)
Year 7
31000
5000
26000
11000
Year 8
31000
5000
26000
37000
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12. Project Management –Net Present
Value Technique v Time
Initial Investment
£
10% Yearly Interest
£
Total Money Available
£
100
10
110
110
11
121
121
12
133
133
13
146
146
14
161
161
16
177
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13. Project Management –Net Present
Value Technique v Time
Year
Net Income
£
Additional
Overheads
£
Final
net income
(ie Net income
less additional
overheads)
£
Discounting
Factor for 10%
Present Value of
projected net
income
£
Year 1
27000
8000
19000
.909
17272.73
Year 2
30000
7000
23000
.826
19008.26
Year 3
31000
6000
25000
.752
18796.99
Year 4
31000
5000
26000
.685
17808.22
Year 5
31000
5000
26000
.621
16149.07
Year 6
31000
5000
26000
.565
14689.27
Year 7
31000
5000
26000
.513
13333.33
Year 8
31000
5000
26000
.467
12149.53
Total Present Value of all
future net income
Present value of capital to
be invested
Net Present Value difference between Present
Value of future net income
and capital to be invested
129207.4
(160000)
-30792.6
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14. Conclusion – The End
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