Construction of Solar and Battery Power Plant: A Business Case Study

This business case study reflects on the construction of a solar and battery power plant in NSW, Australia. It covers the project objectives, critical success factors, options analysis, project definition, project approach, and more. The report showcases the budget and cost plan for the entire project and the timeline for the project. It also includes a quality management plan, communication plan, and benefit realization plan for the project.

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Business Case
TITLE
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EXECUTIVE SUMMARY
The paper helps in reflecting on the construction of solar and battery power plant. It is found
that the main aim of the project of the project provide greater reliability of energy by
allowing the solar farm to produce electricity during the peak period. The report that is
created helps in reflecting on the budget and cost plan for the entire project and helps in
showcasing the timeline for the project. In addition to this, proper quality management plan,
communication plan as well as benefit realization plan was created for the project that reflects
the project uses all the standards of project quality and uses proper communication strategies
for finishing the power plant construction on time.
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Business Case
CONTENTS
EXECUTIVE SUMMARY........................................................................................................3
1 PROJECT NEED...............................................................................................................6
1.1 PROJECT NEED.........................................................................................................6
1.2 PROJECT OBJECTIVES............................................................................................6
1.3 CRITICAL SUCCESS FACTORS (CSF’S)...............................................................6
1.4 ORGANISATIONAL CHANGE................................................................................6
2 OPTIONS ANALYSIS......................................................................................................7
2.1 OPTIONS CONSIDERED..........................................................................................7
2.2 OPTIONS EVALUATION CRITERIA......................................................................7
2.3 OPTIONS EVALUATION.........................................................................................7
2.4 RECOMMENDED OPTION......................................................................................8
3 PROJECT DEFINITION...................................................................................................8
3.1 SCOPE DESCRIPTION..............................................................................................8
3.2 CONSTRAINTS AND DEPENDENCIES.................................................................9
3.3 SCOPE MANAGEMENT...........................................................................................9
3.4 PROJECT DELIVERABLES...................................................................................10
3.5 PROJECT KPI’S.......................................................................................................10
4 PROJECT APPROACH...................................................................................................11
4.1 PROJECT MANAGEMENT STRATEGY..............................................................11
4.1.1 PROJECT STRUCTURE...................................................................................11
4.1.2 PROJECT GOVERNANCE FRAMEWORK...................................................12
4.1.3 PROJECT REPORTING STRUCTURE...........................................................12
4.2 PROCUREMENT STRATEGY...............................................................................13
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY.....13
5 BUDGET, PROGRAM AND RISK................................................................................14
5.1 TIMING / PROJECT READINESS..........................................................................14
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY................................16
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY........................................16
5.4 PROJECT QUALITY MANAGEMENT STRATEGY............................................17
5.5 PROJECT COMPLETION STRATEGY..................................................................17
5.6 BENEFITS REALISATION PLAN..........................................................................18
6 REFERENCES.................................................................................................................20
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APPENDIX A..........................................................................................................................22
A.1 PROJECT SCHEDULE............................................................................................22
A.2 PROJECT COST PLAN............................................................................................22
A.3 Benefi relaization plan...............................................................................................23
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1 PROJECT NEED
1.1 PROJECT NEED
The paper focuses on the construction of a battery and solar power plant within NSW,
Australia. The project aims to provide greater reliability of energy by allowing the solar farm
to produce electricity during the peak period rather depending on the sunlight hours only.
This project is mainly required for increasing the energy security for the electrical market and
generally also helps in giving additional electricity supply over the entire years. In addition to
this, it is found that this development will help in properly offsetting some of the recent
closures for the various thermal generators within the entire region for bringing a number of
opportunities to those individuals who generally looks for transition from fossil fuels into the
renewable energy sector.
1.2 PROJECT OBJECTIVES
The project objectives include:
 To construct a solar and batter power plant in NSW, Australia
 To provide proper energy reliability and allowing the solar farm to produce electricity
during peak time rather only during the sunlight hours
 To create transition from fossil fuels into the renewable energy sector
1.3 CRITICAL SUCCESS FACTORS (CSF’S)
The CSF’s are elaborated below:
 If the entire work gets accomplished on time then the project can be considered to be
successful.
 If the budget expenditure is not more than $275 million then one can analyze the
project as successful.
1.4 ORGANISATIONAL CHANGE
The organization that is undertaking the project make some changes within its structure,
operational methods, technologies and strategies in the entire organization so that they can be
capable of undertaking the solar plant construction work successfully. The changes that is
done by the organization is for constructing the largest solar as well as battery power plant
which will be constructed in NSW, Australia.
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2 OPTIONS ANALYSIS
2.1 OPTIONS CONSIDERED
It is found that for generating different types of non-renewable energy source including
coal as well as natural gas are utilized from the past few years. However due to the
continuous technology development in the present time have the government have taken the
initiative of using renewable energy for avoiding the challenges like depletion of non-
renewable energy source as well as pollution. There are a number of options through which
the government can reduce the utilization of different types of non-renewable energy and the
options are listed below:
 Solar power plant construction
 Use of Nuclear power technology for the production of electricity
2.2 OPTIONS EVALUATION CRITERIA
Criteria No Criteria Weightage
1 Does not produce pollution 20%
2 Helps in the process of
electricity generation by
using renewable energy
50%
3 Minimizes the uses of energy
that cannot be renewed and
thus helps in saving the
environment
30%
2.3 OPTIONS EVALUATION
The different types of options those are helpful in reducing the utilization of non-
renewable energy is mainly elaborated below:
Construction of solar as well as battery plant for the generation of electricity: The
solar as well as battery power plant that is required to be constructed in NSW, Australia for
providing energy reliability as well as for allowing proper solar farm for producing electricity
during the peak period rather only during the sunlight hours. The development generally
plays an important role in properly offsetting some of the thermal generators. In addition to
this, the transition from the fossil fuels to te renewable sources of energy are done.
Utilization of nuclear power technology: It is found that nuclear energy is generally
originated from the spitting of various types of uranium atoms which is one of the processes
that are known as fission. It is found that nuclear energy is generally utilized in order to
generate electricity. Moreover, it is found that utilization of various types of radioactive
materials and their safe disposal is considered to be very much difficult as well as expensive.
Moreover, local thermal pollution can also help in affecting the marine life.
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Criteria Construction of solar and
battery power plant
Utilization of nuclear
power technology
Does not produce pollution Yes No
Helps in the process of
electricity generation by
using renewable energy
Yes Yes
Minimizes the uses of energy
that cannot be renewed and
thus helps in saving the
environment
Yes Yes
2.4 RECOMMENDED OPTION
After the evaluation of the two topics, it is found that construction of solar as well as
battery power plant is the best option. This is because due to the construction of the solar and
batter power plant, no pollution is generally generated within the environment whereas it is
found that the use of various types of radioactive materials and their safe disposal is
considered to be very much difficult as well as expensive. On the other hand, it is found that
generation of electricity is mainly generated with the help of solar energy. It is found that the
project helps in providing greater reliability of energy by providing the solar farm for
properly producing electricity during the peak period rather fully dependent on the sunlight
hours.
3 PROJECT DEFINITION
3.1 SCOPE DESCRIPTION
In-scope
The in-scope of the project is listed below:
 Designing of the solar power plant
 Proper preparation of the site
 Mounting the entire structure as well as construction of the panel
 Construction of solar panel as well as electrical construction
 Electrical collection system as well as project substation
Out-scope
 The information related with the various suppliers is generally not included within the
report
 The workers who are mainly associated with the project will be not trained during the
progress of the project
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3.2 CONSTRAINTS AND DEPENDENCIES
Project constraints are considered as the limitations within the project that generally can
obstruct the progress off the project and therefore the expected result will not be achieved.
The constraints of the project are elaborated below:
Time: The time constraint generally assists in referring to the entire project schedule of
the project for completion including the deadlines for each of the phase of the entire project
as well as date for rollout for achieving the final project deliverable. It is needed to finish the
entire project within year of time and if the project does not get accomplished on time.
Budget: The cost of the entire project generally comprises of all the different types of
financial resources for accomplishing the activities. It generally encompasses different costs
of vendors, labours as well as quality control. It is necessary to complete the project within
$275 million otherwise the entire project will face a lot of financial challenges.
Scope: The scope generally helps in defining the goals, features as well as deliverables
for accomplishing the project work. Improper utilization of scope generally causes a lot of
issues including delay and budget shortfall.
3.3 SCOPE MANAGEMENT
The steps which are utilized for effectively managing the scope are illustrated below:
Collect requirement process: It is necessary to collect various types of requirements
of the project effectively. The output of the entire requirement must be documented by
categorizing the functional and non-requirements of the solar power plant.
Define scope process: For defining the scope procedure of the entire project quite
effectively. It will generally include a number of procedures so that the construction of the
power plant will be done effectively within the expected time.
Creation of WBS: Thirdly, the WBS assists in properly categorizing the work related
activities of the project such that the work activities get completed on time. Moreover, the
WBS assists in visualizing the entire project effectively with the help of work breakdown
structure.
Validation of scope process: The validation procedure generally helps the business
stakeholders for signing off the work breakdown structure. It is generally helps in making
sure that one generally has a proper procedure in achieving sign off.
Control scope process: The control scope procedure generally helps in making sure
that there must be an effective change control if the entire scope requires to be change. It
generally helps in covering the scope in order to properly check what is generally needed to
be delivered.
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3.4 PROJECT DELIVERABLES
The project deliverables are listed below:
 Engineering report for the project
 Designing different types of documents
 Design review as well as tender document
 Different types of equipment’s as well as tools
 Progress report as well as usability report of the project
3.5 PROJECT KPI’S
Project Objective / Critical Success
Factor
KPI’s
Completed within 1 year S: Completion of the project activities
within time
M: The entire project can be tracked
A: The project manager takes the
responsibility of schedule tracking
R: The success factor is considered to
be realistic
T: The project will complete effectively
within 1 year of time.
Budget of $275 million S: The work will get accomplished
within the budget
M: The cost of each project activities
can be tracked
A: The financial manager keeps track
on the project expenditure
R: The success factor of the project
needs to be determined
T: accomplishment of the project
within the provided time.
Quality Satisfaction S: How well the progresses of the
project
M: Proper tracking of the project cost
A: Work satisfaction to client
R: The success factor of the project
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needs to be determined
T: During the quality analysis
procedure
Effectiveness of the project S: Informing relevant stakeholder
timely
M: Regular briefing is required
A: Tracking will be done by the project
manger
R: The success factor of the project
helps in reflecting this objective as
realistic
T: After the solar plant construction is
over.
4 PROJECT APPROACH
4.1 PROJECT MANAGEMENT STRATEGY
4.1.1 PROJECT STRUCTURE
Figure 1: Project structure
(Source: Created by Author)
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4.1.2 PROJECT GOVERNANCE FRAMEWORK
This depicts the project decision’s that were made by the management framework. It
can be said that project governance is a vital element of the entire project since there are lot
of responsibilities and decisions an organisation should take to fulfil the project. Therefore,
the project governance mainly helps in providing proper framework of decision making
which is very much robust for properly governing the capital investment of an organization.
Few factors of good project governance are: -
Have Clear Plans: Each and every project requires a perfect plan with proper
instruction. It’s the responsibility of the project manager to make a clear view what will be
the goal of the company.
Have Sponsors: Usually a good governance framework requires some good investors
and sponsors. It’s the role of sponsors to find the business case, and they are appointed during
the beginning of the project. These are the people who engaged themselves for finding
resources and creating vision for the team or company. Sponsors are the main decision
makers and risk takers on the project.
Agree on project Goals: The management, project sponsors and the stakeholders must
have an agreement on the purpose and the project goal. It also helps in stating the issue that
the project will generally solve in order to achieve the desired outcome of the project such
that the goal must remain measurable. A clear and appropriate goal wills definite help to
define the project scope.
Documents only what required: Documentation is an essential part to run any specific
project. Data documentation consists of 3 parts:
• Manage project
• Resolve disputes
• Get paid
4.1.3 PROJECT REPORTING STRUCTURE
The project reporting structure groups staff of the organisation according to their work
function. There is a hierarchy of different roles performing in a project. At the top there will
be board members, mangers and at the end the staffs of the company are allocated. It is done
to establish line of authority which results in quick decision making and approval. It makes
the communication much more effective and thus the members or staffs of the origination
gain more experience by working in different fields. There are different phases in this
structure as in every step unique responsibility were assigned to accomplish which further
results in better planning executing task. This benefits the company a lot while there is an
ongoing project.
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4.2 PROCUREMENT STRATEGY
Procurement strategy mainly focuses on strategies like reducing cost, possible risks
and expanding organically. There are few types of procurement strategy which involves risk
management, cost reduction, supplier relation management and total quality management.
The initial step helps in analysing the financial strength of the organisation. Then
determining the business needs which will provide the best result and its important to
understand organisation need clearly. After all these it’s time to come up with a clear idea
what actually need to be achieved from the data collected previously. It’s important to
develop the system of procurement strategy system which will track the procure-to-pay
process end to end rather than manual entry which will result in human error, delays and late
payments. Strategies and tactics should be listed down to achieve the goals. Proper
implementation of the procurement strategy is mainly considered to be priority as it helps in
enabling the organization to give much more time with the project suppliers Also, it is
important to have management support if the management do not see the value of the project,
they will simply deny it.
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY
Description Frequenc
y
Method Audience Owner
Meeting
with the
team
members
Once Meeting Project
team
Project
manager
Update
from the
project
stakeholders
Weekly Email
newsletter
Project
stakeholder
Project
manager
Financial
issues faced
by the
project team
When
needed
Email,
meeting
Financial
manager
Project
leader
Checking
whether the
project uses
proper
quality
standards
or not.
Monthly Email Project
manager
Quality
analyst
Stakeholder Roles and responsibilities
Project manager Planning and organising stuffs that what need to be done
and when to complete it to achieve targets. Also, they are
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responsible to provide services. The project manager has to
take the lead right from the beginning to accomplish any
project.
Project planner The main objective is to properly plan the work with the
various project manager who are mainly responsible of
planning, tracking and estimating the cost of the project.
They are equally responsible of the work which project
manager does.
Architect They create designs to meets client satisfaction. Most often
the architect works with civil-engineers for properly
communicating as well as discussing on the various
technical challenges that are faced during implementation.
Financial manager They produce overall financial report, investment activities
and develop strategies for long-term financial goal of an
organisation.
Contractor They are responsible for providing all the material and
equipment required for the project.
Construction manager They are involved in reviewing the project in depth and
estimate cost.
Civil engineer They plan, design and maintain the infrastructures.
Quality analyst Their role is to monitor, regulate and suggest strategic
change in the project.
5 BUDGET, PROGRAM AND RISK
5.1 TIMING / PROJECT READINESS
The schedule that is given below helps in showcasing that the entire project will get
completed within the time limit of 350 days.
WBS Task Name Duration Start Finish
0
Development of solar and
battery plant in NSW,
Australia
350 days Mon 07-10-19 Fri 05-02-21
1 Initiation phase 22 days Mon 07-10-19 Tue 05-11-19
1.1 Business case
development 3 days Mon 07-10-19 Wed 09-10-19
1.2 Feasibility study 4 days Thu 10-10-19 Tue 15-10-19
1.3 Project charter
establishment 5 days Wed 16-10-19 Tue 22-10-19
1.4 Appointing team members 10 days Wed 23-10-19 Tue 05-11-19
1.5 Milestone 1: Initiation
phase completion 0 days Tue 05-11-19 Tue 05-11-19
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2 Planning phase 66 days Wed 06-11-19 Wed 05-02-20
2.1 Development of project
plan 12 days Wed 06-11-19 Thu 21-11-19
2.2 Resource plan
development 15 days Fri 22-11-19 Thu 12-12-19
2.3 Financial plan
development 13 days Fri 13-12-19 Tue 31-12-19
2.4 Quality plan 12 days Wed 01-01-20 Thu 16-01-20
2.5 Risk management plan 14 days Fri 17-01-20 Wed 05-02-20
2.6 Milestone 2: Completion
of planning phase 0 days Wed 05-02-20 Wed 05-02-20
3 Designing phase 28 days Thu 06-02-20 Mon 16-03-20
3.1 Creating proper design for
the project 15 days Thu 06-02-20 Wed 26-02-20
3.2 Asking for approval 12 days Thu 27-02-20 Fri 13-03-20
3.3 Getting approval for the
project design 1 day Mon 16-03-20 Mon 16-03-20
3.4 Milestone 3: Completion
of design phase 0 days Mon 16-03-20 Mon 16-03-20
4 Construction phase 218 days Tue 17-03-20 Thu 14-01-21
4.1 Determining the location 10 days Tue 17-03-20 Mon 30-03-20
4.2 Determining the grid
connection point 15 days Tue 31-03-20 Mon 20-04-20
4.3
Pre-construction
documentation and
negotiations
20 days Tue 21-04-20 Mon 18-05-20
4.4 Infrastructure 25 days Tue 19-05-20 Mon 22-06-20
4.5 Purchase of equipment
and logistics 30 days Tue 23-06-20 Mon 03-08-20
4.6 Mounting of the
supporting structures 25 days Tue 04-08-20 Mon 07-09-20
4.7 Solar panel installation 24 days Tue 08-09-20 Fri 09-10-20
4.8 Setting transformer 25 days Mon 12-10-20 Fri 13-11-20
4.9 Connection to the grid 24 days Mon 16-11-20 Thu 17-12-20
4.10 Monitoring setup 20 days Fri 18-12-20 Thu 14-01-21
4.11 Milestone 4: Completion
of construction phase 0 days Thu 14-01-21 Thu 14-01-21
5 Closure phase 16 days Fri 15-01-21 Fri 05-02-21
5.1 Sign off 2 days Fri 15-01-21 Mon 18-01-21
5.2 Post project review 6 days Tue 19-01-21 Tue 26-01-21
5.3 Documentation 8 days Wed 27-01-21 Fri 05-02-21
5.4 Milestone 5: Completion
of closure phase 0 days Fri 05-02-21 Fri 05-02-21
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5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY
The estimation that is showcased below generally reflects that the project will get
finished within the assumed budget that is around $275 million
Materials/ resources Cost
Investment in human resources $50,000,000
Investment in materials $90,000,000
Investment in operations $50,000,000
Investment of additional resources $40,000,000
Extra expenditure $45,000,000
Total budget $275,000,000
The funding strategy is one of the written as well as the agreed plan that assists in
determining the financial needs of the entire organization over the entire length of the time.
Moreover, it is found that the funding strategy generally helps in covering three to five year
timescale as well as detailing the plans for the end of that particular period. In order to get the
funds from the government, the manager helps in reflecting the entire plan of the project
including the benefits with the help of the business plan. By analyzing the entire business
plan, the government provides proper funding of $275 million in the project in order to
accomplish the goals.
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY
The risks that are generally determined during the construction of the solar plant are
generally showcased in the table that is given below.
Risk Impact Probability Mitigation Responsible
Delay in the
project for
schedule
slippage
High High The schedule of
the project must
be managed
effectively by
keeping track
on the project.
Project
planner
Financial
challenges in
the project
High High The financial
challenges must
be resolved by
keeping track
on the
expenditure.
Financial
manager
Lack of good
quality
Medium High The quality of
the project must
Quality
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materials be properly
managed by
using proper
quality
standards.
analyst
Lack of
experience
Medium Medium It is quite
important to
give the facility
of training to
the project team
Trainer.
5.4 PROJECT QUALITY MANAGEMENT STRATEGY
It is found that in order to manage the quality of the project for constructing the solar
panel, it is quite necessary to utilize the following strategies which are illustrated below:
Continuous checking of the project quality: It is necessary to check the quality of the
materials that are mainly used within the project before implementing the work activities of
the project effectively. Continuous checking of the project quality are generally important for
ensuring that proper quality standards are mainly used within the project.
Control the quality of the deliverables: The quality control activities are those that
generally focus on the overall quality of the entire project. The quality controls are generally
considered as the responsibility of the entire project manager. This is also known as
inspection and this procedure is helpful in validating the entire level of quality with the help
of inspection.
Development of quality plan: It is necessary to develop a quality plan for properly
understanding the quality requirements as well as expectations, quality roles as well as
quality tools in order to properly measure the quality and for properly validating the process
acceptance effectively. In addition to this, the quality plan helps in describing the overall
control as well as quality assurance related steps for successfully implementing the project
for checking the quality.
5.5 PROJECT COMPLETION STRATEGY
The strategies that are needed to be followed for successful completion of the project
strategies are generally elaborated below:
Importance of teamwork: Teamwork is one of the crucial steps for planning the
project successfully for including the stakeholders buy in as well as involvement of the
project in the development procedure. It is necessary to use proper plan that generally act as
one of the roadmap for the entire project.
Communication: Communication within the project team helps in making sure that the
project objectives will be accomplished on time. As proper management in the project I
necessary for successful project execution therefore it is necessary to communicate the status
report on regular basis.
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Monitor progress and performance through accountability: It is necessary to
monitor the activities of the project quite effectively so that the entire project can be managed
properly.
5.6 BENEFITS REALISATION PLAN
The benefit realization plan that is mainly created helps in reflecting that the undertaken
project is quite successful. The ROI that is achieved within the project is showcased below:
Project Cost-Benefit Analysis
Analysis
Variables
:
Discount
Rate
Used 0.00%
Annual
Benefits
$
1000,0
0,000.
00
Annual
Operatio
nal Costs
$
120,00
,000.0
0
One-
Time
Developm
ent Cost
$
2750,0
0,000.
00
Year of
Project
0 1 2 3 4 5
TOTA
LS
Economic
Benefit $0.00
$
1000,00,
000.00
$
1000,00
,000.00
$
1000,
00,00
0.00
$
1000,00
,000.00
$
1000,
00,00
0.00
Discount
Rate 1.0000 1.0000 1.0000
1.000
0 1.0000
1.000
0
PV of
Benefits $0.00
$1000,0
0,000.00
$1000,0
0,000.0
0
$1000
,00,00
0.00
$1000,0
0,000.0
0
$1000
,00,00
0.00
NPV of
all
BENEFI
TS $0.00
$
1000,00,
000.00
$
2000,00
,000.00
$
3000,
00,00
0.00
$
4000,00
,000.00
$
5000,
00,00
0.00
$
5000,0
0,000.
00
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One-
Time
COSTS
$
(2750,00,
000.00)
Recurrin
g Costs $0.00
$
(120,00,
000.00)
$
(120,00
,000.00
)
$
(120,0
0,000.
00)
$
(120,00
,000.00
)
$
(120,0
0,000.
00)
Discount
Rate 1.0000 1.0000 1.0000
1.000
0 1.0000
1.000
0
PV of
Recurrin
g Costs $0.00
$
(120,00,
000.00)
$
(120,00
,000.00
)
$
(120,0
0,000.
00)
$
(120,00
,000.00
)
$
(120,0
0,000.
00)
NPV of
all
COSTS
$
(2750,00,
000.00)
$
(2870,00
,000.00)
$
(2990,0
0,000.0
0)
$
(3110,
00,00
0.00)
$
(3230,0
0,000.0
0)
$
(3350,
00,00
0.00)
$
(3350,
00,000
.00)
Overall
NPV
$
1650,0
0,000.
00
Overall
ROI
0.4925
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APPENDIX A
A.1 PROJECT SCHEDULE
Figure 2: Schedule
(Source: Created by Author)
A.2 PROJECT COST PLAN
Materials/ resources Cost
Investment in human resources $50,000,000
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Investment in materials $90,000,000
Investment in operations $50,000,000
Investment of additional resources $40,000,000
Extra expenditure $45,000,000
Total budget $275,000,000
A.3 BENEFI RELAIZATION PLAN
Analysis Variables:
Discount Rate Used 0.00%
Annual Benefits 1000,00,000.00$
Annual Operational Costs 120,00,000.00$
One-Time Development Cost 2750,00,000.00$
Year of Project
0 1 2 3 4
Economic Benefit $0.00 1000,00,000.00$ 1000,00,000.00$ 1000,00,000.00$ 1000,00,000.00$
Discount Rate 1.0000 1.0000 1.0000 1.0000 1.0000
PV of Benefits $0.00 $1000,00,000.00 $1000,00,000.00 $1000,00,000.00 $1000,00,000.00
NPV of all BENEFITS $0.00 1000,00,000.00$ 2000,00,000.00$ 3000,00,000.00$ 4000,00,000.00$
One-Time COSTS (2750,00,000.00)$
Recurring Costs $0.00 (120,00,000.00)$ (120,00,000.00)$ (120,00,000.00)$ (120,00,000.00)$
Discount Rate 1.0000 1.0000 1.0000 1.0000 1.0000
PV of Recurring Costs $0.00 (120,00,000.00)$ (120,00,000.00)$ (120,00,000.00)$ (120,00,000.00)$
NPV of all COSTS (2750,00,000.00)$ (2870,00,000.00)$ (2990,00,000.00)$ (3110,00,000.00)$ (3230,00,000.00)$
Project Cost-Benefit Analysis
Figure 3: Benefit realization plan
(Source: Created by Author)
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