Project Management Institute

Archipel feasibility study

a questionable consensus approach

There are a variety of project decision-making frameworks that organizations and stakeholders can use to implement feasibility studies and make informed project investment decisions. This article examines a post-facto critical analysis of a feasibility study, one that uses a consensus approach to examine a multipurpose watershed project known as Archipel, an effort that involved several departments within the Canadian Government. In doing so, it describes the project's history and lists its three objectives. It also identifies the five feasibility findings that most significantly influenced the project team's decisions. It then details the team's decision-making process and outlines the feasibility study's efficiency and effectiveness criteria, which includes the seven responsibilities of the study's project manager; it also evaluates the feasibility study's process, an evaluation informed by a review of the study's reports and a 50-question survey administered to 20 high-ranking study participants.
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