Handle the trade-offs in project appraisal and feasibility studies between speed, cost and assurance explicitly rather than implicitly.
Financial Project Appraisal and Preparing Economic Feasibility Studies
A concise, decision-focused programme covering project appraisal and feasibility studies end to end.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Regulators no longer accept intent as evidence of control over project appraisal and feasibility studies. Models supporting feasibility studies fail quietly, and usually at the worst moment. The content is relevant to those who own the practice within financial and banking practice and to those who are held accountable for its results. Participants apply project appraisal and feasibility studies to their own business line throughout, so the output is directly usable. Benchmarking exercises repeatedly place this part of financial and banking practice among the areas with the widest performance spread. The difficulty is not agreeing that feasibility studies matters — it is deciding what to stop doing to make room for it. It establishes a shared vocabulary for project appraisal and feasibility studies so that teams can disagree productively about it. Participants gain a clear basis for measuring what feasibility studies has actually achieved. The closing exercise tests whether the participant's plan for the financial and banking practice capability survives a hostile question.
Expected Learning Outcomes
Build the audit evidence that demonstrates feasibility studies operated as designed.
Agree the first three actions on project appraisal and feasibility studies that will be taken on returning to work.
Define the risk appetite applying to feasibility studies and translate it into operating limits.
Assign clear ownership for each element of project appraisal and feasibility studies across the functions involved.
Establish the segregation of duties required around feasibility studies.
Apply the relevant accounting and disclosure treatment to project appraisal and feasibility studies.
Who Should Attend
Newly appointed managers taking on project appraisal and feasibility studies for the first time.
Regulatory reporting analysts covering feasibility studies.
Compliance officers overseeing project appraisal and feasibility studies.
Investment and portfolio managers exposed to feasibility studies.
Risk managers responsible for project appraisal and feasibility studies.
Public sector officials applying feasibility studies within a regulated framework.
Course Modules
Project appraisal and feasibility studies: stress testing and scenario analysis
2 sessions · 8 pointsSession 1Setting a limit on project appraisal and feasibility studies that will actually be respected
- Set early warning indicators for project appraisal and feasibility studies with defined action thresholds.
- Write down the assumptions underpinning the approach to feasibility studies.
- Agree who signs off project appraisal and feasibility studies and record that they did.
- Establish who is informed, consulted and accountable in feasibility studies.
Session 2What a supervisor will ask about feasibility studies, and in what order
- List the assumptions in any model supporting project appraisal and feasibility studies and when each was last challenged.
- Identify the data already collected that bears on feasibility studies.
- Verify reconciliation and settlement controls covering project appraisal and feasibility studies.
- Set out the decisions in feasibility studies that require sign-off and by whom.
Feasibility studies: audit evidence and examiner readiness
2 sessions · 8 pointsSession 1Making feasibility studies work when resources are constrained
- Test the procedure for project appraisal and feasibility studies against a realistic scenario.
- Rehearse the briefing on feasibility studies that would follow an incident.
- Assess the capital consumed by project appraisal and feasibility studies under current and stressed conditions.
- Check the legal and contractual exposure created by feasibility studies.
Session 2Reporting feasibility studies so the reader can act on it
- Reduce the variation in how project appraisal and feasibility studies is carried out between teams.
- Confirm that contractual obligations around feasibility studies are understood.
- Compare the cost of project appraisal and feasibility studies with the cost of its absence.
- Build the internal briefing that explains feasibility studies to those affected.
Feasibility studies: capital, liquidity and balance sheet effect
2 sessions · 8 pointsSession 1Stress scenarios for feasibility studies that are plausible rather than convenient
- Map the handovers in project appraisal and feasibility studies between functions and secure them.
- Review the pricing of feasibility studies against the risk being assumed.
- Confirm that those complying with project appraisal and feasibility studies understand why it exists.
- Identify where judgement in feasibility studies is legitimate and where it is not.
Session 2Concentration building quietly inside project appraisal and feasibility studies
- State the risk appetite for project appraisal and feasibility studies as a number, not an adjective.
- Agree the smallest change to feasibility studies that would be visibly useful.
- Document the remediation plan for each known weakness in project appraisal and feasibility studies.
- Confirm regulatory reporting on feasibility studies is complete, timely and reconciled.
Feasibility studies: reporting that supports a decision
2 sessions · 8 pointsSession 1Keeping feasibility studies alive after the initial push
- Confirm client due diligence standards applied to project appraisal and feasibility studies are current.
- Confirm reporting on feasibility studies reaches the committee that can act on it.
- Check that records of project appraisal and feasibility studies answer the questions likely to be asked.
- Confirm segregation of duties across initiation, approval and settlement of feasibility studies.
Session 2What has to be agreed before work on feasibility studies starts
- Identify the key controls over project appraisal and feasibility studies and who tests them.
- Review concentration by counterparty, sector and geography inside feasibility studies.
- Define the trigger that would require project appraisal and feasibility studies to be redesigned.
- Translate the appetite for feasibility studies into limits someone monitors daily.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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