Project risk analysis
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The document presents a comprehensive analysis of project risk management, outlining various techniques such as sensitivity analysis, scenario analysis, and decision tree analysis to evaluate risks in capital budgeting. It discusses sources of risk including project and market risks, and measures such as expected NPV and standard deviation to quantify risks. Additionally, it covers methods for managing risk and selecting projects based on risk-adjusted returns, emphasizing the importance of conservative revenue estimates and safety margins.
![Standard deviation
_
σ = [∑Pi(X-X)*2]*1/2
= 249.8
VARIANCE = square of Std Deviation
= 249.8*2
= 62400
Coefficient = std dev/ expected value
of variance = 249.8/ 540
= 0.46
SEMI = ∑PiDi*2
VARIANCE = 0.3(200-540)*2
= 34680.](https://image.slidesharecdn.com/projectriskanalysis-130725051406-phpapp01/85/Project-risk-analysis-6-320.jpg)
Project risk analysis
- 1. PROJECT RISK ANALYSIS By Atul Pandey Shrija Konda Akanksha Sinha Harsha Aditi
- 2. INTRODUCTION • Through this presentation we will try to identify the underlying sources of risk and explore the consequences. • Risk is inherent in almost every business decision. More so in capital budgeting decisions as they involve cost and benefits extending over a long period of time during which many things can change in unanticipated ways. • The following slide suggests ways to handle risk in capital budgeting.
- 3. Techniques of risk analysis Analysis of stand- alone risk Analysis of contextual risk Sensitivity analysis Break-even analysis Simulation analysis Scenario analysis Hillier model Decision tree analysis Corporate risk analysis Market risk analysis
- 4. SOURCES OF RISK • Project risk • Competitive risk • Industry-specific risk • Market risk • International risk
- 5. MEASURES OF RISK PROBABILITY WEIGHTED NPV: E(NPV) = ∑Pi NPVi = 0.3X200+0.5X600+0.2X900 = 540 (expected value) RANGE= highest value – lowest value =900-200 = 700
- 6. Standard deviation _ σ = [∑Pi(X-X)*2]*1/2 = 249.8 VARIANCE = square of Std Deviation = 249.8*2 = 62400 Coefficient = std dev/ expected value of variance = 249.8/ 540 = 0.46 SEMI = ∑PiDi*2 VARIANCE = 0.3(200-540)*2 = 34680.
- 7. SENSITIVITY ANALYSIS Sensitivity of NPV to variations in the value of key variables
- 8. SCENARIO ANALYSIS • In this analysis several variables are varied simultaneously. Most commonly 3 scenarios are considered. • 3 scenarios are: – Expected scenario – Pessimistic scenario – Optimistic scenario
- 9. Cont…
- 10. • Based on the assumption that there are few extreme scenarios. the economy does not necessarily lie in 3 discrete states - Recession, Stability and Boom. • It expands the concept of estimating the expected values. thus in a case where there are 10 inputs the analyst has to estimate 30(3*10) expected values to do the analysis LIMITATIONS
- 11. BREAK EVEN ANALYSIS • This analysis helps in knowing how much should be produced and sold at a minimum to ensure that the project does not “lose money”. • BEP occurs when • Total revenue = Total cost
- 12. TYPES OF BREAK EVEN ANALYSIS • Accounting break even analysis: • Break even in accounting terms is like a stock that gives a return of 0% without considering the time value of money • A project that merely breaks even in accounting terms will have a negative NPV. • Financial Break-even Analysis: It takes into account the time value of money and is only concerned with the NPV and not accounting profits.
- 13. MANAGING RISK Fixed and Variable cost Pricing Strategy Sequential Investment Improving Information Financial Leverage Long-term Arrangements Strategic Alliance Derivatives A common way to modify the risk is to change the proportion of fixed and variable cost. A lower price increases the potential demand, but also raises the break-even level Start with small product and later expand as the market grows. Gather more information about the market and technology before taking the plunge. Reducing the dependence on debt lowers risk. Enter into long-term arrangements with suppliers, employees, le nders and customers. Partnership between two or more companies to achieve a common purpose. Derivative instruments like options and futures can be used for managing risk.
- 14. PROJECT SELECTION UNDER RISK Judgmental Evaluation Payback Period Requirement Risk Adjusted Discount Rate Method Certainty Equivalent Method
- 15. JUDGMENTAL EVALUATION: The decision is made on the basis of risk and return characteristics of a project without using any formal method. PAYBACK PERIOD REQUIREMENT: If an investment is considered more risky, a shorter payback period is required even if the NPV is positive or IRR exceeds the hurdle rate.
- 16. RISK ADJUSTED DISCOUNT RATE METHOD: This method calls for adjusting the discount rate to reflect project risk. = + • If project risk is equal to the risk of existing investment of the firm, the discount rate used is the average cost of capital of the firm. • If project risk is greater than the risk of existing investment of the firm, the discount rate used is higher than the average cost of capital of the firm. • If project risk is less than the risk of existing investment of the firm, the discount rate used is less than the average cost of capital of the firm. Risk-adjusted discount rate Risk free rate Risk premium
- 17. The project is accepted if its NPV is positive: = Where, NPV is the net present value of project k, At is the expected cash flow for year t, and rk is the risk adjust discount rate of project k, NPV Σ At (1+rk)tt=1 n - 1
- 18. Simulation Analysis • Procedure 1. Model the project. The model of the project shows how the net present value is related to the parameters and the exogenous variables. 2. Specify the values of parameters and the probability distributions of the exogenous variables. 3. Select a value, at random, from the probability distribution of each of the exogenous variable. 4. Determine the net present value corresponding to the randomly generated values of exogenous variables and pre-specified parameter values. 5. Repeat 3 & 4 steps to get a large number of simulated net present values 6. Plot frequency distribution of the net present value.
- 19. Issues in Applying simulation • What should the output be? • Is project variability enough? • How should the extreme values be used? • How should the results of simulation be used?
- 20. Decision Tree Analysis • Identify the Problem & Alternatives. • Delineating the Decision Tree. • Specifying the probabilities & Monetary Outcomes. • Evaluating various decision alternatives.
- 21. D1 C1 success 0.7 D2 C2 C21 high demand 0.6 C22 low demand 0.4 D22 Stop D3 D12 Do Nothing C11 Success C12 Failure D21 Invest RS 150 million D11 carry out pilot production and market test Rs 20 million
- 22. CERTAINITY EQUIVALENT METHOD • It is a method which is used to calculate a guaranteed return that someone would accept, rather than taking a chance on a higher, but uncertain, return. • Under this method NPV is calculated as • NPV = sum(αt*At/(1+i)^t)-I • αt=certainty equivalent coefficient(0.5-1) • At=expected cash flow • i=risk free interest rate • I=initial investment
- 23. METHODS TO INCORPORATE RISK • Conservative estimation of revenues: Revenues expected from a project are conservatively estimated to ensure the viability of the project • Safety margin in cost figures: A margin of safety is included in estimating cost figures • Flexible investment yardsticks: The cut off point for an investment varies according to the judgment of management about the riskiness of the project
- 24. • Acceptable overall certainty index: Most companies calculate this index based on factors affecting the success of the project. E.g.: Raw material availability 70% Power availability 60% Freedom from competition 80% Overall certainty = (70+60+80)/3 =70% Cont…
- 25. • Judgment on three point estimates: • Three estimates are developed for one or more aspects of the proposed investment. • E.g.: • Rate of return: – Pessimistic – Likely – optimistic Cont…