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
✓
Handle the trade-offs in project appraisal and feasibility studies between speed, cost and assurance explicitly rather than implicitly.
✓
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.
