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<p>Preface xiii</p> <p>Acknowledgments xvii</p> <p>About the Author xix</p> <p><b>Chapter 1 Introduction: Why Project Finance for Business Development? 1</b></p> <p>1.1 Origins of Project Finance 5</p> <p>1.2 Project Finance Advantages and Disadvantages 6</p> <p>1.3 Corporate and Structured Versus Project Finance 7</p> <p>1.4 The Project Finance Market 8</p> <p>1.5 Why a Business Development Approach to Project Finance? 10</p> <p>1.6 Structure of the Book 13</p> <p>1.7 Use of the Book to Maximize Benefit 16</p> <p><b>Chapter 2 Overview of Project Finance: The Nature of the Beast 19</b></p> <p>2.1 Project Taxonomy 22</p> <p>2.2 Project Finance Phases 23</p> <p>2.3 Key Elements of Project Finance 25</p> <p>2.4 Ownership and Financing Structure Considerations 27</p> <p>2.5 Primary Project Finance Activities 29</p> <p>2.6 Common Misconceptions and Myths 32</p> <p><b>Chapter 3 The Record of Project Finance: Lessons to Avoid Failures 35</b></p> <p>3.1 The Record of Project Finance Deals 37</p> <p>3.2 Reasons for Project Failures 40</p> <p>3.3 Lessons Learned 56</p> <p><b>Chapter 4 Project Financing Processes: Roadmaps for Successful Financing 61</b></p> <p>4.1 Variants of Project Financing Processes 63</p> <p>4.2 Nature of Project Financing Processes 66</p> <p>4.3 Activities in Project Finance Processes 68</p> <p>4.4 Milestones of Project Finance Processes 73</p> <p>4.5 Successful Project Finance Process Characteristics 75</p> <p><b>Chapter 5 Project Finance Organizations: Built for Competitive Advantage 79</b></p> <p>5.1 The Need for PFOs 81</p> <p>5.2 Business Definition of PFOs 82</p> <p>5.3 PFO Skills and Qualifications 98</p> <p>5.4 PFO Challenges 102</p> <p>5.5 PFO Performance Evaluation Measures 107</p> <p>5.6 Characteristics of Successful PFOs 108</p> <p><b>Chapter 6 Project Development: Viability and Financeability Essentials 113</b></p> <p>6.1 Project Development Prerequisites 116</p> <p>6.2 Prefeasibility Assessment 117</p> <p>6.3 Project Definition 118</p> <p>6.4 Technical Design and Assessment 119</p> <p>6.5 Feasibility Study 120</p> <p>6.6 Due Diligence 122</p> <p>6.7 Project and Financial Structures 124</p> <p>6.8 Agreements and Negotiations 126</p> <p>6.9 Project Marketing and Raising Financing 128</p> <p>6.10 Development Costs and Success Factors 130</p> <p><b>Chapter 7 Participants and Responsibilities: Activities and Deliverables 133</b></p> <p>7.1 Roles of the Project Team 136</p> <p>7.2 Roles of the Host Government 137</p> <p>7.3 Roles of Project Sponsors 138</p> <p>7.4 Roles of the Project Company 140</p> <p>7.5 Roles of the Lenders 140</p> <p>7.6 Roles of Advisors, Consultants, and Insurers 142</p> <p>7.7 Roles of Multilateral and Unilateral Institutions 148</p> <p>7.8 Roles of the EPC Contractor 150</p> <p>7.9 Roles of Technology and Equipment Providers 151</p> <p>7.10 Roles of Project Offtakers and Suppliers 152</p> <p>7.11 Roles of the O&M Company 153</p> <p><b>Chapter 8 Project Finance Forecasting: Ensuring Sound Decision Making 155</b></p> <p>8.1 What Is a Good Forecast? 157</p> <p>8.2 What to Forecast and Sources of Forecasts 159</p> <p>8.3 Forecast Assumptions 161</p> <p>8.4 Project Forecasting Process 163</p> <p>8.5 Project Demand Analysis 170</p> <p>8.6 Forecasting Methods and Techniques 172</p> <p>8.7 Forecast Sanity Checks 179</p> <p>8.8 Causes and Consequences of Forecast Failures 180</p> <p>8.9 Forecast Monitoring and Realization Planning 182</p> <p><b>Chapter 9 Project Contracts and Agreements: Critical to Project Finance 185</b></p> <p>9.1 Structure, Prerequisites, and Costs of Contracts 188</p> <p>9.2 Contract Development and Negotiation Process 189</p> <p>9.3 Common Project Finance Contracts 191</p> <p>9.4 Challenges of Project Finance Contracts 195</p> <p>9.5 Project Contract Success Factors 197</p> <p><b>Chapter 10 Project Risk Management: Crucial for Project Success 199</b></p> <p>10.1 Objectives and Importance of Risk Management 200</p> <p>10.2 Types of Project Risks 202</p> <p>10.3 Sources of Project Risks 207</p> <p>10.4 Risk Management Undertakings 209</p> <p>10.5 Risk Management Process 210</p> <p>10.6 Risk Management Instruments and Mitigants 214</p> <p>10.7 Risk Management Benefits, Challenges and Success Factors 220</p> <p><b>Chapter 11 Project Due Diligence: A Pillar of Viability and Financeability 225</b></p> <p>11.1 Due Diligence Costs and Benefits 227</p> <p>11.2 Host Country and Industry Due Diligence 230</p> <p>11.3 Technical Due Diligence 231</p> <p>11.4 Environmental Due Diligence 232</p> <p>11.5 Commercial Due Diligence 233</p> <p>11.6 Legal Due Diligence 234</p> <p>11.7 Financial Due Diligence 235</p> <p>11.8 Operational Due Diligence 237</p> <p>11.9 Risk Management Due Diligence 239</p> <p>11.10 General Areas of Due Diligence 240</p> <p>11.11 Report, Assessment, and Quality Characteristics 241</p> <p><b>Chapter 12 Funding Sources and Programs: Essential Knowledge and Alliances 245</b></p> <p>12.1 Official Project Finance Sources 247</p> <p>12.2 Private Sources and Instruments 255</p> <p>12.3 Benefits of Official Funding Source Participation 260</p> <p><b>Chapter 13 Structuring Project Finance: How Everything Comes Together 263</b></p> <p>13.1 Elements of Project Financing Structuring 266</p> <p>13.2 Equity and Debt Investor Requirements 268</p> <p>13.3 Decisions from SPC Ownership to Financing Structure 270</p> <p>13.4 Determinants of Project Financing 277</p> <p>13.5 Amalgamation of Financing 279</p> <p><b>Chapter 14 Project Financial Model: Assessing and Testing Financeability 283</b></p> <p>14.1 Uses of the Financial Model 286</p> <p>14.2 Financial Model Inputs 288</p> <p>14.3 Financial Model Calculations and Outputs 290</p> <p>14.4 Properties of Good Project Financial Models 294</p> <p><b>Chapter 15 Trends Impacting Project Finance: Opportunities and Threats 299</b></p> <p>15.1 Major Relevant Megatrends 302</p> <p>15.2 Megatrend Sources and Characteristics 304</p> <p>15.3 Demographic Trends 305</p> <p>15.4 Technology and Industry Trends 307</p> <p>15.5 Trends Impacting the Government Sector 308</p> <p>15.6 Trends Impacting Sponsors and Investors 310</p> <p>15.7 Trends Impacting Funding Sources and Financing 311</p> <p>15.8 Analysis of Trends and Their Impact 313</p> <p><b>Chapter 16 Project Finance: A Source of Competitive Advantage? 319</b></p> <p>16.1 Sources of Competitive Advantage 322</p> <p>16.2 Manifestations of Competitive Advantage 323</p> <p>16.3 Creating Competitive Advantage 326</p> <p>16.4 Competitive Advantage Reality Check 330</p> <p>Appendix A Common Project Finance Abbreviations 339</p> <p>Appendix B Commonly Used Project Finance Definitions 343</p> <p>Bibliography 353</p> <p>Index 359</p>

<P><B>JOHN E. TRIANTIS</B> is a retired business consulting economist and former Managing Director of Long Range Planning Associates. He has been a business strategist and strategic decision advisor with a track record of introducing effective processes and practices to strategic project decision making, as well as an experienced business development project leader and a trusted advisor in large investment, international infrastructure financing, and organizational restructuring projects.

<p>Limited-recourse and non-recourse lending has been a popular way to finance high-risk ventures since ancient times. It was used to finance everything from commercial sea voyages in ancient Greece and Rome to the construction of the Panama Canal and the development of the early oil and gas industries in the early twentieth century. But it wasn’t until the 1970s and 80s, with the development of the North Sea oil fields, that it became a common substitute for government bond issuances and traditional corporate finance structures. Despite the long history of project finance, until now the literature on the subject has treated it, almost exclusively, as a stand-alone function rather than an integral part of new business development with strategic value for gaining and maintaining competitive advantage. <p>The first book to address project finance from a much broader business development perspective, <i>Project Finance for Business Development</i> fills a gap in the literature on the subject by offering project sponsors and developers practical insights and guidance on how to more efficiently and effectively structure and implement projects by creating competitive advantage through project finance. John E. Triantis draws upon his more than forty years of experience to show how various elements of project finance, such as opportunity screening and evaluation, project development, risk management, and due diligence can be combined when structuring viable financeable projects. He dispels common misconceptions about what is really important for successful project financings, and he: <ul><li>Explains how to develop, structure, and implement projects successfully by creating competitive advantage in an increasingly globalized business environment</li> <li>Offers a roadmap for successful financing, participant roles and responsibilities, and assessing and testing project viability</li> <li>Provides a strategic decision-forecasting and financial modeling perspective on project finance</li> <li>Delves deeper than all other existing treatments of project finance into specific decisions needed to create and implement effective financing plans</li> <li>Uses numerous examples of project failures to illustrate common pitfalls to be avoided when structuring a project finance deal</li></ul> <p>Helping readers develop, structure, and implement projects successfully by creating competitive advantage, this book is an indispensable tool for project sponsors and developers and important reading for all those with a stake in project finance, including CFOs, treasurers, comptrollers, corporate and strategic planning groups, and business development groups. Lessons learned from project failures and insights on project development, assessment, due diligence, and financing structuring processes will help government employees to structure financeable and viable infrastructure projects and get value for tax payer money spent.

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