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What is a Feasibility Study and its Importance?

This blog talks about how a study that assesses the potential success of a proposed project. Let’s dive in to learn how to conduct this study and comprehend what determines the viability of a project. It will help you understand how the Feasibility Study evaluates the necessity of a project in terms of legal aspects. Read more!

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A Feasibility Study is a crucial assessment that is during Project Management conducted to determine the viability and potential success of a project. By thoroughly examining such factors, stakeholders can make informed decisions regarding the project’s feasibility. Apart from the technical and financial considerations, this study ensures a project’s compliance with relevant laws, regulations and industry standards. To give you a better overview, this blog will talk about the multiple aspects associated with this. So, let’s dive in to comprehend the significance of a Feasibility Study. After reading this blog, stakeholders can make well-informed decisions that enhance the chances of a project’s success.

Table of Contents 

1) Feasibility Study - An overview

2) Importance of a Feasibility Study 

3)  Types of Feasibility Studies

4) What is included in a Feasibility Study report?

5) Examples of a Feasibility Study

6) Seven steps to do a Feasibility Study

7) Conclusion

Feasibility Study - An overview

A Feasibility Study is an initial investigation into the potential benefits and viability of a project or endeavour. An impartial appraisal that looks at a project's technical, financial, legal, and environmental elements is what this study provides.

Importance of a Feasibility Study

A Feasibility Study may reveal novel concepts that fundamentally alter the Scope of a Project . Feasibility Studies are of the greatest importance in the decision-making process when it comes to projects, businesses, and investments. They are mostly structured assessments that are focused on various aspects of a proposed project`s Feasibility. The following are some of its advantages:

a) Increases the focus of project teams 

b) Finds fresh opportunities 

c) Gives important information to help make a "go/no-go" choice. 

d) Reduces the number of available business options 

e) Finds a good cause to start the project

f) Increases the success rate through the assessment of several factors 

g)  Assists in making project decisions 

h) Identifies grounds for not moving forward

Types of Feasibility Studies

Technical Feasibility Study

A technical Feasibility Study aims to verify whether the organisation is eligible to use its technical in-house resources and expertise to perform successfully. This assessment involves scrutinising various aspects, including the following:

a) Production capacity: Does the company have the resource base to produce that number of products and services for the customers? 

b) Facility needs: Will today’s facilities fulfil the standards required, or will new facilities be constructed?

c) Raw materials and supply chain: Are there enough purchases, and have the organisation maintained a supply chain?

d) Regulatory compliance: Does the Project Execution follow the relevant guidelines and professionals bear the relevant certifications to meet the requirements and the industry standards?

Economic Feasibility Study 

It is a financial Feasibility Study that primarily examines the project's financial viability. The economic Feasibility Study typically involves several steps:

a) Determining capital requirements: Calculate funding collection, overhead, and other capital.

b) Cost breakdown: Determining and listing all the project costs including the purchase of materials, hardware, labour, and overheard costs are too.

c) Funding sources: Trying out a variety of possible solutions like banks, stakes, or grants.

d) Revenue projection: By using prediction tools such as a cost-benefit analysis or business forecasting to get the level of income, return on investment and profit margin.

e) Financial analysis: Projecting the performance of the Project based on means that are related to a financial analysis and are characterised by the utilisation of such things as cash flow statements, balance sheets and financial projections.

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Legal Feasibility Study  

Legal Feasibility is a type of analysis that seeks to confirm that a pProject follows all the relevant laws and regulations. Key considerations include: 

a) Regulatory compliance: Briefing the whole project team about all required laws and regulations that the project has to comply with. 

b) Business structure: Assessing the legal systems (e.g., LLCs vs. corporations) that would best protect liability, governance, and minimising taxation, if any. 

Operational Feasibility Study

An operational Feasibility Study looks at how effectively a product will meet its needs. It also talks about how easy it will be to use and maintain once it is in place. In addition, this study enumerates the necessity of evaluating a product's utility and the response and suggestions of  application development team.

Scheduling Feasibility Study

Proposed project schedules and deadlines are the main subject of a scheduling a Feasibility Study. This evaluation concerns how long team members will need to complete the project. It also highly impacts the business because if the programme isn't finished on time, the planned result might not be realised.

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What is included in a Feasibility Study report? 

You should make a Feasibility Study report before starting a project. This way you can analyse if your business idea is really viable and will bring you success. When you conduct this study, you would have to consider lots of factors such as if the people are going to buy your product or service, how much competition is out there, if the company can afford it and so on. 

The Feasibility Study must include things like how much technology and resources you need and how much you can hope to earn from your investment. The results of this study are put together in a report, which usually includes the following sections:

a) Executive summary

b) Approach to marketing

c) Organisation/staffing

Examples of a Feasibility Study

Feasibility Study has helped decide if big ideas can work. Here are two examples:

University Science Building Upgrade

This example is about a university that wanted to upgrade its old science building from the 1970s. They thought it was outdated and needed a change. To implement this, they evaluated different options and determined how much they would approximately cost. Some people were worried about the project being too expensive or its potential to causeissues in the community. The study also analysed what technology the new building would  require, and how effectively it would help students, and also, if it would attract more students.

Along with this, they looked at the financial aspect too, as to how they would sponsor for it and if they would make more money from having additional students. The study showed that the project could work, so they went ahead with the upgrade.

High-speed Rail Project

This example  is timed when the Washington State Department of Transportation wanted to see if they could build a fast train connecting Vancouver, Seattle, and Portland. To initiate this, they first focused on how to make decisions about the project in the future.

They discussed it with several people and groups to ensure everyone was okay with the plan. Later, they looked at how to pay for it and thought it would cost between $24 billion and $42 billion. They would get money from the government and maybe from loans and investors.

The study showed that the train could bring lots of good things like better jobs and less traffic. They started looking into this in 2016 and finished the study in 2020. They then shared the report with the government.

Seven steps to do a Feasibility Study

As Feasibility Study is a crucial step in determining a potential of a project, it involves a substantial period of time and resources. Let’s take you through some of the steps involved in the following points:

1) Do a preliminary analysis and define the scope of the study

Before going through a Feasibility Study, it is wise that you do just one small check. The time and resources involved in Feasibility Studies may be burdensome; hence, it is imperative to determine if it is worth it as early as possible.

Through this form, one can establish whether the study holds awarding potential and who else should be involved on a higher level. You further this stage by answering questions like what you might win, what pitfalls you will face, and what you need for the success of the project.

2) Prepare a projected income statement

First, while doing a Feasibility Study, you should obtain the income statement projection. In this, the statement calculates earnings and expenditures in subsequent one-year amounts. It is made up of the sum of what you will surely get and the cost you will need to cover.

Smaller businesses tend to need marketing strategies to grow into bigger companies. These facts are extremely important because they help business owners make smart decisions regarding the stage of the business.

3) Carry out market research

Market research is of paramount importance or, naturally, it will be of no use when developing the Feasibility Study. Primarily, it operates to ascertain the viability of the project. This point tells you time, which gives you knowledge of the current market state: Who your customers are, who your competitors are, how big the market is, and how many of it you could have. One way of doing this market research is by asking people questions, referring to experts, and checking very broad social media and other public info to find out what's going on.

4) Organisation and operations plan

Once you've figured out how the market behaves and the scope of your organisation, you can draft the setup of your plan. The detailed work plan for the project will provide the answer to how it will work in a practical form. It tests three aspects of your project, like whether it can be run, whether it is cost-effective, whether it complies with the law, and whether the technology fits.

This is to help you comprehend everything you can do and what you may require to get this project going, for example, the equipment, the materials to start the project, additional costs, and if you need to hire or train people. If you need to, you may make that change if the information you have brought is enough.

5) Calculate and prepare the initial balance of expected revenue and expenses

In this step, you must be expert in handling things from the financial part. You’ll make estimates on how much you may initially spend starting up your project, and then how much your project could make and spend based on that estimate. Among the many issues involved are such as the amount of money you are receiving from your customers, money you owe to others and assets that you own. 

Fixed costs, such as variable costs that will change based on the number of goods you produce, and equipment costs also need to be factored in money you may borrow or pay for land and service other companies. Keeping this in mind, you should also consider your business’ off seasons and how much risk you are willing to take. These calculations save a lot of time and effort and can be used to answer the most difficult questions of Feasibility.

6) Review and analyse all data

After going through all the steps, it's crucial to do a thorough review and analysis. This helps ensure that everything is in order and there's nothing that needs adjusting. Take a moment to carefully look back at your work, including the income statement, and compare it with your expenses and debts. Ask yourself: Does everything still seem realistic?

This is also the perfect opportunity to consider any risks that might come up and create contingency plans to handle them. By doing this, you'll be better prepared for any unexpected challenges that may arise.

7) Make a go/No-go decision

Now, it's time to decide if the project can work. This might seem simple, but all the work you've done so far leads up to this moment of decision-making. Before making the final call, there are a few more things to think about. First, consider if the project is worth the time, effort, and money you'll be putting into it. Is the commitment worth it?

Secondly, think about whether the project fits with what your organisation wants to achieve in the long run. Does it align with the organisation’s strategic goals and plans? These factors are essential to consider before making your decision.

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Conclusion 

You are now more familiar with how a well-executed Feasibility Study is a cornerstone of informed decision-making in Project Management and business ventures. It acts as a critical guide, helping organisations assess the practicality and viability of their initiatives, ultimately minimising risks and increasing the likelihood of success. 

Frequently Asked Questions

Employers value skills like analysis, problem-solving, attention to detail, and communication in Feasibility Study specialists. They need to be good at crunching numbers, finding solutions, and explaining complex ideas clearly.

Many industries need expertise in Feasibility Studies, like Construction, Healthcare, Tech, and more. It helps decide if projects are doable.

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What Is a Feasibility Study?

Understanding a feasibility study, how to conduct a feasibility study, the bottom line.

• Business Essentials

Feasibility Study

Yarilet Perez is an experienced multimedia journalist and fact-checker with a Master of Science in Journalism. She has worked in multiple cities covering breaking news, politics, education, and more. Her expertise is in personal finance and investing, and real estate.

A feasibility study is a detailed analysis that considers all of the critical aspects of a proposed project in order to determine the likelihood of it succeeding.

Success in business may be defined primarily by return on investment , meaning that the project will generate enough profit to justify the investment. However, many other important factors may be identified on the plus or minus side, such as community reaction and environmental impact.

Although feasibility studies can help project managers determine the risk and return of pursuing a plan of action, several steps should be considered before moving forward.

Key Takeaways

• A company may conduct a feasibility study when it’s considering launching a new business, adding a new product line, or acquiring a rival.
• A feasibility study assesses the potential for success of the proposed plan or project by defining its expected costs and projected benefits in detail.
• It’s a good idea to have a contingency plan on hand in case the original project is found to be infeasible.

Lara Antal / Investopedia

A feasibility study is an assessment of the practicality of a proposed plan or project. A feasibility study analyzes the viability of a project to determine whether the project or venture is likely to succeed. The study is also designed to identify potential issues and problems that could arise while pursuing the project.

As part of the feasibility study, project managers must determine whether they have enough of the right people, financial resources, and technology. The study must also determine the return on investment, whether this is measured as a financial gain or a benefit to society, the latter in the case of a nonprofit project.

The feasibility study might include a cash flow analysis, measuring the level of cash generated from revenue vs. the project’s operating costs . A risk assessment must also be completed to determine whether the return is enough to offset the risk of undergoing the venture.

When doing a feasibility study, it’s always good to have a contingency plan that is ready to test as a viable alternative if the first plan fails.

Benefits of a Feasibility Study

There are several benefits to feasibility studies, including helping project managers discern the pros and cons of undertaking a project before investing a significant amount of time and capital into it.

Feasibility studies can also provide a company’s management team with crucial information that could prevent them from entering into a risky business venture.

Such studies help companies determine how they will grow. They will know more about how they will operate, what the potential obstacles are, who the competition is, and what the market is.

Feasibility studies also help convince investors and bankers that investing in a particular project or business is a wise choice.

The exact format of a feasibility study will depend on the type of organization that requires it. However, the same factors will be involved even if their weighting varies.

Preliminary Analysis

Although each project can have unique goals and needs, there are some best practices for conducting any feasibility study:

• Conduct a preliminary analysis, which involves getting feedback about the new concept from the appropriate stakeholders.
• Analyze and ask questions about the data obtained in the early phase of the study to make sure that it’s solid.
• Conduct a market survey or market research to identify the market demand and opportunity for pursuing the project or business.
• Write an organizational, operational, or business plan, including identifying the amount of labor needed, at what cost, and for how long.
• Prepare a projected income statement, which includes revenue, operating costs, and profit .
• Prepare an opening day balance sheet .
• Identify obstacles and any potential vulnerabilities, as well as how to deal with them.
• Make an initial “go” or “no-go” decision about moving ahead with the plan.

Suggested Components

Once the initial due diligence has been completed, the real work begins. Components that are typically found in a feasibility study include the following:

• Executive summary : Formulate a narrative describing details of the project, product, service, plan, or business.
• Technological considerations : Ask what will it take. Do you have it? If not, can you get it? What will it cost?
• Existing marketplace : Examine the local and broader markets for the product, service, plan, or business.
• Marketing strategy : Describe it in detail.
• Required staffing : What are the human capital needs for this project? Draw up an organizational chart.
• Schedule and timeline : Include significant interim markers for the project’s completion date.
• Project financials
• Findings and recommendations : Break down into subsets of technology, marketing, organization, and financials.

Examples of a Feasibility Study

Below are two examples of a feasibility study. The first involves expansion plans for a university. The second is a real-world example conducted by the Washington State Department of Transportation with private contributions from Microsoft Inc.

A University Science Building

Officials at a university were concerned that the science building—built in the 1970s—was outdated. Considering the technological and scientific advances of the last 20 years, they wanted to explore the cost and benefits of upgrading and expanding the building. A feasibility study was conducted.

In the preliminary analysis, school officials explored several options, weighing the benefits and costs of expanding and updating the science building. Some school officials had concerns about the project, including the cost and possible community opposition. The new science building would be much larger, and the community board had earlier rejected similar proposals. The feasibility study would need to address these concerns and any potential legal or zoning issues.

The feasibility study also explored the technological needs of the new science facility, the benefits to the students, and the long-term viability of the college. A modernized science facility would expand the school’s scientific research capabilities, improve its curriculum, and attract new students.

Financial projections showed the cost and scope of the project and how the school planned to raise the needed funds, which included issuing a bond to investors and tapping into the school’s endowment . The projections also showed how the expanded facility would allow more students to be enrolled in the science programs, increasing revenue from tuition and fees.

The feasibility study demonstrated that the project was viable, paving the way to enacting the modernization and expansion plans of the science building.

Without conducting a feasibility study, the school administrators would never have known whether its expansion plans were viable.

A High-Speed Rail Project

The Washington State Department of Transportation decided to conduct a feasibility study on a proposal to construct a high-speed rail that would connect Vancouver, British Columbia, Seattle, Washington, and Portland, Oregon. The goal was to create an environmentally responsible transportation system to enhance the competitiveness and future prosperity of the Pacific Northwest.

The preliminary analysis outlined a governance framework for future decision making. The study involved researching the most effective governance framework by interviewing experts and stakeholders, reviewing governance structures, and learning from existing high-speed rail projects in North America. As a result, governing and coordinating entities were developed to oversee and follow the project if it was approved by the state legislature.

A strategic engagement plan involved an equitable approach with the public, elected officials, federal agencies, business leaders, advocacy groups, and Indigenous communities. The engagement plan was designed to be flexible, considering the size and scope of the project and how many cities and towns would be involved. A team of the executive committee members was formed and met to discuss strategies, as well as lessons learned from previous projects, and met with experts to create an outreach framework.

The financial component of the feasibility study outlined the strategy for securing the project’s funding, which explored obtaining funds from federal, state, and private investments. The project’s cost was estimated to be $24 billion to $42 billion. The revenue generated from the high-speed rail system was estimated to be $160 million to $250 million.

The report bifurcated the money sources between funding and financing. Funding referred to grants, appropriations from the local or state government, and revenue. Financing referred to bonds issued by the government, loans from financial institutions, and equity investments, which are essentially loans against future revenue that need to be paid back with interest.

The sources for the capital needed were to vary as the project moved forward. In the early stages, most of the funding would come from the government, and as the project developed, funding would come from private contributions and financing measures. Private contributors included Microsoft Inc., which donated more than $570,000 to the project.

The benefits outlined in the feasibility report show that the region would experience enhanced interconnectivity, allowing for better management of the population and increasing regional economic growth by $355 billion. The new transportation system would provide people with access to better jobs and more affordable housing. The high-speed rail system would also relieve congested areas from automobile traffic.

The timeline for the study began in 2016, when an agreement was reached with British Columbia to work together on a new technology corridor that included high-speed rail transportation. The feasibility report was submitted to the Washington State Legislature in December 2020.

What Is the Main Objective of a Feasibility Study?

A feasibility study is designed to help decision makers determine whether or not a proposed project or investment is likely to be successful. It identifies both the known costs and the expected benefits.

In business, “successful” means that the financial return exceeds the cost. In a nonprofit, success may be measured in other ways. A project’s benefit to the community it serves may be worth the cost.

What Are the Steps in a Feasibility Study?

A feasibility study starts with a preliminary analysis. Stakeholders are interviewed, market research is conducted, and a business plan is prepared. All of this information is analyzed to make an initial “go” or “no-go” decision.

If it’s a go, the real study can begin. This includes listing the technological considerations, studying the marketplace, describing the marketing strategy, and outlining the necessary human capital, project schedule, and financing requirements.

Who Conducts a Feasibility Study?

A feasibility study may be conducted by a team of the organization’s senior managers. If they lack the expertise or time to do the work internally, it may be outsourced to a consultant.

What Are the 4 Types of Feasibility?

The study considers the feasibility of four aspects of a project:

Technical : A list of the hardware and software needed, and the skilled labor required to make them work

Financial : An estimate of the cost of the overall project and its expected return

Market : An analysis of the market for the product or service, the industry, competition, consumer demand, sales forecasts, and growth projections

Organizational : An outline of the business structure and the management team that will be needed

Feasibility studies help project managers determine the viability of a project or business venture by identifying the factors that can lead to its success. The study also shows the potential return on investment and any risks to the success of the venture.

A feasibility study contains a detailed analysis of what’s needed to complete the proposed project. The report may include a description of the new product or venture, a market analysis, the technology and labor needed, and the sources of financing and capital. The report will also include financial projections, the likelihood of success, and ultimately, a “go” or “no-go” decision.

Washington State Department of Transportation. “ Ultra-High-Speed Rail Study .”

Washington State Department of Transportation. “ Cascadia Ultra High Speed Ground Transportation: Framework for the Future .”

Washington State Department of Transportation. “ Ultra-High-Speed Rail Study: Outcomes .”

Washington State Department of Transportation. “ Ultra-High-Speed Ground Transportation Business Case Analysis ,” Page ii (Page 3 of PDF).

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What is a Feasibility Study and How to Conduct It? (+ Examples)

Appinio Research · 26.09.2023 · 28min read

Are you ready to turn your project or business idea into a concrete reality but unsure about its feasibility? Whether you're a seasoned entrepreneur or a first-time project manager, understanding the intricate process of conducting a feasibility study is vital for making informed decisions and maximizing your chances of success.

This guide will equip you with the knowledge and tools to navigate the complexities of market, technical, financial, and operational feasibility studies. By the end, you'll have a clear roadmap to confidently assess, plan, and execute your project.

What is a Feasibility Study?

A feasibility study is a systematic and comprehensive analysis of a proposed project or business idea to assess its viability and potential for success. It involves evaluating various aspects such as market demand, technical feasibility, financial viability, and operational capabilities. The primary goal of a feasibility study is to provide you with valuable insights and data to make informed decisions about whether to proceed with the project.

Why is a Feasibility Study Important?

Conducting a feasibility study is a critical step in the planning process for any project or business. It helps you:

• Minimize Risks: By identifying potential challenges and obstacles early on, you can develop strategies to mitigate risks.
• Optimize Resource Allocation: A feasibility study helps you allocate your resources more efficiently, including time and money.
• Enhance Decision-Making: Armed with data and insights, you can make well-informed decisions about pursuing the project or exploring alternative options.
• Attract Stakeholders: Potential investors, lenders, and partners often require a feasibility study to assess the project's credibility and potential return on investment.

Now that you understand the importance of feasibility studies, let's explore the various types and dive deeper into each aspect.

Types of Feasibility Studies

Feasibility studies come in various forms, each designed to assess different aspects of a project's viability. Let's delve into the four primary types of feasibility studies in more detail:

1. Market Feasibility Study

Market feasibility studies are conducted to determine whether there is a demand for a product or service in a specific market or industry. This type of study focuses on understanding customer needs, market trends, and the competitive landscape. Here are the key elements of a market feasibility study:

• Market Research and Analysis: Comprehensive research is conducted to gather market size, growth potential , and customer behavior data. This includes both primary research (surveys, interviews) and secondary research (existing reports, data).
• Target Audience Identification: Identifying the ideal customer base by segmenting the market based on demographics, psychographics, and behavior. Understanding your target audience is crucial for tailoring your product or service.
• Competitive Analysis : Assessing the competition within the market, including identifying direct and indirect competitors, their strengths, weaknesses, and market share .
• Demand and Supply Assessment: Analyzing the balance between the demand for the product or service and its supply. This helps determine whether there is room for a new entrant in the market.

2. Technical Feasibility Study

Technical feasibility studies evaluate whether the project can be developed and implemented from a technical standpoint. This assessment focuses on the project's design, technical requirements, and resource availability. Here's what it entails:

• Project Design and Technical Requirements: Defining the technical specifications of the project, including hardware, software, and any specialized equipment. This phase outlines the technical aspects required for project execution.
• Technology Assessment: Evaluating the chosen technology's suitability for the project and assessing its scalability and compatibility with existing systems.
• Resource Evaluation: Assessing the availability of essential resources such as personnel, materials, and suppliers to ensure the project's technical requirements can be met.
• Risk Analysis: Identifying potential technical risks, challenges, and obstacles that may arise during project development. Developing risk mitigation strategies is a critical part of technical feasibility.

3. Financial Feasibility Study

Financial feasibility studies aim to determine whether the project is financially viable and sustainable in the long run. This type of study involves estimating costs, projecting revenue, and conducting financial analyses. Key components include:

• Cost Estimation: Calculating both initial and ongoing costs associated with the project, including capital expenditures, operational expenses, and contingency funds.
• Revenue Projections: Forecasting the income the project is expected to generate, considering sales, pricing strategies, market demand, and potential revenue streams.
• Investment Analysis: Evaluating the return on investment (ROI), payback period, and potential risks associated with financing the project.
• Financial Viability Assessment: Analyzing the project's profitability, cash flow, and financial stability to ensure it can meet its financial obligations and sustain operations.

4. Operational Feasibility Study

Operational feasibility studies assess whether the project can be effectively implemented within the organization's existing operational framework. This study considers processes, resource planning, scalability, and operational risks. Key elements include:

• Process and Workflow Assessment: Analyzing how the project integrates with current processes and workflows, identifying potential bottlenecks, and optimizing operations.
• Resource Planning: Determining the human, physical, and technological resources required for successful project execution and identifying resource gaps.
• Scalability Evaluation: Assessing the project's ability to adapt and expand to meet changing demands and growth opportunities, including capacity planning and growth strategies.
• Operational Risks Analysis: Identifying potential operational challenges and developing strategies to mitigate them, ensuring smooth project implementation.

Each type of feasibility study serves a specific purpose in evaluating different facets of your project, collectively providing a comprehensive assessment of its viability and potential for success.

How to Prepare for a Feasibility Study?

Before you dive into the nitty-gritty details of conducting a feasibility study, it's essential to prepare thoroughly. Proper preparation will set the stage for a successful and insightful study. In this section, we'll explore the main steps involved in preparing for a feasibility study.

1. Identify the Project or Idea

Identifying and defining your project or business idea is the foundational step in the feasibility study process. This initial phase is critical because it helps you clarify your objectives and set the direction for the study.

• Problem Identification: Start by pinpointing the problem or need your project addresses. What pain point does it solve for your target audience?
• Project Definition: Clearly define your project or business idea. What are its core components, features, or offerings?
• Goals and Objectives: Establish specific goals and objectives for your project. What do you aim to achieve in the short and long term?
• Alignment with Vision: Ensure your project aligns with your overall vision and mission. How does it fit into your larger strategic plan?

Remember, the more precisely you can articulate your project or idea at this stage, the easier it will be to conduct a focused and effective feasibility study.

2. Assemble a Feasibility Study Team

Once you've defined your project, the next step is to assemble a competent and diverse feasibility study team. Your team's expertise will play a crucial role in conducting a thorough assessment of your project's viability.

• Identify Key Roles: Determine the essential roles required for your feasibility study. These typically include experts in areas such as market research, finance, technology, and operations.
• Select Team Members: Choose team members with the relevant skills and experience to fulfill these roles effectively. Look for individuals who have successfully conducted feasibility studies in the past.
• Collaboration and Communication: Foster a collaborative environment within your team. Effective communication is essential to ensure everyone is aligned on objectives and timelines.
• Project Manager: Designate a project manager responsible for coordinating the study, tracking progress, and meeting deadlines.
• External Consultants: In some cases, you may need to engage external consultants or specialists with niche expertise to provide valuable insights.

Having the right people on your team will help you collect accurate data, analyze findings comprehensively, and make well-informed decisions based on the study's outcomes.

3. Set Clear Objectives and Scope

Before you begin the feasibility study, it's crucial to establish clear and well-defined objectives. These objectives will guide your research and analysis efforts throughout the study.

Steps to Set Clear Objectives and Scope:

• Objective Clarity: Define the specific goals you aim to achieve through the feasibility study. What questions do you want to answer, and what decisions will the study inform?
• Scope Definition: Determine the boundaries of your study. What aspects of the project will be included, and what will be excluded? Clarify any limitations.
• Resource Allocation: Assess the resources needed for the study, including time, budget, and personnel. Ensure that you allocate resources appropriately based on the scope and objectives.
• Timeline: Establish a realistic timeline for the feasibility study. Identify key milestones and deadlines for completing different phases of the study.

Clear objectives and a well-defined scope will help you stay focused and avoid scope creep during the study. They also provide a basis for measuring the study's success against its intended outcomes.

4. Gather Initial Information

Before you delve into extensive research and data collection, start by gathering any existing information and documents related to your project or industry. This initial step will help you understand the current landscape and identify gaps in your knowledge.

• Document Review: Review any existing project documentation, market research reports, business plans, or relevant industry studies.
• Competitor Analysis: Gather information about your competitors, including their products, pricing, market share, and strategies.
• Regulatory and Compliance Documents: If applicable, collect information on industry regulations, permits, licenses, and compliance requirements.
• Market Trends: Stay informed about current market trends, consumer preferences, and emerging technologies that may impact your project.
• Stakeholder Interviews: Consider conducting initial interviews with key stakeholders, including potential customers, suppliers, and industry experts, to gather insights and feedback.

By starting with a strong foundation of existing knowledge, you'll be better prepared to identify gaps that require further investigation during the feasibility study. This proactive approach ensures that your study is comprehensive and well-informed from the outset.

How to Conduct a Market Feasibility Study?

The market feasibility study is a crucial component of your overall feasibility analysis. It focuses on assessing the potential demand for your product or service, understanding your target audience, analyzing your competition, and evaluating supply and demand dynamics within your chosen market.

Market Research and Analysis

Market research is the foundation of your market feasibility study. It involves gathering and analyzing data to gain insights into market trends, customer preferences, and the overall business landscape.

• Data Collection: Utilize various methods such as surveys, interviews, questionnaires, and secondary research to collect data about the market. This data may include market size, growth rates, and historical trends.
• Market Segmentation: Divide the market into segments based on factors such as demographics, psychographics , geography, and behavior. This segmentation helps you identify specific target markets .
• Customer Needs Analysis: Understand the needs, preferences, and pain points of potential customers . Determine how your product or service can address these needs effectively.
• Market Trends: Stay updated on current market trends, emerging technologies, and industry innovations that could impact your project.
• SWOT Analysis: Conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis to identify internal and external factors that may affect your market entry strategy.

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Target Audience Identification

Knowing your target audience is essential for tailoring your product or service to meet their specific needs and preferences.

• Demographic Analysis: Define the age, gender, income level, education, and other demographic characteristics of your ideal customers.
• Psychographic Profiling: Understand the psychographics of your target audience, including their lifestyle, values, interests, and buying behavior.
• Market Segmentation: Refine your target audience by segmenting it further based on shared characteristics and behaviors.
• Needs and Pain Points: Identify your target audience's unique needs, challenges, and pain points that your product or service can address.
• Competitor's Customers: Analyze the customer base of your competitors to identify potential opportunities for capturing market share.

Competitive Analysis

Competitive analysis helps you understand the strengths and weaknesses of your competitors, positioning your project strategically within the market.

• Competitor Identification: Identify direct and indirect competitors within your industry or market niche.
• Competitive Advantage: Determine the unique selling points (USPs) that set your project apart from competitors. What value can you offer that others cannot?
• SWOT Analysis for Competitors: Conduct a SWOT analysis for each competitor to assess their strengths, weaknesses, opportunities, and threats.
• Market Share Assessment: Analyze each competitor's market share and market penetration strategies.
• Pricing Strategies: Investigate the pricing strategies employed by competitors and consider how your pricing strategy will compare.

Leveraging the power of data collection and analysis is essential in gaining a competitive edge. With Appinio , you can efficiently gather critical insights about your competitors, their strengths, and weaknesses. Seamlessly integrate these findings into your market feasibility study, empowering your project with a strategic advantage.

Demand and Supply Assessment

Understanding supply and demand dynamics is crucial for gauging market sustainability and potential challenges.

• Market Demand Analysis: Estimate the current and future demand for your product or service. Consider factors like seasonality and trends.
• Supply Evaluation: Assess the availability of resources, suppliers, and distribution channels required to meet the expected demand.
• Market Saturation: Determine whether the market is saturated with similar offerings and how this might affect your project.
• Demand Forecasting: Use historical data and market trends to make informed projections about future demand.
• Scalability: Consider the scalability of your project to meet increased demand or potential fluctuations.

A comprehensive market feasibility study will give you valuable insights into your potential customer base, market dynamics, and competitive landscape. This information will be pivotal in shaping your project's direction and strategy.

How to Conduct a Technical Feasibility Study?

The technical feasibility study assesses the practicality of implementing your project from a technical standpoint. It involves evaluating the project's design, technical requirements, technological feasibility, resource availability, and risk analysis. Let's delve into each aspect in more detail.

1. Project Design and Technical Requirements

The project design and technical requirements are the foundation of your technical feasibility study. This phase involves defining the technical specifications and infrastructure needed to execute your project successfully.

• Technical Specifications: Clearly define the technical specifications of your project, including hardware, software, and any specialized equipment.
• Infrastructure Planning: Determine the physical infrastructure requirements, such as facilities, utilities, and transportation logistics.
• Development Workflow: Outline the workflow and processes required to design, develop, and implement the project.
• Prototyping: Consider creating prototypes or proof-of-concept models to test and validate the technical aspects of your project.

2. Technology Assessment

A critical aspect of the technical feasibility study is assessing the technology required for your project and ensuring it aligns with your goals.

• Technology Suitability: Evaluate the suitability of the chosen technology for your project. Is it the right fit, or are there better alternatives?
• Scalability and Compatibility: Assess whether the chosen technology can scale as your project grows and whether it is compatible with existing systems or software.
• Security Measures: Consider cybersecurity and data protection measures to safeguard sensitive information.
• Technical Expertise: Ensure your team or external partners possess the technical expertise to implement and maintain the technology.

3. Resource Evaluation

Resource evaluation involves assessing the availability of the essential resources required to execute your project successfully. These resources include personnel, materials, and suppliers.

• Human Resources: Evaluate whether you have access to skilled personnel or if additional hiring or training is necessary.
• Material Resources: Identify the materials and supplies needed for your project and assess their availability and costs.
• Supplier Relationships: Establish relationships with reliable suppliers and consistently assess their ability to meet your resource requirements.

4. Risk Analysis

Risk analysis is a critical component of the technical feasibility study, as it helps you anticipate and mitigate potential technical challenges and setbacks.

• Identify Risks: Identify potential technical risks, such as hardware or software failures, technical skill gaps, or unforeseen technical obstacles.
• Risk Mitigation Strategies: Develop strategies to mitigate identified risks, including contingency plans and resource allocation for risk management.
• Cost Estimation for Risk Mitigation: Assess the potential costs associated with managing technical risks and incorporate them into your project budget.

By conducting a thorough technical feasibility study, you can ensure that your project is technically viable and well-prepared to overcome technical challenges. This assessment will also guide decision-making regarding technology choices, resource allocation, and risk management strategies.

How to Conduct a Financial Feasibility Study?

The financial feasibility study is a critical aspect of your overall feasibility analysis. It focuses on assessing the financial viability of your project by estimating costs, projecting revenue, conducting investment analysis, and evaluating the overall financial health of your project. Let's delve into each aspect in more detail.

1. Cost Estimation

Cost estimation is the process of calculating the expenses associated with planning, developing, and implementing your project. This involves identifying both initial and ongoing costs.

• Initial Costs: Calculate the upfront expenses required to initiate the project, including capital expenditures, equipment purchases, and any development costs.
• Operational Costs: Estimate the ongoing operating expenses, such as salaries, utilities, rent, marketing, and maintenance.
• Contingency Funds: Allocate funds for unexpected expenses or contingencies to account for unforeseen challenges.
• Depreciation: Consider the depreciation of assets over time, as it impacts your financial statements.

2. Revenue Projections

Revenue projections involve forecasting the income your project is expected to generate over a specific period. Accurate revenue projections are crucial for assessing the project's financial viability.

• Sales Forecasts: Estimate your product or service sales based on market demand, pricing strategies, and potential growth.
• Pricing Strategy: Determine your pricing strategy, considering factors like competition, market conditions, and customer willingness to pay.
• Market Penetration: Analyze how quickly you can capture market share and increase sales over time.
• Seasonal Variations: Account for any seasonal fluctuations in revenue that may impact your cash flow.

3. Investment Analysis

Investment analysis involves evaluating the potential return on investment (ROI) and assessing the attractiveness of your project to potential investors or stakeholders.

• Return on Investment (ROI): Calculate the expected ROI by comparing the project's net gains against the initial investment.
• Payback Period: Determine how long it will take for the project to generate sufficient revenue to cover its initial costs.
• Risk Assessment: Consider the level of risk associated with the project and whether it aligns with investors' risk tolerance.
• Sensitivity Analysis: Perform sensitivity analysis to understand how changes in key variables, such as sales or costs, affect the investment's profitability.

4. Financial Viability Assessment

A financial viability assessment evaluates the project's ability to sustain itself financially in the long term. It considers factors such as profitability, cash flow, and financial stability.

• Profitability Analysis: Assess whether the project is expected to generate profits over its lifespan.
• Cash Flow Management: Analyze the project's cash flow to ensure it can cover operating expenses, debt payments, and other financial obligations.
• Break-Even Analysis: Determine the point at which the project's revenue covers all costs, resulting in neither profit nor loss.
• Financial Ratios: Calculate key financial ratios, such as debt-to-equity ratio and return on equity, to evaluate the project's financial health.

By conducting a comprehensive financial feasibility study, you can gain a clear understanding of the project's financial prospects and make informed decisions regarding its viability and potential for success.

How to Conduct an Operational Feasibility Study?

The operational feasibility study assesses whether your project can be implemented effectively within your organization's operational framework. It involves evaluating processes, resource planning, scalability, and analyzing potential operational risks.

1. Process and Workflow Assessment

The process and workflow assessment examines how the project integrates with existing processes and workflows within your organization.

• Process Mapping: Map out current processes and workflows to identify areas of integration and potential bottlenecks.
• Workflow Efficiency: Assess the efficiency and effectiveness of existing workflows and identify opportunities for improvement.
• Change Management: Consider the project's impact on employees and plan for change management strategies to ensure a smooth transition.

2. Resource Planning

Resource planning involves determining the human, physical, and technological resources needed to execute the project successfully.

• Human Resources: Assess the availability of skilled personnel and consider whether additional hiring or training is necessary.
• Physical Resources: Identify the physical infrastructure, equipment, and materials required for the project.
• Technology and Tools: Ensure that the necessary technology and tools are available and up to date to support project implementation.

3. Scalability Evaluation

Scalability evaluation assesses whether the project can adapt and expand to meet changing demands and growth opportunities.

• Scalability Factors: Identify factors impacting scalability, such as market growth, customer demand, and technological advancements.
• Capacity Planning: Plan for the scalability of resources, including personnel, infrastructure, and technology.
• Growth Strategies: Develop strategies for scaling the project, such as geographic expansion, product diversification, or increasing production capacity.

4. Operational Risk Analysis

Operational risk analysis involves identifying potential operational challenges and developing mitigation strategies.

• Risk Identification: Identify operational risks that could disrupt project implementation or ongoing operations.
• Risk Mitigation: Develop risk mitigation plans and contingency strategies to address potential challenges.
• Testing and Simulation: Consider conducting simulations or testing to evaluate how the project performs under various operational scenarios.
• Monitoring and Adaptation: Implement monitoring and feedback mechanisms to detect and address operational issues as they arise.

Conducting a thorough operational feasibility study ensures that your project aligns with your organization's capabilities, processes, and resources. This assessment will help you plan for a successful implementation and minimize operational disruptions.

How to Write a Feasibility Study?

The feasibility study report is the culmination of your feasibility analysis. It provides a structured and comprehensive document outlining your study's findings, conclusions, and recommendations. Let's explore the key components of the feasibility study report.

1. Structure and Components

The structure of your feasibility study report should be well-organized and easy to navigate. It typically includes the following components:

• Executive Summary: A concise summary of the study's key findings, conclusions, and recommendations.
• Introduction: An overview of the project, the objectives of the study, and a brief outline of what the report covers.
• Methodology: A description of the research methods , data sources, and analytical techniques used in the study.
• Market Feasibility Study: Detailed information on market research, target audience, competitive analysis, and demand-supply assessment.
• Technical Feasibility Study: Insights into project design, technical requirements, technology assessment, resource evaluation, and risk analysis.
• Financial Feasibility Study: Comprehensive information on cost estimation, revenue projections, investment analysis, and financial viability assessment.
• Operational Feasibility Study: Details on process and workflow assessment, resource planning, scalability evaluation, and operational risks analysis.
• Conclusion: A summary of key findings and conclusions drawn from the study.

Recommendations: Clear and actionable recommendations based on the study's findings.

2. Write the Feasibility Study Report

When writing the feasibility study report, it's essential to maintain clarity, conciseness, and objectivity. Use clear language and provide sufficient detail to support your conclusions and recommendations.

• Be Objective: Present findings and conclusions impartially, based on data and analysis.
• Use Visuals: Incorporate charts, graphs, and tables to illustrate key points and make the report more accessible.
• Cite Sources: Properly cite all data sources and references used in the study.
• Include Appendices: Attach any supplementary information, data, or documents in appendices for reference.

3. Present Findings and Recommendations

When presenting your findings and recommendations, consider your target audience. Tailor your presentation to the needs and interests of stakeholders, whether they are investors, executives, or decision-makers.

• Highlight Key Takeaways: Summarize the most critical findings and recommendations upfront.
• Use Visual Aids: Create a visually engaging presentation with slides, charts, and infographics.
• Address Questions: Be prepared to answer questions and provide additional context during the presentation.
• Provide Supporting Data: Back up your findings and recommendations with data from the feasibility study.

4. Review and Validation

Before finalizing the feasibility study report, conducting a thorough review and validation process is crucial. This ensures the accuracy and credibility of the report.

• Peer Review: Have colleagues or subject matter experts review the report for accuracy and completeness.
• Data Validation: Double-check data sources and calculations to ensure they are accurate.
• Cross-Functional Review: Involve team members from different disciplines to provide diverse perspectives.
• Stakeholder Input: Seek input from key stakeholders to validate findings and recommendations.

By following a structured approach to creating your feasibility study report, you can effectively communicate the results of your analysis, support informed decision-making, and increase the likelihood of project success.

Feasibility Study Examples

Let's dive into some real-world examples to truly grasp the concept and application of feasibility studies. These examples will illustrate how various types of projects and businesses undergo the feasibility assessment process to ensure their viability and success.

Example 1: Local Restaurant

Imagine you're passionate about opening a new restaurant in a bustling urban area. Before investing significant capital, you'd want to conduct a thorough feasibility study. Here's how it might unfold:

• Market Feasibility: You research the local dining scene, identify target demographics, and assess the demand for your cuisine. Market surveys reveal potential competitors, dining preferences, and pricing expectations.
• Technical Feasibility: You design the restaurant layout, plan the kitchen setup, and assess the technical requirements for equipment and facilities. You consider factors like kitchen efficiency, safety regulations, and adherence to health codes.
• Financial Feasibility: You estimate the initial costs for leasing or purchasing a space, kitchen equipment, staff hiring, and marketing. Revenue projections are based on expected foot traffic, menu pricing, and seasonal variations.
• Operational Feasibility: You create kitchen and service operations workflow diagrams, considering staff roles and responsibilities. Resource planning includes hiring chefs, waitstaff, and kitchen personnel. Scalability is evaluated for potential expansion or franchising.
• Risk Analysis: Potential operational risks are identified, such as food safety concerns, labor shortages, or location-specific challenges. Risk mitigation strategies involve staff training, quality control measures, and contingency plans for unexpected events.

Example 2: Software Development Project

Now, let's explore the feasibility study process for a software development project, such as building a mobile app:

• Market Feasibility: You analyze the mobile app market, identify your target audience, and assess the demand for a solution in a specific niche. You gather user feedback and conduct competitor analysis to understand the competitive landscape.
• Technical Feasibility: You define the technical requirements for the app, considering platforms (iOS, Android), development tools, and potential integrations with third-party services. You evaluate the feasibility of implementing specific features.
• Financial Feasibility: You estimate the development costs, including hiring developers, designers, and ongoing maintenance expenses. Revenue projections are based on app pricing, potential in-app purchases, and advertising revenue.
• Operational Feasibility: You map out the development workflow, detailing the phases from concept to deployment. Resource planning includes hiring developers with the necessary skills, setting up development environments, and establishing a testing framework.
• Risk Analysis: Potential risks like scope creep, technical challenges, or market saturation are assessed. Mitigation strategies involve setting clear project milestones, conducting thorough testing, and having contingency plans for technical glitches.

These examples demonstrate the versatility of feasibility studies across diverse projects. Whatever type of venture or endeavor you want to embark on, a well-structured feasibility study guides you toward informed decisions and increased project success.

In conclusion, conducting a feasibility study is a crucial step in your project's journey. It helps you assess the viability and potential risks, providing a solid foundation for informed decision-making. Remember, a well-executed feasibility study not only enables you to identify challenges but also uncovers opportunities that can lead to your project's success.

By thoroughly examining market trends, technical requirements, financial aspects, and operational considerations, you are better prepared to embark on your project confidently. With this guide, you've gained the knowledge and tools needed to navigate the intricate terrain of feasibility studies.

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• Open access
• Published: 31 October 2020

Guidance for conducting feasibility and pilot studies for implementation trials

• Nicole Pearson   ORCID: orcid.org/0000-0003-2677-2327 1 , 2 ,
• Patti-Jean Naylor 3 ,
• Maureen C. Ashe 5 ,
• Maria Fernandez 4 ,
• Sze Lin Yoong 1 , 2 &
• Luke Wolfenden 1 , 2  

Pilot and Feasibility Studies volume  6 , Article number:  167 ( 2020 ) Cite this article

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Implementation trials aim to test the effects of implementation strategies on the adoption, integration or uptake of an evidence-based intervention within organisations or settings. Feasibility and pilot studies can assist with building and testing effective implementation strategies by helping to address uncertainties around design and methods, assessing potential implementation strategy effects and identifying potential causal mechanisms. This paper aims to provide broad guidance for the conduct of feasibility and pilot studies for implementation trials.

We convened a group with a mutual interest in the use of feasibility and pilot trials in implementation science including implementation and behavioural science experts and public health researchers. We conducted a literature review to identify existing recommendations for feasibility and pilot studies, as well as publications describing formative processes for implementation trials. In the absence of previous explicit guidance for the conduct of feasibility or pilot implementation trials specifically, we used the effectiveness-implementation hybrid trial design typology proposed by Curran and colleagues as a framework for conceptualising the application of feasibility and pilot testing of implementation interventions. We discuss and offer guidance regarding the aims, methods, design, measures, progression criteria and reporting for implementation feasibility and pilot studies.

Conclusions

This paper provides a resource for those undertaking preliminary work to enrich and inform larger scale implementation trials.

Peer Review reports

The failure to translate effective interventions for improving population and patient outcomes into policy and routine health service practice denies the community the benefits of investment in such research [ 1 ]. Improving the implementation of effective interventions has therefore been identified as a priority of health systems and research agencies internationally [ 2 , 3 , 4 , 5 , 6 ]. The increased emphasis on research translation has resulted in the rapid emergence of implementation science as a scientific discipline, with the goal of integrating effective medical and public health interventions into health care systems, policies and practice [ 1 ]. Implementation research aims to do this via the generation of new knowledge, including the evaluation of the effectiveness of implementation strategies [ 7 ]. The term “implementation strategies” is used to describe the methods or techniques (e.g. training, performance feedback, communities of practice) used to enhance the adoption, implementation and/or sustainability of evidence-based interventions (Fig. 1 ) [ 8 , 9 ].

Conceptual role of implementation strategies in improving intervention implementation and patient and public health outcomes

While there has been a rapid increase in the number of implementation trials over the past decade, the quality of trials has been criticised, and the effects of the strategies for such trials on implementation, patient or public health outcomes have been modest [ 11 , 12 , 13 ]. To improve the likelihood of impact, factors that may impede intervention implementation should be considered during intervention development and across each phase of the research translation process [ 2 ]. Feasibility and pilot studies play an important role in improving the conduct and quality of a definitive randomised controlled trial (RCT) for both intervention and implementation trials [ 10 ]. For clinical or public health interventions, pilot and feasibility studies may serve to identify potential refinements to the intervention, address uncertainties around the feasibility of intervention trial methods, or test preliminary effects of the intervention [ 10 ]. In implementation research, feasibility and pilot studies perform the same functions as those for intervention trials, however with a focus on developing or refining implementation strategies, refining research methods for an implementation intervention trial, or undertake preliminary testing of implementation strategies [ 14 , 15 ]. Despite this, reviews of implementation studies appear to suggest that few full implementation randomised controlled trials have undertaken feasibility and pilot work in advance of a larger trial [ 16 ].

A range of publications provides guidance for the conduct of feasibility and pilot studies for conventional clinical or public health efficacy trials including Guidance for Exploratory Studies of complex public health interventions [ 17 ] and the Consolidated Standards of Reporting Trials (CONSORT 2010) for Pilot and Feasibility trials [ 18 ]. However, given the differences between implementation trials and conventional clinical or public health efficacy trials, the field of implementation science has identified the need for nuanced guidance [ 14 , 15 , 16 , 19 , 20 ]. Specifically, unlike traditional feasibility and pilot studies that may include the preliminary testing of interventions on individual clinical or public health outcomes, implementation feasibility and pilot studies that explore strategies to improve intervention implementation often require assessing changes across multiple levels including individuals (e.g. service providers or clinicians) and organisational systems [ 21 ]. Due to the complexity of influencing behaviour change, the role of feasibility and pilot studies of implementation may also extend to identifying potential causal mechanisms of change and facilitate an iterative process of refining intervention strategies and optimising their impact [ 16 , 17 ]. In addition, where conventional clinical or public health efficacy trials are typically conducted under controlled conditions and directed mostly by researchers, implementation trials are more pragmatic [ 15 ]. As is the case for well conducted effectiveness trials, implementation trials often require partnerships with end-users and at times, the prioritisation of end-user needs over methods (e.g. random assignment) that seek to maximise internal validity [ 15 , 22 ]. These factors pose additional challenges for implementation researchers and underscore the need for guidance on conducting feasibility and pilot implementation studies.

Given the importance of feasibility and pilot studies in improving implementation strategies and the quality of full-scale trials of those implementation strategies, our aim is to provide practice guidance for those undertaking formative feasibility or pilot studies in the field of implementation science. Specifically, we seek to provide guidance pertaining to the three possible purposes of undertaking pilot and feasibility studies, namely (i) to inform implementation strategy development, (ii) to assess potential implementation strategy effects and (iii) to assess the feasibility of study methods.

A series of three facilitated group discussions were conducted with a group comprising of the 6 members from Canada, the U.S. and Australia (authors of the manuscript) that were mutually interested in the use of feasibility and pilot trials in implementation science. Members included international experts in implementation and behavioural science, public health and trial methods, and had considerable experience in conducting feasibility, pilot and/ or implementation trials. The group was responsible for developing the guidance document, including identification and synthesis of pertinent literature, and approving the final guidance.

To inform guidance development, a literature review was undertaken in electronic bibliographic databases and google, to identify and compile existing recommendations and guidelines for feasibility and pilot studies broadly. Through this process, we identified 30 such guidelines and recommendations relevant to our aim [ 2 , 10 , 14 , 15 , 17 , 18 , 23 , 24 , 25 , 26 , 27 , 28 , 29 , 30 , 31 , 32 , 33 , 34 , 35 , 36 , 37 , 38 , 39 , 40 , 41 , 42 , 43 , 44 , 45 ]. In addition, seminal methods and implementation science texts recommended by the group were examined. These included the CONSORT 2010 Statement: extension to randomised pilot and feasibility trials [ 18 ], the Medical Research Council’s framework for development and evaluation of randomised controlled trials for complex interventions to improve health [ 2 ], the National Institute of Health Research (NIHR) definitions [ 39 ] and the Quality Enhancement Research Initiative (QUERI) Implementation Guide [ 4 ]. A summary of feasibility and pilot study guidelines and recommendations, and that of seminal methods and implementation science texts, was compiled by two authors. This document served as the primary discussion document in meetings of the group. Additional targeted searches of the literature were undertaken in circumstances where the identified literature did not provide sufficient guidance. The manuscript was developed iteratively over 9 months via electronic circulation and comment by the group. Any differences in views between reviewers was discussed and resolved via consensus during scheduled international video-conference calls. All members of the group supported and approved the content of the final document.

The broad guidance provided is intended to be used as supplementary resources to existing seminal feasibility and pilot study resources. We used the definitions of feasibility and pilot studies as proposed by Eldridge and colleagues [ 10 ]. These definitions propose that any type of study relating to the preparation for a main study may be classified as a “feasibility study”, and that the term “pilot” study represents a subset of feasibility studies that specifically look at a design feature proposed for the main trial, whether in part of in full, that is being conducted on a smaller scale [ 10 ]. In addition, when referring to pilot studies, unless explicitly stated otherwise, we will primarily focus on pilot trials using a randomised design. We focus on randomised trials as such designs are the most common trial design in implementation research, and randomised designs may provide the most robust estimates of the potential effect of implementation strategies [ 46 ]. Those undertaking pilot studies that employ non-randomised designs need to interpret the guidance provided in this context. We acknowledge, however, that using randomised designs can prove particularly challenging in the field of implementation science, where research is often undertaken in real-world contexts with pragmatic constraints.

We used the effectiveness-implementation hybrid trial design typology proposed by Curran and colleagues as the framework for conceptualising the application of feasibility testing of implementation interventions [ 47 ]. The typology makes an explicit distinction between the purpose and methods of implementation and conventional clinical (or public health efficacy) trials. Specifically, the first two of the three hybrid designs may be relevant for implementation feasibility or pilot studies. Hybrid Type 1 trials are those designed to test the effectiveness of an intervention on clinical or public health outcomes (primary aim) while conducting a feasibility or pilot study for future implementation via observing and gathering information regarding implementation in a real-world setting/situation (secondary aim) [ 47 ]. Hybrid Type 2 trials involve the simultaneous testing of both the clinical intervention and the testing or feasibility of a formed implementation intervention/strategy as co-primary aims. For this design, “testing” is inclusive of pilot studies with an outcome measure and related hypothesis [ 47 ]. Hybrid Type 3 trials are definitive implementation trials designed to test the effectiveness of an implementation strategy whilst also collecting secondary outcome data on clinical or public health outcomes on a population of interest [ 47 ]. As the implementation aim of the trial is a definitively powered trial, it was not considered relevant to the conduct of feasibility and pilot studies in the field and will not be discussed.

Embedding of feasibility and pilot studies within Type 1 and Type 2 effectiveness-implementation hybrid trials has been recommended as an efficient way to increase the availability of information and evidence to accelerate the field of implementation science and the development and testing of implementation strategies [ 4 ]. However, implementation feasibility and pilot studies are also undertaken as stand-alone exploratory studies and do not include effectiveness measures in terms of the patient or public health outcomes. As such, in addition to discussing feasibility and pilot trials embedded in hybrid trial designs, we will also refer to stand-alone implementation feasibility and pilot studies.

An overview of guidance (aims, design, measures, sample size and power, progression criteria and reporting) for feasibility and pilot implementation studies can be found in Table 1 .

Purpose (aims)

The primary objective of hybrid type 1 trial is to assess the effectiveness of a clinical or public health intervention (rather than an implementation strategy) on the patient or population health outcomes [ 47 ]. Implementation strategies employed in these trials are often designed to maximise the likelihood of an intervention effect [ 51 ], and may not be intended to represent the strategy that would (or could feasibly), be used to support implementation in more “real world” contexts. Specific aims of implementation feasibility or pilot studies undertaken as part of Hybrid Type 1 trials are therefore formative and descriptive as the implementation strategy has not been fully formed nor will be tested. Thus, the purpose of a Hybrid Type 1 feasibility study is generally to inform the development or refinement of the implementation strategy rather than to test potential effects or mechanisms [ 22 , 47 ]. An example of a Hybrid Type 1 trial by Cabassa and colleagues is provided in Additional file 1 [ 52 ].

In Hybrid Type 2 trial designs, there is a dual purpose to test: (i) the clinical or public health effectiveness of the intervention on clinical or public health outcomes (e.g. measure of disease or health behaviour) and (ii) test or measure the impact of the implementation strategy on implementation outcomes (e.g. adoption of health policy in a community setting) [ 53 ]. However, testing the implementation strategy on implementation outcomes may be a secondary aim in these trials and positioned as a pilot [ 22 ]. In Hybrid Type 2 trial designs, the implementation strategy is more developed than in Hybrid Type 1 trials, resembling that intended for future testing in a definitive implementation randomised controlled trial. The dual testing of the evidence-based intervention and implementation interventions or strategies in Hybrid Type 2 trial designs allows for direct assessment of potential effects of an implementation strategy and exploration of components of the strategy to further refine logic models. Additionally, such trials allow for assessments of the feasibility, utility, acceptability or quality of research methods for use in a planned definitive trial. An example of a Hybrid Type 2 trial design by Barnes and colleagues [ 54 ] is included in Additional file 2 .

Non-hybrid pilot implementation studies are undertaken in the absence of a broader effectiveness trial. Such studies typically occur when the effectiveness of a clinical or public health intervention is well established, but robust strategies to promote its broader uptake and integration into clinical or public health services remain untested [ 15 ]. In these situations, implementation pilot studies may test or explore specific trial methods for a future definitive randomised implementation trial. Similarly, a pilot implementation study may also be undertaken in a way that provides a more rigorous formative evaluation of hypothesised implementation strategy mechanisms [ 55 ], or potential impact of implementation strategies [ 56 ], using similar approaches to that employed in Hybrid Type 2 trials. Examples of potential aims for feasibility and pilot studies are outlined in Table 2 .

For implementation feasibility or pilot studies, as is the case for these types of studies in general, the selection of research design should be guided by the specific research question that the study is seeking to address [ 57 ]. Although almost any study design may be used, researchers should review the merits and potential threats to internal and external validity to help guide the selection of research design for feasibility/pilot testing [ 15 ].

As Hybrid Type 1 trials are primarily concerned with testing the effectiveness of an intervention (rather than implementation strategy), the research design will typically employ power calculations and randomisation procedures at the health outcome level to measure the effect on behaviour, symptoms, functional and/or other clinical or public health outcomes. Hybrid Type 1 feasibility studies may employ a variety of designs usually nested within the experimental group (those receiving the intervention and any form of an implementation support strategy) of the broader efficacy trial [ 47 ]. Consistent with the aims of Hybrid Type 1 feasibility and pilot studies, the research designs employed are likely to be non-comparative. Cross-sectional surveys, interviews or document review, qualitative research or mix methods approaches may be used to assess implementation contextual factors, such as barriers and enablers to implementation and/or the acceptability, perceived feasibility or utility of implementation strategies or research methods [ 47 ].

Pilot implementation studies as part of Hybrid Type 2 designs can make use of the comparative design of the broader effectiveness trial to examine the potential effects of the implementation strategy [ 47 ] and more robustly assess the implementation mechanisms, determinants and influence of broader contextual factors [ 53 ]. In this trial type, mixed method and qualitative methods may complement the findings of between group (implementation strategy arm versus comparison) quantitative comparisons, enable triangulation and provide more comprehensive evidence to inform implementation strategy development and assessment. Stand-alone implementation feasibility and pilot implementation studies are free from the constraints and opportunities of research embedded in broader effectiveness trials. As such, research can be designed in a way that best addresses the explicit implementation objectives of the study. Specifically, non-hybrid pilot studies can maximise the applicability of study findings for future definitive trials by employing methods to directly test trial methods such as recruitment or retention strategies [ 17 ], enabling estimates of implementation strategies effects [ 56 ] or capturing data to explicitly test logic models or strategy mechanisms.

The selection of outcome measures should be linked directly to the objectives of the feasibility or pilot study. Where appropriate, measures should be objective or have suitable psychometric properties, such as evidence of reliability and validity [ 58 , 59 ]. Public health evaluation frameworks often guide the choice of outcome measure in feasibility and pilot implementation work and include RE_AIM [ 60 ], PRECEDE_PROCEED [ 61 ], Proctor and colleagues framework on outcomes for implementation research [ 62 ] and more recently, the “Implementation Mapping” framework [ 63 ]. Recent work by McKay and colleagues suggests a minimum data set of implementation outcomes that includes measures of adoption, reach, dose, fidelity and sustainability [ 46 ]. We discuss selected measures below and provide a summary in Table 3 [ 46 ]. Such measures could be assessed using quantitative or qualitative or mixed methods [ 46 ].

Measures to assess potential implementation strategy effects

In addition to assessing the effects of an intervention on individual clinical or public health outcomes, Hybrid Type 2 trials (and some non-hybrid pilot studies) are interested in measures of the potential effects of an implementation strategy on desired organisational or clinician practice change such as adherence to a guideline, process, clinical standard or delivery of a program [ 62 ]. A range of potential outcomes that could be used to assess implementation strategy effects has been identified, including measures of adoption, reach, fidelity and sustainability [ 46 ]. These outcomes are described in Table 2 , including definitions and examples of how they may be applied to the implementation component of innovation being piloted. Standardised tools to assess these outcomes are often unavailable due to the unique nature of interventions being implemented and the variable (and changing) implementation context in which the research is undertaken [ 64 ]. Researchers may collect outcome data for these measures as part of environmental observations, self-completed checklists or administrative records, audio recording of client sessions or other methods suited to their study and context [ 62 ]. The limitations of such methods, however, need to be considered.

Measures to inform the design or development of the implementation strategy

Measures informing the design or development of the implementation strategy are potentially part of all types of feasibility and pilot implementation studies. An understanding of the determinants of implementation is critical to implementation strategy development. A range of theoretical determinant frameworks have been published which describe factors that may influence intervention implementation [ 65 ], and systematic reviews have been undertaken describing the psychometric properties of many of these measures [ 64 , 66 ]. McKay and colleagues have also identified a priority set of determinants for implementation trials that could be considered for use in implementation feasibility and pilot studies, including measures of context, acceptability, adaptability, feasibility, compatibility, cost, culture, dose, complexity and self-efficacy [ 46 ]. These determinants are described in Table 3 , including definitions and how such measures may be applied to an implementation feasibility or pilot study. Researchers should consider, however, the application of such measures to assess both the intervention that is being implemented (as in a conventional intervention feasibility and pilot study) and the strategy that is being employed to facilitate its implementation, given the importance of the interaction between these factors and implementation success [ 46 ]. Examples of the potential application of measures to both the intervention and its implementation strategies have been outlined elsewhere [ 46 ]. Although a range of quantitative tools could be used to measure such determinants [ 58 , 66 ], qualitative or mixed methods are generally recommended given the capacity of qualitative measures to provide depth to the interpretation of such evaluations [ 40 ].

Measures of potential implementation determinants may be included to build or enhance logic models (Hybrid Type 1 and 2 feasibility and pilot studies) and explore implementation strategy mechanisms (Hybrid Type 2 pilot studies and non-hybrid pilot studies) [ 67 ]. If exploring strategy mechanisms, a hypothesized logic model underpinning the implementation strategy should be articulated including strategy-mechanism linkages, which are required to guide the measurement of key determinants [ 55 , 63 ]. An important determinant which can complicate logic model specification and measurement is the process of adaptation—modifications to the intervention or its delivery (implementation), through the input of service providers or implementers [ 68 ]. Logic models should specify components of implementation strategies thought to be “core” to their effects and those which are thought to be “non-core” where adaptation may occur without adversely impacting on effects. Stirman and colleagues propose a method for assessing adaptations that could be considered for use in pilot and feasibility studies of implementation trials [ 69 ]. Figure 2 provides an example of some of the implementation logic model components that may be developed or refined as part of feasibility or pilot studies of implementation [ 15 , 63 ].

Example of components of an Implementation logic model

Measures to assess the feasibility of study methods

Measures of implementation feasibility and pilot study methods are similar to those of conventional studies for clinical or public health interventions. For example, standard measures of study participation and thresholds for study attrition (e.g. >20%) rates [ 73 ] can be employed in implementation studies [ 67 ]. Previous studies have also surveyed study data collectors to assess the success of blinding strategies [ 74 ]. Researchers may also consider assessing participation or adherence to implementation data collection procedures, the comprehension of survey items, data management strategies or other measures of feasibility of study methods [ 15 ].

Pilot study sample size and power

In effectiveness trials, power calculations and sample size decisions are primarily based on the detection of a clinically meaningful difference in measures of the effects of the intervention on the patient or public health outcomes such as behaviour, disease, symptomatology or functional outcomes [ 24 ]. In this context, the available study sample for implementation measures included in Hybrid Type 1 or 2 feasibility and pilot studies may be constrained by the sample and power calculations of the broader effectiveness trial in which they are embedded [ 47 ]. Nonetheless, a justification for the anticipated sample size for all implementation feasibility or pilot studies (hybrid or stand-alone) is recommended [ 18 ], to ensure that implementation measures and outcomes achieve sufficient estimates of precision to be useful. For Hybrid type 2 and relevant stand-alone implementation pilot studies, sample size calculations for implementation outcomes should seek to achieve adequate estimates of precision deemed sufficient to inform progression to a fully powered trial [ 18 ].

Progression criteria

Stating progression criteria when reporting feasibility and pilot studies is recommended as part of the CONSORT 2010 extension to randomised pilot and feasibility trials guidelines [ 18 ]. Generally, it is recommended that progression criteria should be set a priori and be specific to the feasibility measures, components and/or outcomes assessed in the study [ 18 ]. While little guidance is available, ideas around suitable progression criteria include assessment of uncertainties around feasibility, meeting recruitment targets, cost-effectiveness and refining causal hypotheses to be tested in future trials [ 17 ]. When developing progression criteria, the use of guidelines is suggested rather than strict thresholds [ 18 ], in order to allow for appropriate interpretation and exploration of potential solutions, for example, the use of a traffic light system with varying levels of acceptability [ 17 , 24 ]. For example, Thabane and colleagues recommend that, in general, the outcome of a pilot study can be one of the following: (i) stop—main study not feasible (red); (ii) continue, but modify protocol—feasible with modifications (yellow); (iii) continue without modifications, but monitor closely—feasible with close monitoring and (iv) continue without modifications (green) (44)p5.

As the goal of Hybrid Type 1 implementation component is usually formative, it may not be necessary to set additional progression criteria in terms of the implementation outcomes and measures examined. As Hybrid Type 2 trials test an intervention and can pilot an implementation strategy, criteria for these and non-hybrid pilot studies may set progression criteria based on evidence of potential effects but may also consider the feasibility of trial methods, service provider, organisational or patient (or community) acceptability, fit with organisational systems and cost-effectiveness [ 17 ]. In many instances, the progression of implementation pilot studies will often require the input and agreement of stakeholders [ 27 ]. As such, the establishment of progression criteria and the interpretation of pilot and feasibility study findings in the context of such criteria require stakeholder input [ 27 ].

Reporting suggestions

As formal reporting guidelines do not exist for hybrid trial designs, we would recommend that feasibility and pilot studies as part of hybrid designs draw upon best practice recommendations from relevant reporting standards such as the CONSORT extension for randomised pilot and feasibility trials, the Standards for Reporting Implementation Studies (STaRI) guidelines and the Template for Intervention Description and Replication (TIDieR) guide as well as any other design relevant reporting standards [ 48 , 50 , 75 ]. These, and further reporting guidelines, specific to the particular research design chosen, can be accessed as part of the EQUATOR (Enhancing the QUAility and Transparency Of health Research) network—a repository for reporting guidance [ 76 ]. In addition, researchers should specify the type of implementation feasibility or pilot study being undertaken using accepted definitions. If applicable, specification and justification behind the choice of hybrid trial design should also be stated. In line with existing recommendations for reporting of implementation trials generally, reporting on the referent of outcomes (e.g. specifying if the measure in relation to the specific intervention or the implementation strategy) [ 62 ], is also particularly pertinent when reporting hybrid trial designs.

Concerns are often raised regarding the quality of implementation trials and their capacity to contribute to the collective evidence base [ 3 ]. Although there have been many recent developments in the standardisation of guidance for implementation trials, information on the conduct of feasibility and pilot studies for implementation interventions remains limited, potentially contributing to a lack of exploratory work in this area and a limited evidence base to inform effective implementation intervention design and conduct [ 15 ]. To address this, we synthesised the existing literature and provide commentary and guidance for the conduct of implementation feasibility and pilot studies. To our knowledge, this work is the first to do so and is an important first step to the development of standardised guidelines for implementation-related feasibility and pilot studies.

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Abbreviations

Randomised controlled trial

Consolidated Standards of Reporting Trials

Enhancing the QUAility and Transparency Of health Research

Standards for Reporting Implementation Studies

Strengthening the Reporting of Observational Studies in Epidemiology

Template for Intervention Description and Replication

National Institute of Health Research

Quality Enhancement Research Initiative

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Acknowledgements

Associate Professor Luke Wolfenden receives salary support from a NHMRC Career Development Fellowship (grant ID: APP1128348) and Heart Foundation Future Leader Fellowship (grant ID: 101175). Dr Sze Lin Yoong is a postdoctoral research fellow funded by the National Heart Foundation. A/Prof Maureen C. Ashe is supported by the Canada Research Chairs program.

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Example of a Hybrid Type 1 trial. Summary of publication by Cabassa et al.

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Example of a Hybrid Type 2 trial. Summary of publication by Barnes et al.

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Pearson, N., Naylor, PJ., Ashe, M.C. et al. Guidance for conducting feasibility and pilot studies for implementation trials. Pilot Feasibility Stud 6 , 167 (2020). https://doi.org/10.1186/s40814-020-00634-w

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Pilot and Feasibility Studies

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Guidance for conducting feasibility and pilot studies for implementation trials

Nicole pearson.

1 School of Medicine and Public Health, University of Newcastle, University Drive, Callaghan, NSW 2308 Australia

2 Hunter New England Population Health, Locked Bag 10, Wallsend, NSW 2287 Australia

Patti-Jean Naylor

3 School of Exercise Science, Physical and Health Education, Faculty of Education, University of Victoria, PO Box 3015 STN CSC, Victoria, BC V8W 3P1 Canada

Maureen C. Ashe

5 Department of Family Practice, University of British Columbia (UBC) and Centre for Hip Health and Mobility, University Boulevard, Vancouver, BC V6T 1Z3 Canada

Maria Fernandez

4 Center for Health Promotion and Prevention Research, University of Texas Health Science Center at Houston School of Public Health, Houston, TX 77204 USA

Sze Lin Yoong

Luke wolfenden, associated data.

Not applicable.

Implementation trials aim to test the effects of implementation strategies on the adoption, integration or uptake of an evidence-based intervention within organisations or settings. Feasibility and pilot studies can assist with building and testing effective implementation strategies by helping to address uncertainties around design and methods, assessing potential implementation strategy effects and identifying potential causal mechanisms. This paper aims to provide broad guidance for the conduct of feasibility and pilot studies for implementation trials.

We convened a group with a mutual interest in the use of feasibility and pilot trials in implementation science including implementation and behavioural science experts and public health researchers. We conducted a literature review to identify existing recommendations for feasibility and pilot studies, as well as publications describing formative processes for implementation trials. In the absence of previous explicit guidance for the conduct of feasibility or pilot implementation trials specifically, we used the effectiveness-implementation hybrid trial design typology proposed by Curran and colleagues as a framework for conceptualising the application of feasibility and pilot testing of implementation interventions. We discuss and offer guidance regarding the aims, methods, design, measures, progression criteria and reporting for implementation feasibility and pilot studies.

Conclusions

This paper provides a resource for those undertaking preliminary work to enrich and inform larger scale implementation trials.

The failure to translate effective interventions for improving population and patient outcomes into policy and routine health service practice denies the community the benefits of investment in such research [ 1 ]. Improving the implementation of effective interventions has therefore been identified as a priority of health systems and research agencies internationally [ 2 – 6 ]. The increased emphasis on research translation has resulted in the rapid emergence of implementation science as a scientific discipline, with the goal of integrating effective medical and public health interventions into health care systems, policies and practice [ 1 ]. Implementation research aims to do this via the generation of new knowledge, including the evaluation of the effectiveness of implementation strategies [ 7 ]. The term “implementation strategies” is used to describe the methods or techniques (e.g. training, performance feedback, communities of practice) used to enhance the adoption, implementation and/or sustainability of evidence-based interventions (Fig. ​ (Fig.1) 1 ) [ 8 , 9 ].

Conceptual role of implementation strategies in improving intervention implementation and patient and public health outcomes

While there has been a rapid increase in the number of implementation trials over the past decade, the quality of trials has been criticised, and the effects of the strategies for such trials on implementation, patient or public health outcomes have been modest [ 11 – 13 ]. To improve the likelihood of impact, factors that may impede intervention implementation should be considered during intervention development and across each phase of the research translation process [ 2 ]. Feasibility and pilot studies play an important role in improving the conduct and quality of a definitive randomised controlled trial (RCT) for both intervention and implementation trials [ 10 ]. For clinical or public health interventions, pilot and feasibility studies may serve to identify potential refinements to the intervention, address uncertainties around the feasibility of intervention trial methods, or test preliminary effects of the intervention [ 10 ]. In implementation research, feasibility and pilot studies perform the same functions as those for intervention trials, however with a focus on developing or refining implementation strategies, refining research methods for an implementation intervention trial, or undertake preliminary testing of implementation strategies [ 14 , 15 ]. Despite this, reviews of implementation studies appear to suggest that few full implementation randomised controlled trials have undertaken feasibility and pilot work in advance of a larger trial [ 16 ].

A range of publications provides guidance for the conduct of feasibility and pilot studies for conventional clinical or public health efficacy trials including Guidance for Exploratory Studies of complex public health interventions [ 17 ] and the Consolidated Standards of Reporting Trials (CONSORT 2010) for Pilot and Feasibility trials [ 18 ]. However, given the differences between implementation trials and conventional clinical or public health efficacy trials, the field of implementation science has identified the need for nuanced guidance [ 14 – 16 , 19 , 20 ]. Specifically, unlike traditional feasibility and pilot studies that may include the preliminary testing of interventions on individual clinical or public health outcomes, implementation feasibility and pilot studies that explore strategies to improve intervention implementation often require assessing changes across multiple levels including individuals (e.g. service providers or clinicians) and organisational systems [ 21 ]. Due to the complexity of influencing behaviour change, the role of feasibility and pilot studies of implementation may also extend to identifying potential causal mechanisms of change and facilitate an iterative process of refining intervention strategies and optimising their impact [ 16 , 17 ]. In addition, where conventional clinical or public health efficacy trials are typically conducted under controlled conditions and directed mostly by researchers, implementation trials are more pragmatic [ 15 ]. As is the case for well conducted effectiveness trials, implementation trials often require partnerships with end-users and at times, the prioritisation of end-user needs over methods (e.g. random assignment) that seek to maximise internal validity [ 15 , 22 ]. These factors pose additional challenges for implementation researchers and underscore the need for guidance on conducting feasibility and pilot implementation studies.

Given the importance of feasibility and pilot studies in improving implementation strategies and the quality of full-scale trials of those implementation strategies, our aim is to provide practice guidance for those undertaking formative feasibility or pilot studies in the field of implementation science. Specifically, we seek to provide guidance pertaining to the three possible purposes of undertaking pilot and feasibility studies, namely (i) to inform implementation strategy development, (ii) to assess potential implementation strategy effects and (iii) to assess the feasibility of study methods.

A series of three facilitated group discussions were conducted with a group comprising of the 6 members from Canada, the U.S. and Australia (authors of the manuscript) that were mutually interested in the use of feasibility and pilot trials in implementation science. Members included international experts in implementation and behavioural science, public health and trial methods, and had considerable experience in conducting feasibility, pilot and/ or implementation trials. The group was responsible for developing the guidance document, including identification and synthesis of pertinent literature, and approving the final guidance.

To inform guidance development, a literature review was undertaken in electronic bibliographic databases and google, to identify and compile existing recommendations and guidelines for feasibility and pilot studies broadly. Through this process, we identified 30 such guidelines and recommendations relevant to our aim [ 2 , 10 , 14 , 15 , 17 , 18 , 23 – 45 ]. In addition, seminal methods and implementation science texts recommended by the group were examined. These included the CONSORT 2010 Statement: extension to randomised pilot and feasibility trials [ 18 ], the Medical Research Council’s framework for development and evaluation of randomised controlled trials for complex interventions to improve health [ 2 ], the National Institute of Health Research (NIHR) definitions [ 39 ] and the Quality Enhancement Research Initiative (QUERI) Implementation Guide [ 4 ]. A summary of feasibility and pilot study guidelines and recommendations, and that of seminal methods and implementation science texts, was compiled by two authors. This document served as the primary discussion document in meetings of the group. Additional targeted searches of the literature were undertaken in circumstances where the identified literature did not provide sufficient guidance. The manuscript was developed iteratively over 9 months via electronic circulation and comment by the group. Any differences in views between reviewers was discussed and resolved via consensus during scheduled international video-conference calls. All members of the group supported and approved the content of the final document.

The broad guidance provided is intended to be used as supplementary resources to existing seminal feasibility and pilot study resources. We used the definitions of feasibility and pilot studies as proposed by Eldridge and colleagues [ 10 ]. These definitions propose that any type of study relating to the preparation for a main study may be classified as a “feasibility study”, and that the term “pilot” study represents a subset of feasibility studies that specifically look at a design feature proposed for the main trial, whether in part of in full, that is being conducted on a smaller scale [ 10 ]. In addition, when referring to pilot studies, unless explicitly stated otherwise, we will primarily focus on pilot trials using a randomised design. We focus on randomised trials as such designs are the most common trial design in implementation research, and randomised designs may provide the most robust estimates of the potential effect of implementation strategies [ 46 ]. Those undertaking pilot studies that employ non-randomised designs need to interpret the guidance provided in this context. We acknowledge, however, that using randomised designs can prove particularly challenging in the field of implementation science, where research is often undertaken in real-world contexts with pragmatic constraints.

We used the effectiveness-implementation hybrid trial design typology proposed by Curran and colleagues as the framework for conceptualising the application of feasibility testing of implementation interventions [ 47 ]. The typology makes an explicit distinction between the purpose and methods of implementation and conventional clinical (or public health efficacy) trials. Specifically, the first two of the three hybrid designs may be relevant for implementation feasibility or pilot studies. Hybrid Type 1 trials are those designed to test the effectiveness of an intervention on clinical or public health outcomes (primary aim) while conducting a feasibility or pilot study for future implementation via observing and gathering information regarding implementation in a real-world setting/situation (secondary aim) [ 47 ]. Hybrid Type 2 trials involve the simultaneous testing of both the clinical intervention and the testing or feasibility of a formed implementation intervention/strategy as co-primary aims. For this design, “testing” is inclusive of pilot studies with an outcome measure and related hypothesis [ 47 ]. Hybrid Type 3 trials are definitive implementation trials designed to test the effectiveness of an implementation strategy whilst also collecting secondary outcome data on clinical or public health outcomes on a population of interest [ 47 ]. As the implementation aim of the trial is a definitively powered trial, it was not considered relevant to the conduct of feasibility and pilot studies in the field and will not be discussed.

Embedding of feasibility and pilot studies within Type 1 and Type 2 effectiveness-implementation hybrid trials has been recommended as an efficient way to increase the availability of information and evidence to accelerate the field of implementation science and the development and testing of implementation strategies [ 4 ]. However, implementation feasibility and pilot studies are also undertaken as stand-alone exploratory studies and do not include effectiveness measures in terms of the patient or public health outcomes. As such, in addition to discussing feasibility and pilot trials embedded in hybrid trial designs, we will also refer to stand-alone implementation feasibility and pilot studies.

An overview of guidance (aims, design, measures, sample size and power, progression criteria and reporting) for feasibility and pilot implementation studies can be found in Table ​ Table1 1 .

Summary of considerations for implementation feasibility and pilot studies [ 18 , 48 – 50 ]

*Implementation feasibility or pilot studies may have multiple objectives, for example, pilot implementation studies embedded in Hybrid Type 2 trials may also aim to inform implementation strategy development

CONSORT Consolidated Standards of Reporting Trials, STaRi Standards for Reporting Implementation Studies, STROBE Strengthening the Reporting of Observational Studies in Epidemiology, TIDieR Template for Intervention Description and Replication

Purpose (aims)

The primary objective of hybrid type 1 trial is to assess the effectiveness of a clinical or public health intervention (rather than an implementation strategy) on the patient or population health outcomes [ 47 ]. Implementation strategies employed in these trials are often designed to maximise the likelihood of an intervention effect [ 51 ], and may not be intended to represent the strategy that would (or could feasibly), be used to support implementation in more “real world” contexts. Specific aims of implementation feasibility or pilot studies undertaken as part of Hybrid Type 1 trials are therefore formative and descriptive as the implementation strategy has not been fully formed nor will be tested. Thus, the purpose of a Hybrid Type 1 feasibility study is generally to inform the development or refinement of the implementation strategy rather than to test potential effects or mechanisms [ 22 , 47 ]. An example of a Hybrid Type 1 trial by Cabassa and colleagues is provided in Additional file 1 [ 52 ].

In Hybrid Type 2 trial designs, there is a dual purpose to test: (i) the clinical or public health effectiveness of the intervention on clinical or public health outcomes (e.g. measure of disease or health behaviour) and (ii) test or measure the impact of the implementation strategy on implementation outcomes (e.g. adoption of health policy in a community setting) [ 53 ]. However, testing the implementation strategy on implementation outcomes may be a secondary aim in these trials and positioned as a pilot [ 22 ]. In Hybrid Type 2 trial designs, the implementation strategy is more developed than in Hybrid Type 1 trials, resembling that intended for future testing in a definitive implementation randomised controlled trial. The dual testing of the evidence-based intervention and implementation interventions or strategies in Hybrid Type 2 trial designs allows for direct assessment of potential effects of an implementation strategy and exploration of components of the strategy to further refine logic models. Additionally, such trials allow for assessments of the feasibility, utility, acceptability or quality of research methods for use in a planned definitive trial. An example of a Hybrid Type 2 trial design by Barnes and colleagues [ 54 ] is included in Additional file 2 .

Non-hybrid pilot implementation studies are undertaken in the absence of a broader effectiveness trial. Such studies typically occur when the effectiveness of a clinical or public health intervention is well established, but robust strategies to promote its broader uptake and integration into clinical or public health services remain untested [ 15 ]. In these situations, implementation pilot studies may test or explore specific trial methods for a future definitive randomised implementation trial. Similarly, a pilot implementation study may also be undertaken in a way that provides a more rigorous formative evaluation of hypothesised implementation strategy mechanisms [ 55 ], or potential impact of implementation strategies [ 56 ], using similar approaches to that employed in Hybrid Type 2 trials. Examples of potential aims for feasibility and pilot studies are outlined in Table ​ Table2 2 .

Potential aims of implementation feasibility studies and pilot studies

For implementation feasibility or pilot studies, as is the case for these types of studies in general, the selection of research design should be guided by the specific research question that the study is seeking to address [ 57 ]. Although almost any study design may be used, researchers should review the merits and potential threats to internal and external validity to help guide the selection of research design for feasibility/pilot testing [ 15 ].

As Hybrid Type 1 trials are primarily concerned with testing the effectiveness of an intervention (rather than implementation strategy), the research design will typically employ power calculations and randomisation procedures at the health outcome level to measure the effect on behaviour, symptoms, functional and/or other clinical or public health outcomes. Hybrid Type 1 feasibility studies may employ a variety of designs usually nested within the experimental group (those receiving the intervention and any form of an implementation support strategy) of the broader efficacy trial [ 47 ]. Consistent with the aims of Hybrid Type 1 feasibility and pilot studies, the research designs employed are likely to be non-comparative. Cross-sectional surveys, interviews or document review, qualitative research or mix methods approaches may be used to assess implementation contextual factors, such as barriers and enablers to implementation and/or the acceptability, perceived feasibility or utility of implementation strategies or research methods [ 47 ].

Pilot implementation studies as part of Hybrid Type 2 designs can make use of the comparative design of the broader effectiveness trial to examine the potential effects of the implementation strategy [ 47 ] and more robustly assess the implementation mechanisms, determinants and influence of broader contextual factors [ 53 ]. In this trial type, mixed method and qualitative methods may complement the findings of between group (implementation strategy arm versus comparison) quantitative comparisons, enable triangulation and provide more comprehensive evidence to inform implementation strategy development and assessment. Stand-alone implementation feasibility and pilot implementation studies are free from the constraints and opportunities of research embedded in broader effectiveness trials. As such, research can be designed in a way that best addresses the explicit implementation objectives of the study. Specifically, non-hybrid pilot studies can maximise the applicability of study findings for future definitive trials by employing methods to directly test trial methods such as recruitment or retention strategies [ 17 ], enabling estimates of implementation strategies effects [ 56 ] or capturing data to explicitly test logic models or strategy mechanisms.

The selection of outcome measures should be linked directly to the objectives of the feasibility or pilot study. Where appropriate, measures should be objective or have suitable psychometric properties, such as evidence of reliability and validity [ 58 , 59 ]. Public health evaluation frameworks often guide the choice of outcome measure in feasibility and pilot implementation work and include RE_AIM [ 60 ], PRECEDE_PROCEED [ 61 ], Proctor and colleagues framework on outcomes for implementation research [ 62 ] and more recently, the “Implementation Mapping” framework [ 63 ]. Recent work by McKay and colleagues suggests a minimum data set of implementation outcomes that includes measures of adoption, reach, dose, fidelity and sustainability [ 46 ]. We discuss selected measures below and provide a summary in Table ​ Table3 3 [ 46 ]. Such measures could be assessed using quantitative or qualitative or mixed methods [ 46 ].

Illustrations of implementation strategy measures for use in feasibility and pilot implementation studies a [ 15 , 17 , 44 , 46 , 60 , 62 , 65 , 68 , 70 – 72 ]

a Table populated based on measures and terminology reported in McKay et al. [ 46 ]

b These factors could be assessed in evidence-based interventions in Hybrid Type 1 trials

Service providers: clinicians, primary health care providers, or other providers of health-related programs who deliver the evidence-based intervention [ 46 ]

Support systems: the resource team at the organisational or settings level who support or deliver implementation strategies [ 46 ]

Innovation: refers to the intervention in its entirety and is used to encompass the inclusion of measures specific to the delivery of implementation content and, if applicable, the delivery of the intervention as would be the case in hybrid trial designs

Measures to assess potential implementation strategy effects

In addition to assessing the effects of an intervention on individual clinical or public health outcomes, Hybrid Type 2 trials (and some non-hybrid pilot studies) are interested in measures of the potential effects of an implementation strategy on desired organisational or clinician practice change such as adherence to a guideline, process, clinical standard or delivery of a program [ 62 ]. A range of potential outcomes that could be used to assess implementation strategy effects has been identified, including measures of adoption, reach, fidelity and sustainability [ 46 ]. These outcomes are described in Table ​ Table2, 2 , including definitions and examples of how they may be applied to the implementation component of innovation being piloted. Standardised tools to assess these outcomes are often unavailable due to the unique nature of interventions being implemented and the variable (and changing) implementation context in which the research is undertaken [ 64 ]. Researchers may collect outcome data for these measures as part of environmental observations, self-completed checklists or administrative records, audio recording of client sessions or other methods suited to their study and context [ 62 ]. The limitations of such methods, however, need to be considered.

Measures to inform the design or development of the implementation strategy

Measures informing the design or development of the implementation strategy are potentially part of all types of feasibility and pilot implementation studies. An understanding of the determinants of implementation is critical to implementation strategy development. A range of theoretical determinant frameworks have been published which describe factors that may influence intervention implementation [ 65 ], and systematic reviews have been undertaken describing the psychometric properties of many of these measures [ 64 , 66 ]. McKay and colleagues have also identified a priority set of determinants for implementation trials that could be considered for use in implementation feasibility and pilot studies, including measures of context, acceptability, adaptability, feasibility, compatibility, cost, culture, dose, complexity and self-efficacy [ 46 ]. These determinants are described in Table ​ Table3, 3 , including definitions and how such measures may be applied to an implementation feasibility or pilot study. Researchers should consider, however, the application of such measures to assess both the intervention that is being implemented (as in a conventional intervention feasibility and pilot study) and the strategy that is being employed to facilitate its implementation, given the importance of the interaction between these factors and implementation success [ 46 ]. Examples of the potential application of measures to both the intervention and its implementation strategies have been outlined elsewhere [ 46 ]. Although a range of quantitative tools could be used to measure such determinants [ 58 , 66 ], qualitative or mixed methods are generally recommended given the capacity of qualitative measures to provide depth to the interpretation of such evaluations [ 40 ].

Measures of potential implementation determinants may be included to build or enhance logic models (Hybrid Type 1 and 2 feasibility and pilot studies) and explore implementation strategy mechanisms (Hybrid Type 2 pilot studies and non-hybrid pilot studies) [ 67 ]. If exploring strategy mechanisms, a hypothesized logic model underpinning the implementation strategy should be articulated including strategy-mechanism linkages, which are required to guide the measurement of key determinants [ 55 , 63 ]. An important determinant which can complicate logic model specification and measurement is the process of adaptation—modifications to the intervention or its delivery (implementation), through the input of service providers or implementers [ 68 ]. Logic models should specify components of implementation strategies thought to be “core” to their effects and those which are thought to be “non-core” where adaptation may occur without adversely impacting on effects. Stirman and colleagues propose a method for assessing adaptations that could be considered for use in pilot and feasibility studies of implementation trials [ 69 ]. Figure ​ Figure2 2 provides an example of some of the implementation logic model components that may be developed or refined as part of feasibility or pilot studies of implementation [ 15 , 63 ].

Example of components of an Implementation logic model

Measures to assess the feasibility of study methods

Measures of implementation feasibility and pilot study methods are similar to those of conventional studies for clinical or public health interventions. For example, standard measures of study participation and thresholds for study attrition (e.g. >20%) rates [ 73 ] can be employed in implementation studies [ 67 ]. Previous studies have also surveyed study data collectors to assess the success of blinding strategies [ 74 ]. Researchers may also consider assessing participation or adherence to implementation data collection procedures, the comprehension of survey items, data management strategies or other measures of feasibility of study methods [ 15 ].

Pilot study sample size and power

In effectiveness trials, power calculations and sample size decisions are primarily based on the detection of a clinically meaningful difference in measures of the effects of the intervention on the patient or public health outcomes such as behaviour, disease, symptomatology or functional outcomes [ 24 ]. In this context, the available study sample for implementation measures included in Hybrid Type 1 or 2 feasibility and pilot studies may be constrained by the sample and power calculations of the broader effectiveness trial in which they are embedded [ 47 ]. Nonetheless, a justification for the anticipated sample size for all implementation feasibility or pilot studies (hybrid or stand-alone) is recommended [ 18 ], to ensure that implementation measures and outcomes achieve sufficient estimates of precision to be useful. For Hybrid type 2 and relevant stand-alone implementation pilot studies, sample size calculations for implementation outcomes should seek to achieve adequate estimates of precision deemed sufficient to inform progression to a fully powered trial [ 18 ].

Progression criteria

Stating progression criteria when reporting feasibility and pilot studies is recommended as part of the CONSORT 2010 extension to randomised pilot and feasibility trials guidelines [ 18 ]. Generally, it is recommended that progression criteria should be set a priori and be specific to the feasibility measures, components and/or outcomes assessed in the study [ 18 ]. While little guidance is available, ideas around suitable progression criteria include assessment of uncertainties around feasibility, meeting recruitment targets, cost-effectiveness and refining causal hypotheses to be tested in future trials [ 17 ]. When developing progression criteria, the use of guidelines is suggested rather than strict thresholds [ 18 ], in order to allow for appropriate interpretation and exploration of potential solutions, for example, the use of a traffic light system with varying levels of acceptability [ 17 , 24 ]. For example, Thabane and colleagues recommend that, in general, the outcome of a pilot study can be one of the following: (i) stop—main study not feasible (red); (ii) continue, but modify protocol—feasible with modifications (yellow); (iii) continue without modifications, but monitor closely—feasible with close monitoring and (iv) continue without modifications (green) (44)p5.

As the goal of Hybrid Type 1 implementation component is usually formative, it may not be necessary to set additional progression criteria in terms of the implementation outcomes and measures examined. As Hybrid Type 2 trials test an intervention and can pilot an implementation strategy, criteria for these and non-hybrid pilot studies may set progression criteria based on evidence of potential effects but may also consider the feasibility of trial methods, service provider, organisational or patient (or community) acceptability, fit with organisational systems and cost-effectiveness [ 17 ]. In many instances, the progression of implementation pilot studies will often require the input and agreement of stakeholders [ 27 ]. As such, the establishment of progression criteria and the interpretation of pilot and feasibility study findings in the context of such criteria require stakeholder input [ 27 ].

Reporting suggestions

As formal reporting guidelines do not exist for hybrid trial designs, we would recommend that feasibility and pilot studies as part of hybrid designs draw upon best practice recommendations from relevant reporting standards such as the CONSORT extension for randomised pilot and feasibility trials, the Standards for Reporting Implementation Studies (STaRI) guidelines and the Template for Intervention Description and Replication (TIDieR) guide as well as any other design relevant reporting standards [ 48 , 50 , 75 ]. These, and further reporting guidelines, specific to the particular research design chosen, can be accessed as part of the EQUATOR (Enhancing the QUAility and Transparency Of health Research) network—a repository for reporting guidance [ 76 ]. In addition, researchers should specify the type of implementation feasibility or pilot study being undertaken using accepted definitions. If applicable, specification and justification behind the choice of hybrid trial design should also be stated. In line with existing recommendations for reporting of implementation trials generally, reporting on the referent of outcomes (e.g. specifying if the measure in relation to the specific intervention or the implementation strategy) [ 62 ], is also particularly pertinent when reporting hybrid trial designs.

Concerns are often raised regarding the quality of implementation trials and their capacity to contribute to the collective evidence base [ 3 ]. Although there have been many recent developments in the standardisation of guidance for implementation trials, information on the conduct of feasibility and pilot studies for implementation interventions remains limited, potentially contributing to a lack of exploratory work in this area and a limited evidence base to inform effective implementation intervention design and conduct [ 15 ]. To address this, we synthesised the existing literature and provide commentary and guidance for the conduct of implementation feasibility and pilot studies. To our knowledge, this work is the first to do so and is an important first step to the development of standardised guidelines for implementation-related feasibility and pilot studies.

Supplementary information

Acknowledgements, abbreviations.

Authors’ contributions

NP and LW led the development of the manuscript. NP, LW, NP, MCA, PN, MF and SY contributed to the drafting and final approval of the manuscript.

Associate Professor Luke Wolfenden receives salary support from a NHMRC Career Development Fellowship (grant ID: APP1128348) and Heart Foundation Future Leader Fellowship (grant ID: 101175). Dr Sze Lin Yoong is a postdoctoral research fellow funded by the National Heart Foundation. A/Prof Maureen C. Ashe is supported by the Canada Research Chairs program.

Availability of data and materials

Ethics approval and consent to participate, consent for publication, competing interests.

The authors have no financial or non-financial interests to declare .

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Supplementary information accompanies this paper at 10.1186/s40814-020-00634-w.

Pilot Study in Research: Definition & Examples

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Editor at Simply Psychology

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Julia Simkus is a graduate of Princeton University with a Bachelor of Arts in Psychology. She is currently studying for a Master's Degree in Counseling for Mental Health and Wellness in September 2023. Julia's research has been published in peer reviewed journals.

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On This Page:

A pilot study, also known as a feasibility study, is a small-scale preliminary study conducted before the main research to check the feasibility or improve the research design.

Pilot studies can be very important before conducting a full-scale research project, helping design the research methods and protocol.

How Does it Work?

Pilot studies are a fundamental stage of the research process. They can help identify design issues and evaluate a study’s feasibility, practicality, resources, time, and cost before the main research is conducted.

It involves selecting a few people and trying out the study on them. It is possible to save time and, in some cases, money by identifying any flaws in the procedures designed by the researcher.

A pilot study can help the researcher spot any ambiguities (i.e., unusual things), confusion in the information given to participants, or problems with the task devised.

Sometimes the task is too hard, and the researcher may get a floor effect because none of the participants can score at all or can complete the task – all performances are low.

The opposite effect is a ceiling effect, when the task is so easy that all achieve virtually full marks or top performances and are “hitting the ceiling.”

This enables researchers to predict an appropriate sample size, budget accordingly, and improve the study design before performing a full-scale project.

Pilot studies also provide researchers with preliminary data to gain insight into the potential results of their proposed experiment.

However, pilot studies should not be used to test hypotheses since the appropriate power and sample size are not calculated. Rather, pilot studies should be used to assess the feasibility of participant recruitment or study design.

By conducting a pilot study, researchers will be better prepared to face the challenges that might arise in the larger study. They will be more confident with the instruments they will use for data collection.

Multiple pilot studies may be needed in some studies, and qualitative and/or quantitative methods may be used.

To avoid bias, pilot studies are usually carried out on individuals who are as similar as possible to the target population but not on those who will be a part of the final sample.

Feedback from participants in the pilot study can be used to improve the experience for participants in the main study. This might include reducing the burden on participants, improving instructions, or identifying potential ethical issues.

Experiment Pilot Study

In a pilot study with an experimental design , you would want to ensure that your measures of these variables are reliable and valid.

You would also want to check that you can effectively manipulate your independent variables and that you can control for potential confounding variables.

A pilot study allows the research team to gain experience and training, which can be particularly beneficial if new experimental techniques or procedures are used.

Questionnaire Pilot Study

It is important to conduct a questionnaire pilot study for the following reasons:

• Check that respondents understand the terminology used in the questionnaire.
• Check that emotive questions are not used, as they make people defensive and could invalidate their answers.
• Check that leading questions have not been used as they could bias the respondent’s answer.
• Ensure that the questionnaire can be completed in a reasonable amount of time. If it’s too long, respondents may lose interest or not have enough time to complete it, which could affect the response rate and the data quality.

By identifying and addressing issues in the pilot study, researchers can reduce errors and risks in the main study. This increases the reliability and validity of the main study’s results.

Assessing the practicality and feasibility of the main study

Testing the efficacy of research instruments

Identifying and addressing any weaknesses or logistical problems

Collecting preliminary data

Estimating the time and costs required for the project

Determining what resources are needed for the study

Identifying the necessity to modify procedures that do not elicit useful data

Adding credibility and dependability to the study

Pretesting the interview format

Enabling researchers to develop consistent practices and familiarize themselves with the procedures in the protocol

Addressing safety issues and management problems

Limitations

Require extra costs, time, and resources.

Do not guarantee the success of the main study.

Contamination (ie: if data from the pilot study or pilot participants are included in the main study results).

Funding bodies may be reluctant to fund a further study if the pilot study results are published.

Do not have the power to assess treatment effects due to small sample size.

• Viscocanalostomy: A Pilot Study (Carassa, Bettin, Fiori, & Brancato, 1998)
• WHO International Pilot Study of Schizophrenia (Sartorius, Shapiro, Kimura, & Barrett, 1972)
• Stephen LaBerge of Stanford University ran a series of experiments in the 80s that investigated lucid dreaming. In 1985, he performed a pilot study that demonstrated that time perception is the same as during wakefulness. Specifically, he had participants go into a state of lucid dreaming and count out ten seconds, signaling the start and end with pre-determined eye movements measured with the EOG.
• Negative Word-of-Mouth by Dissatisfied Consumers: A Pilot Study (Richins, 1983)
• A pilot study and randomized controlled trial of the mindful self‐compassion program (Neff & Germer, 2013)
• Pilot study of secondary prevention of posttraumatic stress disorder with propranolol (Pitman et al., 2002)
• In unstructured observations, the researcher records all relevant behavior without a system. There may be too much to record, and the behaviors recorded may not necessarily be the most important, so the approach is usually used as a pilot study to see what type of behaviors would be recorded.
• Perspectives of the use of smartphones in travel behavior studies: Findings from a literature review and a pilot study (Gadziński, 2018)

Further Information

• Lancaster, G. A., Dodd, S., & Williamson, P. R. (2004). Design and analysis of pilot studies: recommendations for good practice. Journal of evaluation in clinical practice, 10 (2), 307-312.
• Thabane, L., Ma, J., Chu, R., Cheng, J., Ismaila, A., Rios, L. P., … & Goldsmith, C. H. (2010). A tutorial on pilot studies: the what, why and how. BMC Medical Research Methodology, 10 (1), 1-10.
• Moore, C. G., Carter, R. E., Nietert, P. J., & Stewart, P. W. (2011). Recommendations for planning pilot studies in clinical and translational research. Clinical and translational science, 4 (5), 332-337.

Carassa, R. G., Bettin, P., Fiori, M., & Brancato, R. (1998). Viscocanalostomy: a pilot study. European journal of ophthalmology, 8 (2), 57-61.

Gadziński, J. (2018). Perspectives of the use of smartphones in travel behaviour studies: Findings from a literature review and a pilot study. Transportation Research Part C: Emerging Technologies, 88 , 74-86.

In J. (2017). Introduction of a pilot study. Korean Journal of Anesthesiology, 70 (6), 601–605. https://doi.org/10.4097/kjae.2017.70.6.601

LaBerge, S., LaMarca, K., & Baird, B. (2018). Pre-sleep treatment with galantamine stimulates lucid dreaming: A double-blind, placebo-controlled, crossover study. PLoS One, 13 (8), e0201246.

Leon, A. C., Davis, L. L., & Kraemer, H. C. (2011). The role and interpretation of pilot studies in clinical research. Journal of psychiatric research, 45 (5), 626–629. https://doi.org/10.1016/j.jpsychires.2010.10.008

Malmqvist, J., Hellberg, K., Möllås, G., Rose, R., & Shevlin, M. (2019). Conducting the Pilot Study: A Neglected Part of the Research Process? Methodological Findings Supporting the Importance of Piloting in Qualitative Research Studies. International Journal of Qualitative Methods. https://doi.org/10.1177/1609406919878341

Neff, K. D., & Germer, C. K. (2013). A pilot study and randomized controlled trial of the mindful self‐compassion program. Journal of Clinical Psychology, 69 (1), 28-44.

Pitman, R. K., Sanders, K. M., Zusman, R. M., Healy, A. R., Cheema, F., Lasko, N. B., … & Orr, S. P. (2002). Pilot study of secondary prevention of posttraumatic stress disorder with propranolol. Biological psychiatry, 51 (2), 189-192.

Richins, M. L. (1983). Negative word-of-mouth by dissatisfied consumers: A pilot study. Journal of Marketing, 47 (1), 68-78.

Sartorius, N., Shapiro, R., Kimura, M., & Barrett, K. (1972). WHO International Pilot Study of Schizophrenia1. Psychological medicine, 2 (4), 422-425.

Teijlingen, E. R; V. Hundley (2001). The importance of pilot studies, Social research UPDATE, (35)

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Feasibility Studies: What They Are, How They Are Done, and What We Can Learn From Them

Anne M. Kolenic

Nursing clinical research is a growing field, and as more nurses become engaged in conducting clinical research, feasibility studies may be their first encounter. Understanding what they are, how to conduct them, and the importance of properly reporting their outcomes is vital to the continued advancement of nursing science.

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What is a Feasibility Study?

Steps in a feasibility study, contents of a feasibility report, types of feasibility study, more resources, feasibility study.

An assessment of the practicality of a proposed project/plan

A feasibility study, as the name suggests, is designed to reveal whether a project/plan is feasible. It is an assessment of the practicality of a proposed project/plan.

A feasibility study is part of the initial design stage of any project/plan. It is conducted in order to objectively uncover the strengths and weaknesses of a proposed project or an existing business. It can help to identify and assess the opportunities and threats present in the natural environment, the resources required for the project, and the prospects for success. It is conducted in order to find answers to the following questions:

• Does the company possess the required resources and technology?
• Will the company receive a sufficiently high return on its investment?

Conducting a feasibility study involves the following steps:

• Conduct preliminary analyses.
• Prepare a projected income statement . What are the possible revenues that the project can generate?
• Conduct a market survey. Does the project create a good or service that is in demand in the market? What price are consumers willing to pay for the good or service?
• Plan the organizational structure of the new project. What are the staffing requirements? How many workers are needed? What other resources are needed?
• Prepare an opening day balance of projected expenses and revenue
• Review and analyze the points of vulnerability that are internal to the project and that can be controlled or eliminated.
• Decide whether to go on with the plan/project.

A feasibility report should include the following sections:

• Executive Summary
• Description of the Product/Service
• Technology Considerations
• Product/ Service Marketplace
• Identification of the Specific Market
• Marketing Strategy
• Organizational Structure
• Financial Projections

1. Technical feasibility

• Technical: Hardware and software
• Existing or new technology
• Site analysis
• Transportation

2. Financial feasibility

• Initial investment
• Resources to procure capital: Banks, investors, venture capitalists
• Return on investment

3. Market feasibility

• Type of industry
• Prevailing market
• Future market growth
• Competitors and potential customers
• Projection of sales

4. Organizational feasibility

• The organizational structure of the business
• Legal structure of the business or the specific project
• Management team’s competency, professional skills, and experience

The practice of companies blindly following available templates comes with enormous risks. Whether companies design or copy certain business models, it is necessary to conduct a feasibility study using models to reduce the risk of failure. A feasibility study of the business model should be centered on the organization’s value-creation processes.

Thank you for reading CFI’s guide on Feasibility Study. To keep learning and advancing your career, the additional CFI resources below will be useful:

• Cross-Sectional Data Analysis
• Financial Statements Examples – Amazon Case Study
• Market Planning
• See all management & strategy resources

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How to conduct a feasibility study: Templates and examples

Conducting a feasibility study is an important step in successful project management. By evaluating the viability of a proposed project, a feasibility study helps you identify potential challenges and opportunities, ensuring you make informed decisions. In this guide, we’ll walk you through how to conduct a feasibility study with practical templates and real-world examples, designed for project managers seeking to optimize their project planning process.

It can be exciting to run a large, complex project that has a huge potential impact on your organization. On the one hand, you’re driving real change. On the other hand, failure is intimidating. 

What is a feasibility study? 

A feasibility study—sometimes called a feasibility analysis or feasibility report—is a way to evaluate whether or not a project plan could be successful. A feasibility study evaluates the practicality of your project plan in order to judge whether or not you’re able to move forward with the project. 

It does so by answering two questions: 

Does our team have the required tools or resources to complete this project? 

Will there be a high enough return on investment to make the project worth pursuing? 

Benefits of conducting a feasibility study

There are several key benefits to conducting a feasibility study before launching a new project:

Confirms market opportunities and the target market before investing significant resources

Identifies potential issues and risks early on

Provides in-depth data for better decision making on the proposed project's viability

Creates documentation on expected costs and benefits, including financial analysis

Obtains stakeholder buy-in by demonstrating due diligence

Feasibility studies are important for projects that represent significant investments for your business. Projects that also have a large potential impact on your presence in the market may also require a feasibility assessment. 

As the project manager , you may not be directly responsible for driving the feasibility study, but it’s important to know what these studies are. By understanding the different elements that go into a feasibility study, you can better support the team driving the feasibility study and ensure the best outcome for your project.

When should you conduct a feasibility analysis?

A feasibility study should be conducted after the project has been pitched but before any work has actually started. The study is part of the project planning process. In fact, it’s often done in conjunction with a SWOT analysis or project risk assessment , depending on the specific project. 

Feasibility studies help: 

Confirm market opportunities before committing to a project

Narrow your business alternatives

Create documentation about the benefits and disadvantages of your proposed initiative

Provide more information before making a go-or-no-go decision

You likely don’t need a feasibility study if:

You already know the project is feasible

You’ve run a similar project in the past

Your competitors are succeeding with a similar initiative in market

The project is small, straightforward, and has minimal long-term business impact

Your team ran a similar feasibility analysis within the past three years

One thing to keep in mind is that a feasibility study is not a project pitch. During a project pitch, you’re evaluating whether or not the project is a good idea for your company and whether the goals of the project are in line with your overall strategic plan. Typically, once you’ve established that the project is a good idea, you'll run a feasibility study to confirm that the project is possible with the tools and resources you have at your disposal. 

Types of feasibility studies

There are five main types of feasibility studies: technical feasibility, financial feasibility, market feasibility (or market fit), operational feasibility, and legal feasibility. Most comprehensive feasibility studies will include an assessment of all five of these areas.

Technical feasibility

A technical feasibility study reviews the technical resources available for your project. This study determines if you have the right equipment, enough equipment, and the right technical knowledge to complete your project objectives . For example, if your project plan proposes creating 50,000 products per month, but you can only produce 30,000 products per month in your factories, this project isn’t technically feasible. 

Financial feasibility

Financial feasibility describes whether or not your project is fiscally viable. A financial feasibility report includes a cost-benefit analysis of the project. It also forecasts an expected return on investment (ROI) and outlines any financial risks. The goal at the end of the financial feasibility study is to understand the economic benefits the project will drive. 

Market feasibility

The market feasibility study is an evaluation of how your team expects the project’s deliverables to perform in the market. This part of the report includes a market analysis, a market competition breakdown, and sales projections.

Operational feasibility

An operational feasibility study evaluates whether or not your organization is able to complete this project. This includes staffing requirements, organizational structure, and any applicable legal requirements. At the end of the operational feasibility study, your team will have a sense of whether or not you have the resources, skills, and competencies to complete this work. 

Legal feasibility

A legal feasibility analysis assesses whether the proposed project complies with all relevant legal requirements and regulations. This includes examining legal and regulatory barriers, necessary permits, licenses, or certifications, potential legal liabilities or risks, and intellectual property considerations. The legal feasibility study ensures that the project can be completed without running afoul of any laws or incurring undue legal exposure for the organization.

Feasibility assessment checklist

Most feasibility studies are structured in a similar way. These documents serve as an assessment of the practicality of a proposed business idea. Creating a clear feasibility study helps project stakeholders during the decision making process. 

The essential elements of a feasibility study are: 

An executive summary describing the project’s overall viability

A description of the product or service being developed during this project

Any technical considerations , including technology, equipment, or staffing

The market survey , including a study of the current market and the marketing strategy 

The operational feasibility study evaluates whether or not your team’s current organizational structure can support this initiative

The project timeline

Financial projections based on your financial feasibility report

6 steps to conduct a feasibility study

You likely won’t be conducting the feasibility study yourself, but you will probably be called on to provide insight and information. To conduct a feasibility study, hire a trained consultant or, if you have an in-house project management office (PMO) , ask if they take on this type of work. In general, here are the steps they’ll take to complete this work: 

1. Run a preliminary analysis

Creating a feasibility study is a time-intensive process. Before diving into the feasibility study, it’s important to evaluate the project for any obvious and insurmountable roadblocks. For example, if the project requires significantly more budget than your organization has available, you likely won’t be able to complete it. Similarly, if the project deliverables need to be live and in the market by a certain date but won’t be available for several months after that, the project likely isn’t feasible either. These types of large-scale obstacles make a feasibility study unnecessary because it’s clear the project is not viable.

2. Evaluate financial feasibility

Think of the financial feasibility study as the projected income statement for the project. This part of the feasibility study clarifies the expected project income and outlines what your organization needs to invest—in terms of time and money—in order to hit the project objectives. 

During the financial feasibility study, take into account whether or not the project will impact your business's cash flow. Depending on the complexity of the initiative, your internal PMO or external consultant may want to work with your financial team to run a cost-benefit analysis of the project. 

3. Run a market assessment

The market assessment, or market feasibility study, is a chance to identify the demand in the market. This study offers a sense of expected revenue for the project and any potential market risks you could run into. 

The market assessment, more than any other part of the feasibility study, is a chance to evaluate whether or not there’s an opportunity in the market. During this study, it’s critical to evaluate your competitor’s positions and analyze demographics to get a sense of how the project will go. 

4. Consider technical and operational feasibility

Even if the financials are looking good and the market is ready, this initiative may not be something your organization can support. To evaluate operational feasibility, consider any staffing or equipment requirements this project needs. What organizational resources—including time, money, and skills—are necessary in order for this project to succeed? 

Depending on the project, it may also be necessary to consider the legal impact of the initiative. For example, if the project involves developing a new patent for your product, you will need to involve your legal team and incorporate that requirement into the project plan.

5. Review project points of vulnerability

At this stage, your internal PMO team or external consultant have looked at all four elements of your feasibility study—financials, market analysis, technical feasibility, and operational feasibility. Before running their recommendations by you and your stakeholders, they will review and analyze the data for any inconsistencies. This includes ensuring the income statement is in line with your market analysis. Similarly, now that they’ve run a technical feasibility study, are any liabilities too big of a red flag? (If so, create a contingency plan !) 

Depending on the complexity of your project, there won’t always be a clear answer. A feasibility analysis doesn’t provide a black-and-white decision for a complex problem. Rather, it helps you come to the table with the right questions—and answers—so you can make the best decision for your project and for your team.

6. Propose a decision

The final step of the feasibility study is an executive summary touching on the main points and proposing a solution. 

Depending on the complexity and scope of the project, your internal PMO or external consultant may share the feasibility study with stakeholders or present it to the group in order to field any questions live. Either way, with the study in hand, your team now has the information you need to make an informed decision.

Feasibility study examples

To better understand the concepts behind feasibility assessments, here are two hypothetical examples demonstrating how these studies can be applied in real-world scenarios.

Example 1: New product development

A consumer goods company is considering launching a new product line. Before investing in new product development, they conduct a feasibility study to assess the proposed project.

The feasibility study includes:

Market research to gauge consumer interest, assess competitor offerings, and estimate potential market share for the target market.

Technological considerations, including R&D requirements, production processes, and any necessary patents or certifications.

In-depth financial analysis projects sales volumes, revenue, costs, and profitability over a multi-year period.

Evaluation of organizational readiness, including the skills of the current management team and staff to bring the new product to market.

Assessment of legal feasibility to ensure compliance with regulations and identify any potential liability issues.

The comprehensive feasibility study identifies a promising market opportunity for the new business venture. The company decides to proceed with the new project, using the feasibility report as a template for their business development process. The study helps secure funding from key decision-makers, setting this start-up product initiative up for success.

Example 2: Real estate development deal

A property developer is evaluating the feasibility of purchasing land for a new residential community. They commission a feasibility study to determine the viability of this real estate development project.

The feasibility assessment covers:

Detailed analysis of the local housing market, including demand drivers, comparable properties, pricing, and absorption rates.

Site planning to assess the property's capacity, constraints, and technological considerations.

In-depth review of legal feasibility, including zoning, permitting, environmental regulations, and other potential legal hurdles.

Financial analysis modeling various development scenarios and estimating returns on investment.

Creation of an opening day balance sheet projecting the assets, liabilities, and equity for the proposed project.

Sensitivity analysis to evaluate the impact of changes in key assumptions on the project's scope and profitability.

The feasibility study concludes that while the real estate start-up is viable, it carries significant risk. Based on these findings, the developer makes an informed decision to move forward, but with a revised project's scope and a phased approach to mitigate risk. The comprehensive feasibility analysis proves critical in guiding this major investment decision.

Which phase of the project management process involves feasibility studies?

Feasibility studies are a key part of the project initiation and planning phases. They are typically conducted after a project has been conceptualized but before significant resources are invested in detailed planning and execution.

The purpose of a feasibility assessment is to objectively evaluate the viability of a proposed project, considering factors such as technical feasibility, market demand, financial costs and benefits, legal requirements, and organizational readiness. By thoroughly assessing these aspects, a feasibility study helps project stakeholders make an informed go-or-no-go decision.

While feasibility studies are a critical tool in the early stages of project management, they differ from other planning documents like project charters, business cases, and business plans. Here's a closer look at these key differences:

Feasibility study vs. project charter

A project charter is a relatively informal document to pitch your project to stakeholders. Think of the charter as an elevator pitch for your project objectives, scope, and responsibilities. Typically, your project sponsor or executive stakeholders review the charter before ratifying the project. 

A feasibility study should be implemented after the project charter has been ratified. This isn’t a document to pitch whether or not the project is in line with your team’s goals—rather, it’s a way to ensure the project is something you and your team can accomplish.

Feasibility study vs. business case

A business case is a more formalized version of the project charter. While you’d typically create a project charter for small or straightforward initiatives, you should create a business case if you are pitching a large, complex initiative that will make a major impact on the business. This longer, more formal document will also include financial information and typically involve more senior stakeholders. 

After your business case is approved by relevant stakeholders, you'll run a feasibility study to make sure the work is doable. If you find it isn’t, you might return to your executive stakeholders and request more resources, tools, or time in order to ensure your business case is feasible.

Feasibility study vs. business plan

A business plan is a formal document outlining your organization’s goals. You typically write a business plan when founding your company or when your business is going through a significant shift. Your business plan informs a lot of other business decisions, including your three- to five-year strategic plan . 

As you implement your business and strategic plan, you’ll invest in individual projects. A feasibility study is a way to evaluate the practicality of any given individual project or initiative.

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What Is a Feasibility Study: Step-by-Step Guide

Key takeaways What is a feasibility study? A feasibility study is an analytical tool used to evaluate the practicality of a proposed project or business idea. It assesses various factors such as financial viability, technical requirements, legal constraints, and market demand. The study aims to answer the question “Are the goals of this project realistically…

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Key takeaways

• A feasibility study is an essential analytical tool that evaluates the viability of a proposed project on multiple fronts, such as financials, technical requirements, and market demand.
• Conducted during the project initiation phase, this type of study serves as an early checkpoint to identify potential roadblocks and assess risks.
• Feasibility studies act as the first line of defense against project failure, saving time, money, and resources.

What is a feasibility study?

A feasibility study is an analytical tool used to evaluate the practicality of a proposed project or business idea. It assesses various factors such as financial viability, technical requirements, legal constraints, and market demand. The study aims to answer the question “Are the goals of this project realistically attainable?” by examining data, studies, and other relevant information.

A feasibility study is a crucial step to take before diving into any project and is generally performed during the project initiation phase of project management . It helps identify potential roadblocks, assess risks, and estimate resource allocation; skipping this step can lead to project failure, wasted resources, and financial losses.

Feasibility studies represent one of the many intricacies of project planning . Understanding the other requirements of this crucial step can give you a well-rounded view of how to set your project up for success.

Steps to conduct a feasibility study

Successfully executing a project hinges on thorough planning and risk assessment. Following this step-by-step guide for conducting a feasibility study will help you meticulously evaluate the viability of your project from the outset.

Step 1: Conduct preliminary analysis

This is where you take a good, hard look at your project to determine whether it’s worth pursuing. At this stage, you should also decide if a more detailed feasibility study is necessary.

A few key criteria usually come into play during this initial assessment. First, consider a general sense of the market demand for your project, the resources you have at your disposal, and some ballpark figures for initial costs. If it’s difficult to get clear estimates, it may be worthwhile to invest additional time and resources in a more comprehensive feasibility study. If no significant roadblocks pop up in this preliminary analysis, then you have the green light to proceed.

Some project management software includes useful features that can help you efficiently collect and organize all this data. These features can be very helpful in decision-making, especially when you’re looking at multiple variables.

Step 2: Create a projected income statement

This vital component of the feasibility study involves forecasting the income, expenses, and profitability associated with the proposed project. The projected income statement is akin to peering into a financial crystal ball to see how the numbers might align.

There are several approaches you can take to assess a project’s financial impact. Historical data and industry benchmarks, for example, can serve as reliable guides. These projections are important for assessing financial feasibility and making informed decisions.

The significance of these forecasts cannot be overstated — they help stakeholders understand the project’s potential ROI and ultimately make the go/no-go decision for the project.

Step 3: Survey the market

The market survey stage involves rolling up your sleeves to gather valuable data and insights about your target market(s) and audience(s). Think of it as your project’s reconnaissance mission: You’re scouting the terrain to understand what you’re getting into.

To start, you’ll want to learn your customers’ preferences to see if your project will fulfill a need or solve a problem they currently face. For example, a software company’s research might reveal customer demand for a new feature that aligns with the project’s goals.

Also consider if your project is timely and whether it will make a significant impact now or in the near future, depending on emerging market trends. It may be useful to conduct competitor research as well; knowing what and who you’re up against can help stakeholders decide whether you should move forward with the project and, if so, how you will approach it.

Surveys and interviews are ideal for firsthand quantitative and qualitative data. However, don’t underestimate the power of existing market reports. This preexisting data can offer a broad market landscape view, helping you make data-driven decisions. You can also leverage other research and data collection methods, such as focus groups and publicly available databases like Statista and the U.S. Census Bureau .

Step 4: Review and analyze the data

With all of the necessary information in hand, use tools like a SWOT analysis to evaluate the project’s strengths, weaknesses, opportunities, and threats. A risk assessment is another go-to method that can help you identify potential pitfalls that could derail your project.

At this point in the feasibility study, weigh key metrics and indicators like projected ROI, milestone dates, market penetration rates, and possible vulnerabilities. These gauges, when reviewed in tandem, paint a broader picture of your project’s viability and value.

Step 5: Determine the next steps

Use your research-backed analysis to decide whether the project you’ve proposed is the best way to address the problems it intends to address. If the metrics are favorable and the risks are manageable, you should feel confident advancing to the planning phase. Too many red flags, however, may mean you need to go back to the drawing board.

Here’s a little tech tip to make this decision easier: Many project management software dashboards can compile your key metrics and findings neatly in one visual package. It’s like having a project feasibility snapshot right at your fingertips, which makes it much easier for stakeholders to understand important data and make informed decisions.

Types of feasibility studies

There are different types of feasibility studies that each focus on a unique aspect of projects and project planning . By understanding the nuances of each, you’ll become better equipped to make well-informed decisions, mitigate risks, and ultimately steer your project toward success.

Technical feasibility

Technical feasibility digs into the nuts and bolts of the project. You’re looking at what kind of technology you’ll need, whether it’s available, and if it can be integrated into your current systems. It’s like checking if you have all the ingredients you need before cooking a specific recipe.

Economic feasibility

This study is all about the money — how much the project will cost and what kinds of economic or profitability benefits it will bring forth. With an economic feasibility study, you’re most often doing a cost-benefit analysis to see if the financials add up in your favor. It’s like weighing the pros and cons but in dollar signs. 

Legal feasibility

This is your legal checkpoint. You’re looking at any laws or regulations that might create risks or restrict your project. This feasibility study could also involve checking compliance with industry-specific or regional regulations.

Operational feasibility

An operational feasibility study will help you see how the project fits into your current operations and operational goals and resources. After completing this type of study, you should know if your project will require new workflows and if your team can handle project tasks alongside their current workloads.

This study also evaluates whether the organization has the expertise to accomplish all project goals.

Scheduling feasibility

This feasibility study is all about time. You’re considering how long the project will take and whether you can afford any delays. Gantt charts , a feature commonly found in project management software, can be convenient in this type of study.

These visual timelines allow you to map out the entire project schedule, set milestones, and identify potential bottlenecks. You can also easily see if your project’s timeline is realistic or if you need to make adjustments to avoid delays.

Feasibility study examples

Feasibility studies add value to the project lifecycle across diverse industries. With each of these examples, the feasibility study is a critical preliminary step to identify potential roadblocks and assess the likelihood of project success.

Construction

A construction project feasibility study might focus on land evaluation, zoning laws, and material costs to determine if a new housing development is viable. In this example, the study helps avoid legal snags and ensure profitable land use.

A healthcare feasibility study may assess the demand for a new medical facility in a specific location by looking at factors like local population health statistics and existing healthcare infrastructure. This type of research helps determine whether a new facility would serve the community appropriately and utilize resources effectively.

Information technology

An IT feasibility study might analyze the technical requirements, cost, and market demand for a new software application to understand whether the development effort would offer a reasonable return on investment. This information helps project teams avoid sinking time and money into software that no one wants or needs.

Free feasibility study template

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Why are feasibility studies crucial in project management?

In project management, feasibility studies help you gauge whether your project is a go or a no-go, saving you time, money, and a lot of headaches in the long run. But it’s not just about giving your project a thumbs-up or down.

Feasibility studies are also invaluable for decision-making and risk assessment. They provide the data and insights you need to make informed choices. Whether it’s deciding on the project scope, budget, or timeline, these studies offer a comprehensive view of what you’re up against.

Plus, feasibility studies help you identify potential roadblocks and risks, allowing you to prepare effective contingency plans. Operating with a feasibility study as your project’s foundation is like giving your team both a roadmap and a weather forecast to help you better navigate your project journey.

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Research vs Feasibility: Meaning And Differences

When it comes to planning a project, two terms that are often used interchangeably are research and feasibility. However, they have distinct meanings and implications that can greatly impact the success of a project. In this article, we will explore the differences between research and feasibility and how they can be used to ensure a project’s success.

It’s important to understand the definitions of research and feasibility. Research is the process of gathering information and data to gain knowledge and understanding of a particular subject or problem. It involves analyzing and interpreting the information to draw conclusions and make informed decisions. On the other hand, feasibility refers to the practicality and viability of a project. It involves assessing whether a project is possible, given the available resources, time, and budget.

While both research and feasibility are important aspects of project planning, they serve different purposes. Research is typically conducted at the beginning of a project to gain a deep understanding of the problem or opportunity at hand. This information is then used to inform the feasibility of the project. Feasibility, on the other hand, is conducted to determine whether the project is possible given the available resources. This includes assessing the financial, technical, and operational aspects of the project.

By understanding the differences between research and feasibility, project managers can ensure that they are taking the necessary steps to plan and execute successful projects. In the following sections, we will explore each of these concepts in more detail and provide examples of how they can be applied in real-world scenarios.

Define Research

Research refers to the systematic investigation of a subject matter with the aim of discovering new knowledge, validating existing knowledge, or arriving at a conclusion. It involves the collection and analysis of data through various methods such as experiments, surveys, observations, and interviews. Research is conducted to answer questions, solve problems, or make informed decisions. It is a critical process that requires careful planning, execution, and interpretation of results.

Define Feasibility

Feasibility refers to the assessment of the practicality and viability of a proposed project or idea. It involves analyzing the strengths, weaknesses, opportunities, and threats of the project or idea to determine its chances of success. Feasibility studies are conducted to evaluate the technical, economic, social, and environmental aspects of the project or idea. They help stakeholders to make informed decisions about whether to proceed with the project or idea, modify it, or abandon it altogether.

Table: Differences between research and feasibility

How To Properly Use The Words In A Sentence

When it comes to research and feasibility, using these words correctly in a sentence can make a significant impact on the clarity and effectiveness of your communication. Here are some tips on how to use these words properly:

How To Use “Research” In A Sentence

Research refers to the systematic investigation into a particular subject or topic. Here are some ways to use the word “research” correctly in a sentence:

• As a noun: “The research conducted by the team provided valuable insights into consumer behavior.”
• As a verb: “We need to research the market to determine if our product will be successful.”
• As an adjective: “The report was based on thorough research and analysis.”

It is important to note that the word “research” should not be used interchangeably with “study” or “investigation.” While these words may be related, they have distinct meanings and should be used appropriately.

How To Use “Feasibility” In A Sentence

Feasibility refers to the practicality or likelihood of something being successful. Here are some ways to use the word “feasibility” correctly in a sentence:

• As a noun: “The feasibility of the project was questioned due to budget constraints.”
• As an adjective: “The feasibility study determined that the project was viable.”

It is important to note that the word “feasibility” should not be used interchangeably with “possibility” or “probability.” While these words may be related, they have distinct meanings and should be used appropriately.

More Examples Of Research & Feasibility Used In Sentences

In order to better understand the differences between research and feasibility, it’s important to see how they are used in context. Here are some examples of using both terms in a sentence:

Examples Of Using Research In A Sentence

• The company conducted extensive research before launching the new product.
• Her research on the effects of climate change was groundbreaking.
• Researchers found a correlation between exercise and improved mental health.
• He spent years researching the history of his family’s genealogy.
• The study was conducted by a team of researchers from various universities.
• Research has shown that a healthy diet can reduce the risk of heart disease.
• She presented her research findings at a conference in Paris.
• The research paper was published in a prestigious academic journal.
• The researchers used a variety of methods to collect data for their study.
• His research into renewable energy sources led to several important discoveries.

Examples Of Using Feasibility In A Sentence

• Before investing in the project, they conducted a feasibility study to determine its potential profitability.
• The feasibility of the proposed plan was called into question by several experts.
• After careful consideration, the team determined that the project was not feasible.
• The feasibility report outlined the potential risks and benefits of the project.
• He was tasked with assessing the feasibility of expanding the company’s operations overseas.
• The feasibility analysis revealed that the project would require significant funding.
• The feasibility study concluded that the project was viable, but would require additional resources.
• The feasibility assessment highlighted several key challenges that would need to be addressed.
• They commissioned a feasibility report to determine whether the project was worth pursuing.
• Feasibility testing revealed several flaws in the design of the new product.

Common Mistakes To Avoid

When it comes to conducting a study or analysis for a project, many people tend to use the terms ‘research’ and ‘feasibility’ interchangeably. However, this is a common mistake that can lead to inaccurate results and poor decision-making. Here are some of the most common mistakes to avoid:

1. Using Research And Feasibility Interchangeably

Research and feasibility are two distinct concepts that should not be used interchangeably. Research is the systematic investigation of a subject or problem, while feasibility is the assessment of whether a project or idea is practical or viable.

For example, conducting market research can help you understand the needs and preferences of your target audience, while a feasibility study can help you determine whether your business idea is financially and operationally feasible.

2. Neglecting To Conduct A Feasibility Study

One common mistake is to skip the feasibility study and rely solely on research. While research can provide valuable insights, it does not necessarily mean that your project or idea is feasible. A feasibility study can help you identify potential risks, constraints, and opportunities that may impact the success of your project.

3. Focusing Solely On Quantitative Data

Another mistake is to focus solely on quantitative data and neglect qualitative data. While quantitative data can provide statistical evidence, qualitative data can provide insights into the emotions, attitudes, and behaviors of your target audience. Combining both types of data can provide a more comprehensive understanding of your subject or problem.

4. Overlooking The Importance Of Context

Context is crucial when conducting research or feasibility studies. It is important to consider factors such as culture, geography, and history that may impact the results of your study. Ignoring context can lead to inaccurate conclusions and poor decision-making.

Tips To Avoid These Mistakes

• Clearly define your research objectives and feasibility criteria before conducting any analysis.
• Use both quantitative and qualitative data to provide a more comprehensive understanding of your subject or problem.
• Consider the context in which your study is conducted and how it may impact your results.
• Always conduct a feasibility study to assess the practicality and viability of your project or idea.

Context Matters

When it comes to making decisions in business or any other field, research and feasibility are two concepts that are often considered. However, the choice between the two can depend on the context in which they are used. It is important to understand how the context affects the choice between research and feasibility in order to make informed decisions.

Examples Of Different Contexts

Let’s take a look at some different contexts and how the choice between research and feasibility might change:

1. Startups

For startups, feasibility is often more important than research. This is because startups are typically working with limited resources and need to ensure that their ideas are feasible before investing too much time and money into research. Feasibility studies can help startups determine whether their ideas are viable and can be executed within their constraints.

2. Established Companies

Established companies, on the other hand, may prioritize research over feasibility. This is because they have more resources to invest in research and may be looking to develop new products or services that are not yet feasible. Research can help these companies identify new opportunities and develop innovative solutions.

3. Government Projects

For government projects, both research and feasibility are important. Governments need to ensure that their projects are feasible and can be executed within their budgets and timelines. At the same time, they also need to conduct research to determine the potential impact of their projects and to identify any potential risks or issues.

4. Non-Profit Organizations

Non-profit organizations may prioritize feasibility over research, as they often have limited resources and need to ensure that their projects can be executed within their budgets. However, research can still be important for non-profits, as it can help them identify new opportunities and develop more effective programs and services.

As we can see, the choice between research and feasibility can depend on the context in which they are used. It is important to consider the specific needs and constraints of each situation in order to make the best decision. By understanding how context affects the choice between research and feasibility, we can make more informed decisions and achieve better outcomes.

Exceptions To The Rules

While research and feasibility studies are essential tools in decision-making processes, there are some exceptions where their rules might not apply. These exceptions might arise due to unique circumstances or situations that require a different approach. Here are some of the exceptions:

1. Innovation-driven Projects

When it comes to innovation-driven projects, relying solely on research and feasibility studies might not be enough. These projects require a more creative and experimental approach that goes beyond what research and feasibility studies can provide. In such cases, businesses might need to take calculated risks and invest in new ideas that have not been tested before. For instance, when Apple developed the first iPhone, there was no research or feasibility study that could have predicted its success. It was a new and innovative idea that required a leap of faith.

2. Small-scale Projects

Small-scale projects might not require extensive research and feasibility studies. These projects are usually low-risk and have a limited scope, making it easier for businesses to make informed decisions without spending too much time or resources on research. For example, a small business that wants to introduce a new product to its existing customers might not need to conduct extensive market research or feasibility studies. The business can rely on its existing customer base and feedback to make informed decisions.

3. Time-sensitive Projects

There are situations where businesses might not have the luxury of time to conduct extensive research and feasibility studies. Time-sensitive projects require quick decision-making processes that rely on available data and information. For instance, during a crisis, businesses might need to make quick decisions to mitigate the impact of the crisis. In such cases, relying on available data and information might be the best approach.

4. Projects With Limited Resources

Projects with limited resources might not have the luxury of conducting extensive research and feasibility studies. These projects require a more practical approach that focuses on making the most out of the available resources. For example, a non-profit organization that wants to provide clean water to a remote village might not have the resources to conduct extensive research or feasibility studies. The organization might need to rely on available data and information to make informed decisions.

While research and feasibility studies are important tools in decision-making processes, they might not always apply to every situation. Businesses need to evaluate each situation and determine the best approach that suits their unique circumstances. By doing so, businesses can make informed decisions that lead to success.

Practice Exercises

Now that we have a better understanding of the differences between research and feasibility, it’s time to put that knowledge into practice. Below are some exercises that will help you improve your understanding and use of these concepts in sentences.

Exercise 1: Research Or Feasibility?

For each of the following scenarios, determine whether research or feasibility is the more appropriate concept to use:

Answer Key:

• Feasibility

Exercise 2: Using Research And Feasibility In Sentences

Complete the following sentences with either research or feasibility:

• Before launching a new product, it’s important to conduct ________ to understand the market.
• The team analyzed the ________ of the project before deciding to move forward.
• She conducted extensive ________ to gather data for her thesis.
• The company determined the ________ of expanding into a new market before making a decision.
• feasibility

By practicing these exercises, you’ll be able to better understand and utilize the concepts of research and feasibility in your work. Remember, research is about gathering information and data, while feasibility is about determining whether something is possible or practical. Using these concepts effectively can help you make informed decisions and achieve your goals.

In conclusion, the difference between research and feasibility is significant and can impact various aspects of a project. Research involves gathering information and analyzing it to draw conclusions and make decisions. On the other hand, feasibility refers to the practicality of implementing a project or idea.

It is important to understand the distinction between the two concepts to ensure that projects are successful and feasible. Conducting thorough research can help identify potential obstacles and opportunities, while feasibility studies can help assess the practicality of a project.

Key Takeaways

• Research involves gathering information and analyzing it to make decisions.
• Feasibility refers to the practicality of implementing a project or idea.
• Understanding the difference between research and feasibility is crucial for project success.
• Conducting thorough research and feasibility studies can help identify potential obstacles and opportunities.

By keeping these key takeaways in mind, individuals and organizations can make informed decisions and ensure the success of their projects.

Continuing Learning

Learning about grammar and language use is an ongoing process that can greatly benefit individuals in both personal and professional settings. By continuing to improve their language skills, individuals can enhance their communication abilities and increase their chances of success in various endeavors.

There are many resources available for those looking to continue learning about grammar and language use. Online courses, books, and workshops are just a few examples of the many options available.

By taking advantage of these resources and continuing to learn, individuals can improve their language skills and achieve their goals.

Shawn Manaher is the founder and CEO of The Content Authority. He’s one part content manager, one part writing ninja organizer, and two parts leader of top content creators. You don’t even want to know what he calls pancakes.

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Feasibility Studies: What They Are, How They Are Done, and What We Can Learn From Them

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• 1 University Hospitals Seidman Cancer Center.
• PMID: 30118444
• DOI: 10.1188/18.ONF.572-574

Nursing clinical research is a growing field, and as more nurses become engaged in conducting clinical research, feasibility studies may be their first encounter. Understanding what they are, how to conduct them, and the importance of properly reporting their outcomes is vital to the continued advancement of nursing science.

Keywords: clinical research; evidence-based practice; feasibility studies; nursing science.

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What Is a Feasibility Study? How to Conduct One for Your Project

Why is a feasibility study so important in project management? For one, the feasibility study or feasibility analysis is the foundation upon which your project plan resides. That’s because the feasibility analysis determines the viability of your project. Now that you know the importance, read on to learn what you need to know about feasibility studies.

What Is a Feasibility Study?

A feasibility study is simply an assessment of the practicality of a proposed project plan or method. This is done by analyzing technical, economic, legal, operational and time feasibility factors. Just as the name implies, you’re asking, “Is this feasible?” For example, do you have or can you create the technology that accomplishes what you propose? Do you have the people, tools and resources necessary? And, will the project get you the ROI you expect?

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Feasibility study template

Use this free Feasibility Study Template for Word to manage your projects better.

What’s the Importance of a Feasibility Study?

A project feasibility study should be done during the project management life cycle after the business case has been completed. So, that’s the “what” and the “when” but how about the “why?” Why is it important to conduct a feasibility study?

An effective feasibility study points a project in the right direction by helping decision-makers have a holistic view of the potential benefits, disadvantages, barriers and constraints that could affect its outcome. The main purpose of a feasibility study is to determine whether the project can be not only viable but also beneficial from a technical, financial, legal and market standpoint.

What Is Included in a Feasibility Study Report?

The findings of your project feasibility study are compiled in a feasibility report that usually includes the following elements.

• Executive summary
• Description of product/service
• Technology considerations
• Product/service marketplace
• Marketing strategy
• Organization/staffing
• Financial projections
• Findings and recommendations

Free Feasibility Study Template

Use this free feasibility study template for Word to begin your own feasibility study. It has all the fundamental sections for you to get started, and it’s flexible enough to adapt to your specific needs. Download yours today.

Types of Feasibility Study

There are many things to consider when determining project feasibility, and there are different types of feasibility studies you might conduct to assess your project from different perspectives.

Pre-Feasibility Study

A pre-feasibility study, as its name suggests, it’s a process that’s undertaken before the feasibility study. It involves decision-makers and subject matter experts who will prioritize different project ideas or approaches to quickly determine whether the project has fundamental technical, financial, operational or any other evident flaws. If the project proposal is sound, a proper feasibility study will follow.

Technical Feasibility Study

A technical feasibility study consists in determining if your organization has the technical resources and expertise to meet the project requirements . A technical study focuses on assessing whether your organization has the necessary capabilities that are needed to execute a project, such as the production capacity, facility needs, raw materials, supply chain and other inputs. In addition to these production inputs, you should also consider other factors such as regulatory compliance requirements or standards for your products or services.

Economic Feasibility Study

Also called financial feasibility study, this type of study allows you to determine whether a project is financially feasible. Economic feasibility studies require the following steps:

• Before you can start your project, you’ll need to determine the seed capital, working capital and any other capital requirements, such as contingency capital. To do this, you’ll need to estimate what types of resources will be needed for the execution of your project, such as raw materials, equipment and labor.
• Once you’ve determined what project resources are needed, you should use a cost breakdown structure to identify all your project costs.
• Identify potential sources of funding such as loans or investments from angel investors or venture capitalists.
• Estimate the expected revenue, profit margin and return on investment of your project by conducting a cost-benefit analysis , or by using business forecasting techniques such as linear programming to estimate different future outcomes under different levels of production, demand and sales.
• Estimate your project’s break-even point.
• Conduct a financial benchmark analysis with industrial averages and specific competitors in your industry.
• Use pro forma cash flow statements, financial statements, balance sheets and other financial projection documents.

Legal Feasibility Study

Your project must meet legal requirements including laws and regulations that apply to all activities and deliverables in your project scope . In addition, think about the most favorable legal structure for your organization and its investors. Each business legal structure has advantages and disadvantages when it comes to liability for business owners, such as limited liability companies (LLCs) or corporations, which reduce the liability for each business partner.

Market Feasibility Study

A market feasibility study determines whether your project has the potential to succeed in the market. To do so, you’ll need to analyze the following factors:

• Industry overview: Assess your industry, such as year-over-year growth, identify key direct and indirect competitors, availability of supplies and any other trends that might affect the future of the industry and your project.
• SWOT analysis: A SWOT analysis allows organizations to determine how competitive an organization can be by examining its strengths, weaknesses and the opportunities and threats of the market. Strengths are the operational capabilities or competitive advantages that allow an organization to outperform its competitors such as lower costs, faster production or intellectual property. Weaknesses are areas where your business might be outperformed by competitors. Opportunities are external, such as an underserved market, an increased demand for your products or favorable economic conditions. Threats are also external factors that might affect your ability to do well in the market such as new competitors, substitute products and new technologies.
• Market research: The main purpose of market research is to determine whether it’s possible for your organization to enter the market or if there are barriers to entry or constraints that might affect your ability to compete. Consider variables such as pricing, your unique value proposition, customer demand, new technologies, market trends and any other factors that affect how your business will serve your customers. Use market research techniques to identify your target market, create buyer personas, assess the competitiveness of your niche and gauge customer demand, among other things.

7 Steps to Do a Feasibility Study

If you’re ready to do your own feasibility study, follow these 7 steps. You can use this free feasibility study template to help you get started.

1. Conduct a Preliminary Analysis

Begin by outlining your project plan . You should focus on an unserved need, a market where the demand is greater than the supply and whether the product or service has a distinct advantage. Then, determine if the feasibility factors are too high to clear (i.e. too expensive, unable to effectively market, etc.).

2. Prepare a Projected Income Statement

This step requires working backward. Start with what you expect the income from the project to be and then what project funding is needed to achieve that goal. This is the foundation of an income statement. Factor in what services are required and how much they’ll cost and any adjustments to revenues, such as reimbursements, etc.

Related: Free Project Management Templates

3. Conduct a Market Survey or Perform Market Research

This step is key to the success of your feasibility study, so make your market analysis as thorough as possible. It’s so important that if your organization doesn’t have the resources to do a proper one, then it is advantageous to hire an outside firm to do so.

Market research will give you the clearest picture of the revenues and return on investment you can realistically expect from the project. Some things to consider are the geographic influence on the market, demographics, analyzing competitors, the value of the market and what your share will be and if the market is open to expansion (that is, in response to your offer).

4. Plan Business Organization and Operations

Once the groundwork of the previous steps has been laid, it’s time to set up the organization and operations of the planned project to meet its technical, operational, economic and legal feasibility factors. This isn’t a superficial, broad-stroke endeavor. It should be thorough and include start-up costs, fixed investments and operating costs.

These costs address things such as equipment, merchandising methods, real estate, personnel, supply availability, overhead, etc.

5. Prepare an Opening Day Balance Sheet

This includes an estimate of the assets and liabilities, one that should be as accurate as possible. To do this, create a list that includes items, sources, costs and available financing. Liabilities to consider are such things as leasing or purchasing land, buildings and equipment, financing for assets and accounts receivables.

6. Review and Analyze All Data

All of these steps are important, but the review and analysis are especially important to ensure that everything is as it should be and that nothing requires changing or tweaking. Take a moment to look over your work one last time.

Reexamine your previous steps, such as the income statement, and compare them with your expenses and liabilities. Is it still realistic? This is also the time to think about risk and come up with any contingency plans .

7. Make a Go/No-Go Decision

You’re now at the point to make a decision about whether or not the project is feasible. That sounds simple, but all the previous steps lead to this decision-making moment. A couple of other things to consider before making that binary choice are whether the commitment is worth the time, effort and money and whether it aligns with the organization’s strategic goals and long-term aspirations.

Feasibility Study Examples

Here are some simple feasibility study examples so you have a better idea of what a feasibility study is used for in different industries.

Construction Feasibility Study

For this construction feasibility study example, let’s imagine a large construction company that’s interested in starting a new project in the near future to generate profits.

• Pre-Feasibility Study: The first step is to conduct a preliminary feasibility study. It can be as simple as a meeting where decision-makers will prioritize projects and discuss different project ideas to determine which poses a bigger financial benefit for the organization.
• Technical Feasibility Study: Now it’s time to estimate what resources are needed to execute the construction project, such as raw materials, equipment and labor. If there’s work that can’t be executed by the company with its current resources, a subcontractor will be hired to fill the gap.
• Economic Feasibility Study: Once the construction project management team has established what materials, equipment and labor are needed, they can estimate costs. Cost estimators use information from past projects, construction drawings and documents such as a bill of quantities to come up with an accurate cost estimate. Then, based on this estimate, a profit margin and financial forecasts will be analyzed to determine if there’s economic feasibility.
• Legal Feasibility Study: Now the company needs to identify all potential regulations, building codes and laws that might affect the project. They’ll need to ask for approval from the local government so that they can begin the construction project .
• Market Feasibility Study: Market feasibility will be determined depending on the nature of the project. For this feasibility example, let’s assume a residential construction project will be built. To gauge market potential, they’ll need to analyze variables such as the average income of the households in the city, crime rate, population density and any trends in state migration.

Manufacturing Feasibility Study

Another industry that uses feasibility studies is manufacturing. It’s a test run of the steps in the manufacturing production cycle to ensure the process is designed properly. Let’s take a look at what a manufacturing feasibility study example would look like.

• Feasibility Study: The first step is to look at various ideas and decide which is the best one to pursue. You don’t want to get started and have to stop. That’s a waste of time, money and effort. Look at what you intend to manufacture, does it fill an unserved need, is the market able to support competition and can you manufacture a quality product on time and within your budget?
• Financial Feasibility Study: Find out if your estimated income from the sale of this product is going to cover your costs, both direct and indirect costs. Work backward from the income you expect to make and the expenses you’ll spend for labor, materials and production to determine if the manufacturing of this product is financially feasible.
• Market Feasibility Study: You’ve already determined that there’s a need that’s not being served, but now it’s time to dig deeper to get realistic projections of revenue. You’ll want to define your target demographic, analyze the competitive landscape, determine the total market volume and what your market share will be and estimate what market expansion opportunities there are.
• Technical Feasibility Study: This is where you’ll explore the production , such as what resources you’ll need to produce your product. These findings will inform your financial feasibility study as well as labor, material, equipment, etc., costs have to be within your budget. You’ll also figure out the processes you’ll use to produce and deliver your product to the market, including warehousing and retail distribution.

There could be other feasibility studies you’ll have to make depending on the product and the market, but these are the essential ones that all manufacturers have to look at before they can make an educated decision as to whether to go forward or abandon the idea.

Best Practices for a Feasibility Study

• Use project management software like ProjectManager to organize your data and work efficiently and effectively
• Use templates or any data and technology that gives you leverage
• Involve the appropriate stakeholders to get their feedback
• Use market research to further your data collection
• Do your homework and ask questions to make sure your data is solid

If your project is feasible, then the real work begins. ProjectManager helps you plan more efficiently. Our online Gantt chart organizes tasks, sets deadlines, adds priority and links dependent tasks to avoid delays. But unlike other Gantt software, we calculate the critical path for you and set a baseline to measure project variance once you move into the execution phase.

Watch a Video on Feasibility Studies

There are many steps and aspects to a project feasibility study. If you want yours to be accurate and forecast correctly whether your project is doable, then you need to have a clear understanding of all its moving parts.

Jennifer Bridges, PMP, is an expert on all aspects of project management and leads this free training video to help you get a firm handle on the subject.

Here’s a screenshot for your reference!

Pro tip: When completing a feasibility study, it’s always good to have a contingency plan that you test to make sure it’s a viable alternative.

ProjectManager Improves Your Feasibility Study

A feasibility study is a project, so get yourself a project management software that can help you execute it. ProjectManager is an award-winning software that can help you manage your feasibility study through every phase.

Once you have a plan for your feasibility study, upload that task list to our software and all your work is populated in our online Gantt chart. Now you can assign tasks to team members, add costs, create timelines, collect all the market research and attach notes at the task level. This gives people a plan to work off of, and a collaborative platform to collect ideas and comments.

If you decide to implement the project, you already have it started in our software, which can now help you monitor and report on its progress. Try it for yourself with this free 30-day trial.

Transcription

Today we’re talking about How to Conduct A Feasibility Study, but first of all, I want to start with clarifying what a feasibility study is.

Feasibility Analysis Definition

Basically, it’s an assessment of the practicality of a proposed plan or method. Basically, we’ll want to want to know, is this feasible. Some of the questions that may generate this or we can hear people asking are, “Do we have or can we create the technology to do this? Do we have the people resource who can produce this and will we get our ROI, our Return On Investment?”

When to Do a Feasibility Study

So when do we do the feasibility study? So it’s done during a project lifecycle and it’s done after the business case because the business case outlines what we’re proposing. Is it a product or service that we’re proposing?

So why do we do this? The reason we do this is that we need to determine the factors that will make the business opportunity a success.

How to Conduct a Feasibility Study

Well, let’s talk about a few steps that we do in order to conduct the feasibility study.

Well, first of all, we conduct a preliminary analysis of what all’s involved in the business case and what we’re analyzing and what we’re trying to determine is feasible.

Then we prepare a projected income statement. We need to know what are the income streams, how are we gonna make money on this. Where’s the revenue coming from? We also need to conduct a market survey.

We need to know, is this a demand? Is there a market for this? Are customers willing to use this product or use this service?

The fourth one is to plan the business organization and operations. What is the structure, what kind of resources do we need? What kind of staffing requirements do we have?

We also want to prepare an opening day balance sheet. What are the…how again, what are the expenses, what’s the revenue and to ensure that being able to determine if we’re gonna make our ROI.

So we want to review and analyze all of the data that we have and with that, we’re going to determine, we’re going to make a go, no-go decision. Meaning, are we going to do this project or this business opportunity or not.

Well, here are some of the best practices to use during your feasibility study.

One is to use templates, tools and surveys that exist today. The great news is, data is becoming more and more prevalent. There are all kinds of technologies. There are groups that they do nothing but research. Things that we can leverage today.

We want to involve the appropriate stakeholders to ensure that input is being considered from the different people involved.

We also want to use again the market research to ensure we’re bringing in good, reliable data.

Do your homework, meaning act like is if this is your project, if it’s your money. So do your homework and do it well and make sure you give credible data.

What Is a Feasibility Report?

So ultimately in the end what we’re doing is, we’re producing and we’re providing a feasibility report. So in that report, think of this is like a template.

So what you’re gonna do is give it an executive summary of the business opportunity that you’re evaluating and the description of the product or the service.

You want to look at different technology considerations. Is it technology that you’re going to use? Are you going to build the technology?

What kind of product and service marketplace and being able again, to identify the specific market you’re going to be targeting? Also, what is the marketing strategy you’re going to use to target the marketplace?

And also what’s the organizational structure? What are the staffing requirements? What people do you need to deliver the product or service and even support it?

So also we want to know the schedule to be able to have the milestones to ensure that as we’re building things, that as we’re spending money that we’re beginning to bring in income to pay and knowing when we’re going to start recuperating some of the funding. Again, which also ties into the financial projections.

Ultimately in this report, you’re going to provide the findings and the recommendations.

Again, we’ll probably talk about technology. Are you going to build it? Are you going to buy it? What are the marketing strategies for the specific marketplace organization? You may have some recommendations for whether you’re going to insource the staff, maybe you are going to outsource some staff and what that looks like and also financial recommendation.

If you’ve been looking for an all-in-one tool that can help with your feasibility study, consider ProjectManager. We offer five project views and countless features that make it seamless to plan projects, organize tasks and stay connected with your team. See what our software can do for you by taking this free 30-day trial.

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What is the difference between feasibility studies and pilot testing?

Feasibility study: "Feasibility studies are pieces of research done before a main study to answer the question ‘Can this study be done?’ They are used to estimate important parameters that are needed to design the main study” [1] . Data collected would not be analyzed or included in publications.

• Going to a potential site to see if the research is possible
• Checking to see what is the best approach to the research
• Going through a consent process with friends to see if the information is comprehensible
• Sending your survey instrument to a few experts in the field for their feedback as to whether or not the questions are appropriate for the topic and/or cohort of the research
• Feedback from colleagues and peers about research design
• Student researcher designs questionnaire for their study’s target population and asks someone from a different population to test the questionnaire

A researcher planning to conduct interviews regarding landowner perspectives of land use regulations contacts the US Forest Service to ask how they have typically approached land owners in the past and asks for feedback on their planned questions.

Pilot testing: “A small scale-study conducted prior to conducting an actual experiment; designed to test and refine procedures.”

• Checking to see if the designed tool works
• Asking people to complete a survey to find out whether a question results in the requested information
• Testing the intervention with four people before trying it with 60 people
• Asking people to complete your survey and then revising the questions based on their responses
• Revising the study after analyzing preliminary data and determining that the data do not address their research question
• Student researcher designs questionnaire for their study’s target population, asks the population to try out the questionnaire, and the questions are revised based on the responses

A researcher planning to conduct interviews regarding landowner perspectives of land use regulations conducts interviews with 5 people to test the questions and see if they get answers that make sense. The researchers may revise their interview guides based on the initial data collected.

Q: Does my feasibility study/pilot testing require IRB Review?

A: The federal regulations indicate that pilot testing meets the definition of research involving human subjects and requires IRB review. However, feasibility studies typically do not meet the definition of research involving human subjects and therefore would not require IRB review.

In order for the IRB to determine whether your activities constitute a feasibility study or pilot testing, and subsequently, whether they require IRB review, please complete and submit the initial sections of the HRPP application and protocol form in Cayuse. Instructions can be found on the " Preparing an Initial Submission " page. In this form, it is helpful to note with whom the study or testing is going to be done and how the data will be used.

[1] National Institute for Health Research; https://www.nihr.ac.uk/glossary/

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What is feasibility analysis in thesis proposal?

I'm undergraduate student majoring in software engineering, right now I'm preparing my thesis proposal which indicates that one of the chapters should be about "contents and feasibility analysis of the research", I get the content part but what confuses me is the feasibility analysis. Because the topic I'm doing is defect analysis for a website developed by our college, and I don't have any idea about how a feasibility study about this specific topic could be carried out.

I tried listing some case studies that can be somehow relatable to my defect analysis topic, but I'm not sure whether this is a good approach or not.

Any insights would be appreciated, thanks.

Feasibility is about whether the research can, in fact, be successfully completed with the time and other resources available. In an undergraduate course, a study requiring three years is infeasible.

If the research suggests building something, feasibility also involves whether it is possible to build such a thing given costs, and even, potentially, the laws of physics.

Another way to look at it for such a course is to ask, is this project actually do-able in the timeframe required. And if the answer comes up no , then you need to rescale or otherwise modify the proposal.

• Hmm, so what I've understood is that I should focus on the success factors of my project like cost and time. thank you so much that's really narrowed my scope, my thinking was in another universe. –  IBRAHIM Commented Dec 31, 2020 at 11:56

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Developing a Data-driven Feasibility Process

• Meghan Hosely Marketing Content Manager;

Clinical research is complex and resource-intensive, and to understand just how far an organization’s resources can go, assessing a study’s feasibility is critical for success. Evaluating feasibility elements enable organizations to make informed decisions and allows for seamless execution and reporting of clinical studies. How can your organization utilize feasibility to its fullest extent?

Defining Feasibility

Feasibility is “a process of evaluating the possibility of conducting a particular clinical program/trial in a particular geographical region with the overall objective of optimum project completion in terms of timelines, targets, and cost.”

As you’re assessing your own organization, there are three ways in which you can test for feasibility:

• Recruitment viability: making sure a cohort exists so there are patients available
• Financial viability: the study will, at a minimum, pay for itself
• Resources: the people and facilities involved in the study

However, there are other things you should review, especially to make sure taking on the study is worth your staff’s time. Those include:

• Site initiation visit (SIV): Making sure site staff will be ready to be trained on the protocol, procedures, and monitoring plan
• Processes: Including taking the protocol back to the sponsor, internal processes to execute the protocol, and processes to recruit and retain participants

Why Data-driven Feasibility?

In a lot of cases, feasibility questions tend to be subjective; meaning, questions asked are more likely to elicit non-data-driven answers. Crafting objective questions can lead to a better platform on which research teams are judging all studies to make decisions.

This is where data-driven feasibility comes in. It helps you understand what is defined as successful feasibility – for example, is it the number of people you are accruing? Is it a timeline? Something else?

When metrics for success are defined and you know what you need to see to be successful, it’s time to figure out what data feeds into the metrics. In order to have the data, create a process designed to ensure data is clean, proper, and correctly collected so it can be analyzed.

At this step, establishing minimum footprint is helpful. If you have a standard operating procedure (SOP) detailing you and your team will complete every single field as part of data entry, and feasibility fields aren’t a part of them, this can lead to missed opportunities of consolidating practices.

Creating objective, data-driven feasibility questions also can help your team understand potential gaps early on in the study activation process and help determine if you will do the study or not. For example, if your data looks good, but your budget is too low, that’s a focal point for your team. Finding potential gaps in the study activation process early on will help streamline your overall activation process.

What Kind of Data Do You Establish as Minimum Data Standards?

Feasibility isn’t just centered on the activation of a study – it’s also understanding if your organization can manage the study across the lifecycle. Take a clinical trial management system (CTMS) example. You may know what data you need to put into your CTMS, but there are several other factors to consider as well:

• Are you quality checking the data?
• Is there a quality control process to make sure fields are completed?
• Are you running reports to find missing data?

Questions such as these can also drive process improvement. Knowing something needs to be done and acting on it are two different things – and these questions can help you understand where to begin when it comes to holistically collecting data.

Blank Fields

Inevitably, some questions on a feasibility review may garner a blank field. How do these fit in with your assessments?

Sometimes, a blank field is actually the right answer, or at least an acceptable one as an organization is testing for feasibility. However, in order to know that, it all depends on what’s in your data dictionary. Knowing what you are expecting in each field and the values associated with them will enable your team to understand if a blank field is acceptable or not.

Does “Blank” Mean “Nothing,” or Is It “Missing Data”?

Put simply: if the data isn’t there, the data isn’t there. As the “ultimate currency” when testing for feasibility, you must track data in order to learn from it. Much like the Food and Drug Administration (FDA) principle, “if you didn’t write it down, it didn’t happen,” if the data doesn’t exist, you can’t use it to make decision. Feasibility is built on evidence-based decision making, which comes directly from data.

Understanding What Your Institution Requires

In order to know what kind of data you need, knowing what your organization requires is a good place to start. These can apply to therapeutic or interventional studies, regardless of sponsor.

Enrollment data goes hand in hand with feasibility. When collecting this data, knowing if you have a strict definition of target versus actual and how system-wide your definitions are will greatly help. This is important because if you’re trying to do an analysis across your entire organization, and the definitions don’t line up, the data won’t make sense. Making consistent definitions can help greatly, since your team can then data mine based on the assumption of your definition.

Other examples of what your organization may require includes (but is not limited to):

• CTMS build for every interventional study
• Calendar build for schedule of events
• Budget build
• Invoices and payments

While this is a lot of work upfront, knowing what your institution requires will only help you in the long run. It’ll become easier to determine if a study is financially feasible for your organization, which in turn enables your team to get a study to activation quicker – and, ultimately, a drug to market quicker.

Tagged in: data , feasibility , feasibility review

Meghan Hosely creates educational content for Advarra, such as blogs, eBooks, white papers, and more.

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Brewer awarded $434,000 to study using existing water infrastructure for limiting invasive carp

The U.S. Fish and Wildlife Service, in consultation with the Mississippi Department of Wildlife, Fisheries, and Parks, has awarded Dr. Shannon Brewer a $433, 867 grant to examine how to use existing water ways to deter invasive carp from the Mississippi River and identify how to implement while using water-control structures to facilitate native fish passage. Brewer is a research professor in the School of Fisheries, Aquaculture & Aquatic Sciences and the Unit Leader for the U.S. Geological Survey.   

This project will entail tagging several large river fish including paddlefish, buffalofishes, and silver carp with acoustic tags that they can listen to through receivers to identify their movements through the river including direction and timing. The receiver s will also allow for documentation if and when the fish use the water control structures for passage at multiple locations.  

Jun 20, 2024 | Research , School of Fisheries, Aquaculture & Aquatic Sciences

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Morgan Adams is a senior majoring in Agricultural Communications. In her free time, she is involved in a couple extracurriculars on campus and enjoys spending time outdoors, baking in the kitchen, and reading up a storm.

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• The Scientist University

How to Present a Research Study’s Limitations

All studies have imperfections, but how to present them without diminishing the value of the work can be tricky..

Nathan Ni holds a PhD from Queens University. He is a science editor for The Scientist’s Creative Services Team who strives to better understand and communicate the relationships between health and disease.

View full profile.

Learn about our editorial policies.

Scientists work with many different limitations. First and foremost, they navigate informational limitations, work around knowledge gaps when designing studies, formulating hypotheses, and analyzing data. They also handle technical limitations, making the most of what their hands, equipment, and instruments can achieve. Finally, researchers must also manage logistical limitations. Scientists will often experience sample scarcity, financial issues, or simply be unable to access the technology or materials that they want.

All scientific studies have limitations, and no study is perfect. Researchers should not run from this reality, but engage it directly. It is better to directly address the specific limitations of the work in question, and doing so is actually a way to demonstrate an author’s proficiency and aptitude.

Do: Be Transparent

From a practical perspective, being transparent is the main key to directly addressing the specific limitations of a study. Was there an experiment that the researchers wanted to perform but could not, or a sample that existed that the scientists could not obtain? Was there a piece of knowledge that would explain a question raised by the data presented within the current study? If the answer is yes, the authors should mention this and elaborate upon it within the discussion section.

Asking and addressing these questions demonstrates that the authors have knowledge, understanding, and expertise of the subject area beyond what the study directly investigated. It further demonstrates a solid grasp of the existing literature—which means a solid grasp of what others are doing, what techniques they are using, and what limitations impede their own studies. This information helps the authors contextualize where their study fits within what others have discovered, thereby mitigating the perceived effect of a given limitation on the study’s legitimacy. In essence, this strategy turns limitations, often considered weaknesses, into strengths.

For example, in their 2021 Cell Reports study on macrophage polarization mechanisms, dermatologist Alexander Marneros and colleagues wrote the following. 1

A limitation of studying macrophage polarization in vitro is that this approach only partially captures the tissue microenvironment context in which many different factors affect macrophage polarization. However, it is likely that the identified signaling mechanisms that promote polarization in vitro are also critical for polarization mechanisms that occur in vivo. This is supported by our observation that trametinib and panobinostat inhibited M2-type macrophage polarization not only in vitro but also in skin wounds and laser-induced CNV lesions.

This is a very effective structure. In the first sentence ( yellow ), the authors outlined the limitation. In the next sentence ( green ), they offered a rationalization that mitigates the effect of the limitation. Finally, they provided the evidence ( blue ) for this rationalization, using not just information from the literature, but also data that they obtained in their study specifically for this purpose. 

Don't: Be Defensive

It can feel natural to avoid talking about a study’s limitations. Scientists may believe that mentioning the drawbacks still present in their study will jeopardize their chances of publication. As such, researchers will sometimes skirt around the issue. They will present “boilerplate faults”—generalized concerns about sample size/diversity and time limitations that all researchers face—rather than honestly discussing their own study. Alternatively, they will describe their limitations in a defensive manner, positioning their problems as something that “could not be helped”—as something beyond what science can currently achieve.

However, their audience can see through this, because they are largely peers who understand and have experienced how modern research works. They can tell the difference between global challenges faced by every scientific study and limitations that are specific to a single study. Avoiding these specific limitations can therefore betray a lack of confidence that the study is good enough to withstand problems stemming from legitimate limitations. As such, researchers should actively engage with the greater scientific implications of the limitations that they face. Indeed, doing this is actually a way to demonstrate an author’s proficiency and aptitude.

In an example, neurogeneticist Nancy Bonini and colleagues, in their publication in Nature , discussed a question raised by their data that they have elected not to directly investigate in this study, writing “ Among the intriguing questions raised by these data is how senescent glia promote LDs in other glia. ” To show both the legitimacy of the question and how seriously they have considered it, the authors provided a comprehensive summary of the literature in the following seven sentences, offering two hypotheses backed by a combined eight different sources. 2 Rather than shying away from a limitation, they attacked it as something to be curious about and to discuss. This is not just a very effective way of demonstrating their expertise, but it frames the limitation as something that, when overcome, will build upon the present study rather than something that negatively affects the legitimacy of their current findings.

Striking the Right Balance

Scientists have to navigate the fine line between acknowledging the limitations of their study while also not diminishing the effect and value of their own work. To be aware of legitimate limitations and properly assess and dissect them shows a profound understanding of a field, where the study fits within that field, and what the rest of the scientific community are doing and what challenges they face.

All studies are parts of a greater whole. Pretending otherwise is a disservice to the scientific community.

Looking for more information on scientific writing? Check out  The Scientist’ s  TS SciComm  section. Looking for some help putting together a manuscript, a figure, a poster, or anything else?  The Scientist ’s  Scientific Services  may have the professional help that you need.

• He L, et al. Global characterization of macrophage polarization mechanisms and identification of M2-type polarization inhibitors . Cell Rep . 2021;37(5):109955.
• Byrns CN, et al. Senescent glia link mitochondrial dysfunction and lipid accumulation . Nature . 2024.

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Curated power industry news from thousands of top sources.

New Renewable Energy Study Results from Chinese Academy of Sciences Described (Experimental Study On the Feasibility of Isobaric Compressed Air Energy Storage As Wind Power Side Energy Storage)

• Jun 20, 2024 Jun 19, 2024 11:55 pm GMT

2024 JUN 19 (NewsRx) -- By a News Reporter-Staff News Editor at Energy Daily News -- A new study on Energy - Renewable Energy is now available. According to news originating from Beijing , People’s Republic of China , by NewsRx correspondents, research stated, “The isobaric compressed air energy storage system is a critical technology supporting the extensive growth of offshore renewable energy. Experimental validation of the coupling control between isobaric compressed air energy storage and renewable energy sources, such as wind power, is essential.”

Financial support for this research came from National Natural Science Foundation of China (NSFC).

Our news journalists obtained a quote from the research from the Chinese Academy of Sciences , “This study pioneers coupling experiments between isobaric compressed air energy storage and wind power. Unstable wind power generation is entirely absorbed by adjusting the piston compressor speed, ensuring that the actual power deviation from the target power does not exceed +/- 5% during the adjustment process. The experiment affirms that real-time absorption of unstable wind power is achievable through regulating the compressor speed via PID. Concurrently, maintaining a constant hot water temperature under variable load can also be accomplished by regulating the cooling water flow via PID, thereby ensuring the efficient operation of the energy storage system. Throughout the coupling regulation experiment involving energy storage and wind power, despite the constant variation in compressor load corresponding to wind power fluctuations, the exhaust pressure at each compressor stage remained essentially constant, and the exhaust temperature across all stages tended towards stability.”

According to the news editors, the research concluded: “The research findings establish a foundation for the application of isobaric compressed air energy storage in the development of offshore renewable energy.”

This research has been peer-reviewed.

For more information on this research see: Experimental Study On the Feasibility of Isobaric Compressed Air Energy Storage As Wind Power Side Energy Storage. Applied Energy , 2024;364. Applied Energy can be contacted at: Elsevier Sci Ltd , The Boulevard, Langford Lane , Kidlington, Oxford OX5 1GB, Oxon, England . ( Elsevier - www.elsevier.com ; Applied Energy - http://www.journals.elsevier.com/applied-energy/ )

Xudong Wang .

The direct object identifier (DOI) for that additional information is: https://doi.org/10.1016/j.apenergy.2024.123129 . This DOI is a link to an online electronic document that is either free or for purchase, and can be your direct source for a journal article and its citation.

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Economic Feasibility Studies: Using AI to Provide an Assist for Tourism and Lodging Development

Co-authored by megan ritchey.

Your company may be looking to add a new property, updates, or an expansion. What would you do if you are asked to prepare an economic feasibility study on a new tourism and hotel development project in your area? What are the major steps that you would include in this economic feasibility study?

The first analysis to conduct is studying financial factors withing the new development project. As the textbook The Tourism System states, Many tourism projects have been economically feasible but have not been developed because the developers were not able to attract the right amount or types of financing (Morrison et al, 177). In any new development, even those unrelated to tourism, it is crucial to adopt proper financing methods to ensure the project is economically feasible. The next step would ideally be analyzing the relationship between the market and the development project. The textbook mentions the importance of markets being able to support projects (Morrison et al, 181), and it is a good idea to include this in the economic feasibility study, as well. Lastly, it is wise to go over business specifics which may impact the feasibility of the project. These specifics could include a proper risk assessment (Does the project suit our current economy? Will it survive any projected economic changes?), the overall marketing strategy (Does the project’s marketing team know how to promote the new development? Does the project even have a marketing team yet?), and lastly, the timeline details of the project (When is it anticipated to open to the public? How long, and how expensive, will construction be?).

Upon asking ChatGPT, an artificial intelligence resource, how to approach an economic feasibility study, it yielded these results:

(Creating an economic feasibility study for a new tourism development project involves several key steps to assess the viability and potential success of the endeavor.

Here's a comprehensive outline of the major steps typically included in such a study:

• Project Description and Objectives: Begin by outlining the proposed tourism development project, including its scope, objectives, and the intended outcomes. This section should clearly define what the project aims to achieve.
• Identify the target market segments for the tourism project, considering demographics, psychographics, and geographical locations.
• Assess current trends in the tourism industry, including traveler preferences, behaviors, and spending patterns.
• Evaluate the demand for tourism services and attractions in the area, considering factors such as seasonality, competition, and potential market growth.
• Estimate the project's initial investment costs, including land acquisition, construction, infrastructure development, and any other relevant expenses. • Forecast the revenue potential of the tourism project, considering projected visitor numbers, ticket sales, accommodation bookings, merchandise sales, and other sources of income.
• Calculate the operating expenses associated with running the tourism facility, including staffing costs, maintenance, utilities, marketing, and administrative expenses.
• Conduct a sensitivity analysis to assess the impact of various factors (e.g., changes in visitor numbers, pricing, operating costs) on the project's financial performance.
• Identify potential risks and challenges that could affect the success of the tourism project, such as regulatory hurdles, environmental concerns, economic downturns, natural disasters, or shifts in consumer preferences.
• Evaluate the likelihood and potential impact of these risks on the project's financial viability and develop strategies to mitigate or manage them effectively.
• Compare the projected costs and benefits of the tourism development project over its expected lifespan.
• Assess the net present value (NPV), internal rate of return (IRR), and other relevant financial metrics to determine whether the project is financially feasible and generates positive returns on investment.
• Consider both economic and social benefits, such as job creation, infrastructure improvements, cultural preservation, and community development.
• Identify and analyze the relevant legal and regulatory requirements governing tourism development projects in the area, including zoning laws, environmental regulations, permits, licenses, and land use restrictions.
• Ensure compliance with applicable regulations and obtain necessary approvals from government authorities and stakeholders.
• Engage with key stakeholders, including local communities, government agencies, investors, tourism industry stakeholders, and environmental groups, to gather input, address concerns, and build support for the project.
• Consider the social, cultural, and environmental implications of the tourism development on the local community and ecosystem.
• Develop a detailed implementation plan outlining the steps required to execute the tourism development project, including timelines, resource allocation, and key milestones.
• Identify potential partners, suppliers, contractors, and other stakeholders involved in the project implementation process.
• Establish performance indicators and monitoring mechanisms to track progress and ensure that the project stays on track.
• Summarize the findings of the economic feasibility study and provide recommendations regarding the viability and feasibility of the tourism development project.
• Highlight any key opportunities, risks, or challenges that should be addressed during the planning and implementation phases.
• Suggest strategies to optimize the project's financial performance, maximize benefits, and minimize risks.
• Prepare a comprehensive report documenting the findings, analyses, and recommendations of the economic feasibility study.
• Present the findings to relevant stakeholders, decision-makers, investors, and community members in a clear and concise manner, using visual aids and supporting data to enhance understanding and facilitate informed decision-making.

By following these major steps, you can conduct a thorough economic feasibility study to evaluate the potential of a new tourism development project in your area.) (ChatGPT, 2024).

What secondary sources of information would be the most useful in doing this study?

Some essential methods of retrieving new information are through project heads, such as any supervisors, managers, or executives. They will be a great source of information regarding their current and future plans for the project. Since they work one-on-one with the project, they

will also be the best resource for knowing the project’s obstacles and potential downfalls. Another good source of information is through the project’s competitors. This primarily includes other tourism developments as well as other developments in progress. When looking at existing competitors, you can gather information on what those developments did to remain successful and sustainable. On the other hand, those developments in progress may give me a good idea of where our project is doing well, or even falling short.

ChatGPT also provided insight into secondary sources of information when prompted to do so. The results were as follows:

(Secondary sources of information can provide valuable data and insights to support the economic feasibility study of a new tourism development project. Here are some useful secondary sources to consider:

• Tourism statistics and reports published by local, regional, or national government agencies.
• Economic development plans and strategies related to tourism.
• Environmental impact assessments and regulatory guidelines for tourism projects.
• Market research reports and studies conducted by tourism industry associations, consulting firms, or market research companies.
• Analysis of tourism trends, consumer behavior, and market dynamics.
• Reports on competitor analysis and benchmarking studies.
• Academic journals and research papers on topics relevant to tourism economics, destination management, and sustainable tourism development.
• Case studies of similar tourism projects or destinations, highlighting best practices, success factors, and lessons learned.
• Trade publications and magazines focusing on the tourism and hospitality industry, providing insights into industry trends, innovations, and best practices.
• Articles and editorials from experts and practitioners in the field.
• Economic indicators and statistical data provided by government agencies, central banks, or international organizations.
• Financial reports and statements of companies operating in the tourism sector, such as hotels, airlines, tour operators, and attractions.
• Online databases and portals specializing in tourism research, economic data, and market intelligence.
• Websites of tourism organizations, research institutes, and universities offering access to relevant reports, studies, and datasets.
• Surveys and market studies conducted by tourism organizations, chambers of commerce, or industry associations to gather insights from tourists, residents, and stakeholders.
• Visitor surveys, satisfaction surveys, and feedback mechanisms implemented by existing tourism facilities or destinations.
• Environmental impact assessments, biodiversity studies, and cultural heritage assessments conducted in the project area.
• Reports and publications from environmental organizations, conservation groups, and cultural heritage institutions.
• Public records, archives, and historical documents providing information on past tourism developments, land use changes, and infrastructure projects in the area.
• Planning documents, zoning maps, and development plans maintained by local government authorities.
• Social media platforms, review websites, and online forums where tourists share their experiences, preferences, and recommendations.
• Analysis of online reviews, ratings, and comments about existing tourism facilities, attractions, and destinations in the region

By leveraging these secondary sources of information, you can gather a diverse range of data and insights to inform the economic feasibility study of the proposed tourism development project.) (ChatGPT, 2024).

What primary research would you conduct in preparing the study (e.g., surveys, focus groups)?

Conducting surveys, both online and in person, is a great way to gain insight on any research study. The people you might try looking for are primarily the residents of the project’s area, who will give an idea of what the community is expecting from and feeling towards the development. As mentioned before, it is important that the market is willing and able to support the project at hand. These surveys might ask questions such as: Have you heard about the new tourism

development in your area? Do you see this development as a valuable edition to your community? Will you or your family ever visit the development once it is open to the public? Are there any negative “side effects” you see as a potential result of this development?

How would you use the Internet to gather information on the potential markets for the new tourism development project?

Initially do research on the local community. Look for basic demographics, such as age and gender of most people who live nearby. Also consider researching the history of the area, finding out more about what other tourism attractions are in the area. After these steps, you can dive deeper into what people nationwide are looking for in relation to tourism. There are likely to be surveys and research papers that already have information on why people travel (example: maybe the majority of people would like a new kid-friendly destination to visit). Sticking with existing information, try finding online articles on the economic impact of new developments. Will this particular project damage or benefit the local economy? Have there been any new developments recently that failed due to not enough interest? How can project planners gain interest? AI is a handy tool to use when you are first gathering information. With AI, you can retrieve supported, personalized information that potentially can help you get started on further research.

How would you use online sources to get information on the likely capital costs of your project?

First look at the history of developments nationwide, to get a rough average of costs. Then study the local economy, as well as the costs of all developments in the area. This will give you a better expectation of any current project’s costs. Also attempt to contact any local

accounting or financial professionals that are familiar with the area and the tourism industry. Do not hesitate to take advantage any and all resources, as even the smallest of sources may be detrimental to your project. Artificial intelligence has become one of the most beneficial resources when developing ideas. AI can help brainstorm, deliver information, and is a great first stepping stone for any project to become educated, knowledgeable, and most importantly, motivated.

Arizona is launching several new projects to keep the tourism industry in a constant state of growth. Here are just a few major additions:

Vai resort (arizona):.

Tempe Town Lake’s South Pier (Arizona):

Sanctuary Camelback Mountain (Arizona):

Arizona thrives on tourism, which is why it is important to keep up with competition in the area. When planning additional property, new ownership, or even new amenities, your main focus should be your guests. The world of hospitality depends greatly on tourists and guests, so gear efforts to ensuring those people are valued.

2023 Tech Forecast. (n.d.). Learn.pluralsight.com. Retrieved April 2, 2024, from https://learn.pluralsight.com/resource/offers/2023/cloud-skillsforecast?utm_source=bing&utm_medium=paid-search&utm_campaign=upskilling-and reskilling&utm_term=b2b-na-bing-whitepaper-2023-cloud-skills-forecast-tech trends&msclkid=20123accace81289a2c55cc02b4b5c23

Delaney, E. (2022, March 2). $1.8B South Pier at Tempe Town Lake project gets green light. AZ Big Media. https://azbigmedia.com/real-estate/commercial-real-estate/1-8b-south-pier-at-tempe-town-lake-project-gets-green-light/

Glendale AZ Resort near Cardinals Stadium| VAI Resort. (n.d.). Www.vairesort.com. Retrieved March 29, 2024, from https://www.vairesort.com/

Here’s what VAI Resort project’s economic impact is worth to Glendale. (2023, November 22). ABC15 Arizona in Phoenix (KNXV). https://www.abc15.com/news/business/heres-what vai-resort-projects-economic-impact-is-worth-to-glendale

Morrison, A. M., Lehto, X. Y., Day, J. G., & Robert Christie Mill. (2018). The Tourism System. Kendall Hunt Publishing Company.

New parks, safer streets and big projects coming to Tempe in 2023. (n.d.). The Arizona Republic. Retrieved March 27, 2024, from https://www.azcentral.com/story/news/local/tempe/2022/12/30/tempe-parks-project developments-2023/69749385007/

VAI Resort Unveils VAI Amphitheater: Redefining Live Music and Hospitality. (2023, May 22). Www.businesswire.com. https://www.businesswire.com/news/home/20230522005651/en/

Fred DeMicco Ph.D., RDN, Professor, the W.A. Franke College of Business, the University of Northern Arizona The University of Memphis | Kemmons Wilson School of Hospitality and Resort Management

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Improving spiritual well-being of polish pain outpatients: a feasibility mixed methods study.

1. Introduction

2. materials and method, 2.1. organization of the study, 2.2. intervention, 2.4. data analysis, 4. discussion, 5. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Klimasiński, M.W.; Baum, E.; Wieczorowska-Tobis, K.; Stelcer, B. Improving Spiritual Well-Being of Polish Pain Outpatients: A Feasibility Mixed Methods Study. J. Clin. Med. 2024 , 13 , 3615. https://doi.org/10.3390/jcm13123615

Klimasiński MW, Baum E, Wieczorowska-Tobis K, Stelcer B. Improving Spiritual Well-Being of Polish Pain Outpatients: A Feasibility Mixed Methods Study. Journal of Clinical Medicine . 2024; 13(12):3615. https://doi.org/10.3390/jcm13123615

Klimasiński, Maciej Wiktor, Ewa Baum, Katarzyna Wieczorowska-Tobis, and Bogusław Stelcer. 2024. "Improving Spiritual Well-Being of Polish Pain Outpatients: A Feasibility Mixed Methods Study" Journal of Clinical Medicine 13, no. 12: 3615. https://doi.org/10.3390/jcm13123615

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