Feasibility Study and Timeline Assessment 2022

Running head: PROJECT FEASIBILITY STUDY AND TIMELINE
Assessment 2 – Project Feasibility Study and Timeline
Name of the Student:
Name of the University:

1PROJECT FEASIBILITY STUDY AND TIMELINE

2PROJECT FEASIBILITY STUDY AND TIMELINE
Table of Contents
Introduction......................................................................................................................................2
1. Feasibility report and project timeline.........................................................................................2
2. Project constraints and goals.......................................................................................................6
2.1 Constraints.............................................................................................................................6
2.2 Project goal............................................................................................................................8
3. Macro environment......................................................................................................................8
3.1 Economic...............................................................................................................................8
3.2 Competitive............................................................................................................................8
3.3 Resourcing.............................................................................................................................9
4. Demographic factor.....................................................................................................................9
5. Micro environment business driver...........................................................................................10
5.1 Technical or internal expertise.............................................................................................10
5.2 Time pressure.......................................................................................................................10
5.3 People related considerations..............................................................................................10
Conclusion.....................................................................................................................................10
References......................................................................................................................................12

3PROJECT FEASIBILITY STUDY AND TIMELINE
Introduction
In real estate industry Duplex design is a typical structure used to fulfill residential
purposes that are consisting of two different living units but a common wall. The real estate
agents can enlist these construction properties for sale either as commercial or as residential
because these are purchased for diverse purposes. The location selected for construction of the
duplex building is 22 Hampden St, North Sydney, New South Wales (NSW) 2060. The primary
objective of the project is to complete the construction work in the estimated funding of
$800,000 and time of 9 months without extension.
The responsibility of the supervisor is to create maximum equity and income from the
project. Both project timeline and feasibility analysis report are presented below for the duplex
construction project to ensure that it is gaining maximum profit from the residential rent. The
project goals and constraints are illustrated in the report through analyzing the micro and macro
business environment. The project plan must have the ability to avoid all technical difficulties
and challenges.
1. Feasibility report and project timeline
Feasibility analysis is a process or activity set that makes a project plan, design and
strategies effective and success as well. For validating decisions, constraints, business case,
project development approaches and preliminary assumptions validate the feasibility analysis is
conducted. The feasibility analysis report deals with financial structure, schedule, technology,
market details, regulations and other structures. An appropriate feasibility analysis report
identifies detail business analysis report, decisions, constraints and project tools and technique
required for the project implementation.

4PROJECT FEASIBILITY STUDY AND TIMELINE
Different components considered for duplex project, are stamp duty, project value and
conveying fees. The detail of the above mentioned factors are elaborated below:
Stamp duty: Based on value of a specific property the stamp duty is calculated. For
different countries the stamp duty values differ. The stamp duty rates in NSW are calculated.
Stamp duty for the property selected for duplex construction is of $800,000 and the stamp duty
for this is $40,490 plus $5.50 for every $100. Stamp duty is a payable amount that is applicable
on different legal documents specified by statute. The duties can be either fixed or it can also
vary based on products, services and property status. This is mainly a tax value paid for any type
of transaction depending on document exchange or instrument execution. Different stamp duties
that are generally used by the project supervisor and local council are impressed stamp, adhesive
stamp etc. For this particular project, adhesive stamp duty will be much suitable.
Commercial value determined for the Duplex construction project: The net value
estimated for the construction project is $800,000, which is further divided into outgoing cost
and holding cost. A Gantt chart or detail timeline is presented in the paper for successfully
completing the Duplex resident construction project.
Conveyancing fees: It has been identified that, there is no specific cost set for the
construction project. This fee is negotiable and the project supervisor needs to obtain a fee
estimated. However the fees may vary for different conveyancers. For some conveyancers the
change is fixed and for some the fees are sliding in nature. Disbursements are those charges
incurred by the project conveyancers. The stamp duty cost is estimated based on the purchase
price of the property. Within 3 months from the property purchase the stamp duty value or the
payable cost needs to be paid. Building insurance fee is also recommended for the project to be

5PROJECT FEASIBILITY STUDY AND TIMELINE
taken out. This amount also varies from each other and therefore, based on project details and
purchase cost the stamp duty is decided. The detail feasibility report is presented in the below
section:
1. Land Information 2. Purchase
Information
Land Address: 22 Hampden St,
North Sydney
Land Price: $200,000
Suburb/Town: Sydney Stamp Duty: $20,000
Land Size: 1.5 Acre Conveyancing Fees: $15,000
3. Local Council
Information
4. Construction
Information
Local Council Name: Campbelltown Builder Name: Pivotal construction
Pty Limited
Minimum Land
Allotment Size:
1.5 Acre Duplex
Construction Costs:
$800,000
Development
Planning Fees:
$50,000
Monthly Council
Rates:
$500
5. Duplex
Information
Duplex Estimated $800,000

6PROJECT FEASIBILITY STUDY AND TIMELINE
Value:
Monthly Rental
Income:
$40,000
Monthly Agent Fees: $500
Monthly Landlord
Insurance:
$2,000
6. Project Results
Equity Value = Duplex Value of
$800000
le
ss
Total Outgoings of
$1085000
equals $-285000
Net Monthly Rental
Income =
Gross Monthly Rent
of $40000
le
ss
Holding Costs of
$3000
equals $37000

7PROJECT FEASIBILITY STUDY AND TIMELINE
Figure 1: Gantt chart for the construction project
(Source: created by author)
2. Project constraints and goals
2.1 Constraints
For ultimate project success, project supervisors are required to estimate the limits or
boundary and potential risks. The three basic constraints in which supervisor needs to focus on
include time, cost and budget. These three components are known as triple project constraints.
The success and failure of any project is dependent on the behavior f the time, scope and budget
estimated for the project. It is role of the project supervisor to distribute the project activities in
smaller segments to make sure that it is getting completed in the assigned time and budget.
Scope: The project initiates with selection of land for approximately 1.5 Acre so that a
duplex residential building get constructed in 9 months without delay or extension. In order to
initiate this project firstly a detail feasibility analysis is conducted. The location identified for the
project is 22 Hampden St, North Sydney which is not a sub rub a scope statement is developed
and shared among the project team members for better project understanding. The other factors
and components in which the project supervisor requires to focus on are risk management,
stakeholder engagement and schedule management plan. Each project activity is not equally
important and complex. Therefore, based on complexity different time has to be set for separate
project activities. For each activity different resources are also assigned. It is responsibility of
the supervisor to complete the tasks within that time. Therefore, it can be said that, before

8PROJECT FEASIBILITY STUDY AND TIMELINE
assigning resources to activities the skills and knowledge of the project team associates are
needed to be measured and analyzed.
Time: The duplex construction project identified that it needs to be completed in 9
months without any delay. For keeping the project deliverable within time and track the
supervisor should track the progress throughout the project development life cycle period.
Periodic project monitoring will help to identify the current status of the project. This project is
differentiated in smaller part and for each part again separate timeline has been set. Time
management is a major tool used to avoid risks of over allocation of time, over running time and
over running budget. Time and cost are two directly proportional project related components. If
the estimated time for project exceeds then the cost assigned earlier will also increase. In order
to avoid the risks of overrunning budget and time supervisor needs to maintain the project to
keep it on track.
Budget: The standard land that is required for the construction of a duplex building is 1
acre to 2 acre. However, for this project the undertaken land size is 1.5 Acre. Considering time
and resources the total budget estimated for the project is $800,000. Different cost measurement
techniques and tools are there such as such as bottom down cost analysis, cost benefit analysis,
ROI, payback period, NPV etc. It is recognized that for this specific project the most suitable
cost measurement approach is payback period. Payback period measures the net time that the
project will take to regain the investment. In order to reduce the challenges which New South
Wales (NSW) was facing due to the increasing population can be reduced with successful
implementation of the project.

9PROJECT FEASIBILITY STUDY AND TIMELINE
2.2 Project goal
The project goal is to create much possible equity in the project so that the project owner
can bring high level income from the project. The budgets set for the residence are affordable.
For ensuring the project success a feasibility analysis and timeline are prepared. Not only this but
also, the micro and macro business environment of NSW are critically analyzed to ensure that
which specific actors required additional attention for successful implementation of the project.
A land of 1.5 Acre in 22 Hampden St, North Sydney is selected for the duplex construction
project.
3. Macro environment
3.1 Economic
The local council of New South Wales (NSW) and government is prepared t make
needful investment for the project. For the construction of duplex resident building in 22
Hampden St, North Sydney the sponsors have invested enough amounts. The type of contract
used for the project is fixed cost. Therefore, it is duty of the project supervisor and local council
to make sure that the cost will not exceed the primary estimated value. The costs determined or
set for the resident are also affordable for the target customer. A feasibility analysis is conducted
to measure the equity value, monthly rental, net outgoing cost and the holding cost as well.
3.2 Competitive
The construction industry in the selected location is not so tough but there are many
companies who serves similar service n New South Wales. Before entering to the industry it is
responsibility of the project owners to make sure that the competitive market is deeply analyzed

10PROJECT FEASIBILITY STUDY AND TIMELINE
by the market analysts. The most competitive construction and civil engineering companies in
Australia are CPB contractors, Lend lease, Laing O’Rourke Australia, Hutchison etc. The
construction needs to be conducted considering the status of the other construction companies.
3.3 Resourcing
Based on project status the most suitable human and physical resource needs to be
assigned to different project activities. Resource management is referred to as a preplanned
scheduling process that helps to increase the overall efficiency of the business as well. For this
construction project resource management is completely centered on optimization and efficiency.
The resource managers assigned to the project should design the resource management program
in such a way so that it can avoid the challenges of resource over allocation and overrunning
project budget as well. Initially the resources capability of the project needs to be checked and
then resources needed to be allocated. It helps to manage competencies, collaboration, and team
unity. Individual’s performance is also monitored easily with proper resource management
activity.
4. Demographic factor
Before initiation of the project, demographic factors are needed to be considered by the
project associates. The demographic factor deals with age, monthly income, gender of the
customers. The target customers chosen for the project are belong to the age group of 25 and 56.

11PROJECT FEASIBILITY STUDY AND TIMELINE
5. Micro environment business driver
5.1 Technical or internal expertise
The construction project requires technical experts during the project initiation phase to
make sure that, the blueprint id clear to all the associates.
5.2 Time pressure
The total time assigned for the project is 9 months. The broad task is differentiated into
small parts to reduce time pressure and work load from the project team associates.
5.3 People related considerations
In order to accomplish the project many associates are required. The allocation should
have been done after measuring their skills and knowledge.
Conclusion
From the overall discussion it can be concluded that, this specific real estate development
business will be completed in reserved cash amount of $800,000 and time of 9 months. The site
or location selected for the construction was not highly populated in the early days but the
population of the location is growing frequently. The block of land considered and approved by
the local council for the project is 1.5acre. The construction land size is prescribed by the local
council. Not only this but also, the selling price set for residential plots are affordable for the
target audience. Triple project constraints selected for the construction are scope, cost and time.
From the feasibility analysis report it is identified that, the project owner will be able to gain
measurable commercial value from the project construction project. Both the micro and macro

12PROJECT FEASIBILITY STUDY AND TIMELINE
business environment are analyzed before final execution of the project. Both feasibility analysis
report and detail timeline for the project is elaborated in the paper.

13PROJECT FEASIBILITY STUDY AND TIMELINE
References
Banihashemi, S., Hosseini, M.R., Golizadeh, H. and Sankaran, S., 2017. Critical success factors
(CSFs) for integration of sustainability into construction project management practices in
developing countries. International Journal of Project Management, 35(6), pp.1103-1119.
Brioso, X., 2015. Integrating ISO 21500 guidance on project management, lean construction and
PMBOK. Procedia Engineering, 123, pp.76-84.
Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction
project management performance. International Journal of Project Management, 35(8),
pp.1639-1654.
Eroshkin, S.Y., Koryagin, N.D., Kovkov, D.V., Panov, D.V. and Sukhorukov, A.I., 2017. The
paradigm of the integration of different types of management information systems in investment
and construction company implementing the project approach. Procedia Computer Science, 103,
pp.605-608.
Ferrada, X., Núñez, D., Neyem, A., Serpell, A. and Sepúlveda, M., 2016. A lessons-learned
system for construction project management: a preliminary application. Procedia-Social and
Behavioral Sciences, 226, pp.302-309.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.

14PROJECT FEASIBILITY STUDY AND TIMELINE
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through
project control in infrastructure projects. International Journal of Project Management, 35(6),
pp.1167-1183.
Ogunde, A., Olaolu, O., Afolabi, A.O., Owolabi, J. and Ojelabi, R.A., 2017. Challenges
confronting construction project management system for sustainable construction in developing
countries: Professionals perspectives (a case study of Nigeria). Journal of Building
Performance, 8(1), pp.1-11.
Qazi, A., Quigley, J., Dickson, A. and Kirytopoulos, K., 2016. Project Complexity and Risk
Management (ProCRiM): Towards modelling project complexity driven risk paths in
construction projects. International Journal of Project Management, 34(7), pp.1183-1198.
Sears, S.K., Sears, G.A., Clough, R.H., Rounds, J.L. and Segner, R.O., 2015. Construction
project management. John Wiley & Sons.
Tabassi, A.A., Roufechaei, K.M., Ramli, M., Bakar, A.H.A., Ismail, R. and Pakir, A.H.K., 2016.
Leadership competences of sustainable construction project managers. Journal of Cleaner
Production, 124, pp.339-349.