HAWASSA UNIVERSITY

INSTITUET OF TECHNOLOGY

DEPARTMENT OF BIOSYSSTEM ENGINEERING

ENVIRONMENTAL IMPACT ASSESMENT

INDIVISUAL ASSIGNMENT ON SUMMERASING ENVIRONMENTAL

IMPACT ASSESMENT METHODOLOGIES

Kalkidan Misrak…….0561/11

Submitted to Mr.Abate

Submitted date Apr 18 /2023

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 Table of content

Introduction .....................................................................................................................................3
Ad hoc methods:.............................................................................................................................. 4
2.1 Expert Opinions..................................................................................................................... 5
2.2. Checklists.............................................................................................................................. 6
2.3 Ranking Method....................................................................................................................6
3.Delphi Method.............................................................................................................................. 7
3.1 Delphi Method Process.......................................................................................................... 9
4.Monetary cost benefit analysis and input out put methods.........................................................10
4.1. STEPS OF A COST-BENEFIT ANALYSIS..................................................................... 11
4.2 Input output analysis (IOA)................................................................................................. 11
5. Forecasting Techniques............................................................................................................. 11
5.1 Techniques of Forecasting................................................................................................... 12
6. Geographic Information Systems.............................................................................................. 12
7.Matrices...................................................................................................................................... 13
8.Networks...................................................................................................................15
9. summary..................................................................................................................16
10.Conclusion...............................................................................................................17

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1. INTRODUCTION
This report mainly deals on summarizing methods of Impact identification. Impact
identification is a process designed to ensure that all potentially significant impacts
are identified and taken into account in the EIA process.A number of ‘tools’ are
available to assist in impact identification. The simplest, and most frequently used, are
checklists of impacts, although matrices, network diagrams and map overlays are also
commonly used. More complex tools, such as mathematical modelling and the use of
GIS systems, may also be used in certain circumstances.

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2. AD-HOC APPROCH

An ad hoc approach is a way of tackling a problem in an informal or spontaneous

manner. In business, it is often used to describe a project or task that has no pre-
determined structure, plan or timeline. This type of approach allows for flexibility, as
changes can be made as needed without disrupting the overall process. It also allows
time to come up with creative solutions to issues, as well as allowing individuals to
work quicker without the risk of becoming too regimented or rigid. Ad hoc
approaches are often seen as more effective when dealing with complex or
challenging problems where standard approaches just won’t cut it.

Ad hoc method gives a rough assessment of total impact while giving the broad areas
and the general nature of possible impacts. In this method, the assessor relies on an
intuitive approach and makes a broad-based qualitative assessment. This method
serves as a preliminary assessment and helps in identification of important areas like
Wildlife, Endangered species, Natural vegetation, Exotic vegetation, Grazing, Social
characteristics, Natural drainage, Groundwater, Noise, Air quality, Open space,
Recreation, Health and safety, Economic values and public facilities.

Broad qualitative information about factors useful in the comparative evaluation of

alternative development actions is presented. The information is stated in simple
terms that are readily understood by the lay person. No information about the cause-
effect relationship between project actions and environmental components is provided.
The actual impacts on specific environmental components likely to be affected by the
project or those that may require further investigation are not identified. The method
merely presents the pertinent information without resorting to any relative weighting
of importance.

This method is very easy to use, but does have a few drawbacks (Lohani and Kan,
1983):
 It may not encompass all the relevant impacts;
 ·Because the criteria used to evaluate impacts are not comparable, the relative
weights of various impacts cannot be compared;
 It is inherently inefficient as it requires sizeable effort to identify and assemble
an appropriate panel of experts for each assessment; and
 It provides minimal guidance for impact analysis while suggesting broad areas of
possible impacts.

2.1 EXPERT OPINION

Most methods and techniques for identifying, measuring, and assessing impacts rely
on expert judgement.
In fact, many checklists, matrices, and models used in EIA represent decades of
experience accumulated by numerous experts. The experts themselves are heavily
involved in all aspects of the assessment — they are used.

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to help identify the potential for significant impacts, plan data collection and
monitoring programs, provide their judgement on the level of significance for specific
impacts, and suggest ways of reducing or preventing impacts.
The problem with the exercise of expert judgement in an ad hoc manner is that it is
characterized by a process of assessment that can never be replicated, thus making it
difficult to review and critique the conclusions in the EIA. Environmental impact
assessment usually requires the collection and analysis of considerable information
about the economic, social, and biophysical environment. Methods are needed to
organize this information for analysis and presentation — ad hoc methods fail to do
this in any meaningful way

2.2 CHECK LIST

Checklists are standard lists of the types of impacts associated with a particular type
of project.
Checklists methods are primarily for organizing information or ensuring that no
potential impact is overlooked.
They are a more formalized version of ad hoc approaches in that specific areas of
impact are listed and instructions are supplied for impact identification and evaluation.
Sophisticated checklists include:
There are four general types of checklists:
1. Simple Checklist: the simplest types of checklists provide lists of
potential impacts. These are designed to help practitioners to avoid
overlooking potential impacts. A component of a simple checklist
prepared for use in the UK is given below
Part of a Simple Checklist

Effects on human beings, buildings and man-made features

• Population changes arising from the development, and consequential environment
effects;
• Visual effects of the development on the surrounding area and landscape;
• Levels and effects of emissions from the development during normal operations;
• Levels and effects of noise from the development;
• Effects on the development on local roads and transport;
• Effects of the development on architectural and historic heritage and archaeological
features.

Effects on flora, fauna and geology

• Loss of, and damage to, habitats and plant and animal species
• Loss of, and damage to geological, palaeontological and physiographic features.
• Other ecological consequences

Effects on land
• Physical effects of the development
• Effects of chemical emissions and deposits on soil of site and surrounding land

2. Descriptive Checklist:these provide guidance on how to assess impacts. They

can include information on predictive techniques, data collection and locating
information sources. An example of a descriptive checklist

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Part of a Descriptive Checklist
Data Required
Nuisance
• Change in occurrence of odour, smoke, haze, etc., and number of people affected.
Water quality
• For each body of water, changes in water use, and number of people affected.
Noise
• Change in noise levels, frequency of occurrence, and number of people bothered.
Information source. Predictive techniques
• Expected industrial processes and traffic volumes, citizen surveys. • Current water
quality, current and expected effluent.
• Current noise levels, change in traffic or other noise sources, changes in noise
mitigation measures, noise propagation model, citizen surveys.

3. Scaling Checklist: similar to a descriptive checklist, but with additional

information on subjective scaling of the parameters
4. Questionnaire checklists - these are based on a set of questions, some of
which might explore indirect impacts and possible mitigation measures.
example of part of a questionnaire checklist.
Disease vectors
• Are there known disease problems in the project area transmitted through vector
species such as mosquitoes, flies, snails, etc.? (yes, no, or not known)
• Are these vector species associated with:
◊ aquatic habitat? (yes, no, not known)
◊ forest habitats? (yes, no, not known)
◊ agricultural habitats? (yes, no, not known)
• Will the project provide opportunities for vector control through improved standards
of living? (yes, no, not known).
5. Scaling Weighting Checklist: similar to a scaling checklist, with additional
information for the subjective evaluation of each parameter with respect to all the
other parameters.

2.3 RANKING METHODS

In statistics, ranking is the data transformation in which numerical or ordinal values

are replaced by their rank when the data are sorted. Ranking method is one of the
simplest performance evaluation methods. In this method, impacts are ranked from
best to worst in a group. The simplicity of this method is overshadowed by the
negative impact of assigning a ‘worst’ and a ‘best’ rating to an impact.

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3. DELPHI

The Delphi method is the process of gathering a panel of experts and engaging in
several rounds of questions about how to make certain business decisions or solve an
organizational problem. Every answer the experts provide is anonymous. After each
round, facilitators review and sort through all the answers.
The Delphi method is a great way to gain expert opinions on important organizational
decisions. This technique helps experts arrive at a group decision that might solve
complex problems or implement big-picture decisions.
They'll locate answers with common themes and ideas and will share these with the
other experts. Once the experts hear and digest the other panelists' answers, they're
given the option to adjust their own answers according to the group's responses.
The main purpose of the Delphi method is to encourage these experts to settle on a
mutual agreement and to establish a group consensus. Many industries and
organizations may use this method for business forecasting or structural decisions,
like industry predictions, government planning or financial strategies.

The Delphi method is a process used to generate group decisions that genuinely
represent the opinions of a panel.
In order to reach a decision, a panel of experts undergoes several rounds of questions.
These individuals then have the ability to examine other answers and change their
minds.

Advantages of using the Delphi method are:

Gaining knowledge from experts: The Delphi method is a great way to settle any
discussions or resolve complex problems you and other team members may have.
Experts can all come to a logical agreement that could be beneficial to your
organization.
Receiving honest answers: Since the answers are all anonymous, panelists will feel
more comfortable providing their honest answers without receiving judgments or
repercussions. You can also feel confident knowing the input you're receiving is
truthful.
Reaching a strong group consensus: When experts hear other thoughts and
reasoning on certain topics, this may sway their opinion more easily. This allows the
experts to come to a group resolution with more people backing the same decision or
idea, which boosts your confidence in implementing the decision they come to.

Disadvantages of using the Delphi method could be:

Preventing a live discussion from occurring: While participants are still providing
feedback, they're not brainstorming original ideas or speaking their opinions freely,
since most of their input is anonymously written in a questionnaire. This can prevent a
live discussion of honest thoughts from being communicated back and forth among
professionals.
Resulting in slow response times: If you need to find the solution to a problem or
come to a decision quickly, there may be better options to pursue. The Delphi method
typically takes a large portion of the day to conduct, as it consists of several rounds of

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distributing, collecting and reviewing questionnaires. This typically results in longer
days and less time to allow for discussions.
Responses could provide little to no value: There may be a chance throughout the
study that the responses you receive could provide little to no value due to participants
being unable to come to a consensus.

How to complete a study with the Delphi method

The Delphi method can be a valuable source of input, opinions and decisions for your
organization. You should conduct research beforehand to ensure you're gathering a
strong group of panelists and are asking them the right questions. Follow these steps
to successfully complete the Delphi method
 Establish the purpose of your study
Before you can conduct your study, you must decide on what you'd like to accomplish
with it. This can help you better strategize how long your study will be and how many
rounds it'll contain.
 Prepare materials to distribute to participants
Knowing the study's purpose should make it easier to establish an overall structure for
it. You can now decide how many rounds you'd like, establish a timeframe and
prepare the materials to administer to participants. It's important to have written
guidelines and procedures for panelists to review to ensure they understand the
purpose of the study and what's expected from them.

Potential materials you could distribute include:

 Ethical procedural guidelines

 Goal of the study
 Instructions on how to correctly complete the study
 Schedule and timeframe for the study
 Consent forms
When building the overall structure of the study, you should decide who your
facilitator will be. This is the person who monitors the study, reviews the
questionnaires and creates new questions each round.

They should have a full understanding of the subjects being discussed and should
possess strong research abilities. You should then construct your rounds and decide
how long they will last. They can last until a consensus is reached or you can assign a
specific time limit.

 Choose the participants

Once you decide on your plan and structure, you can choose the panelists for your
study. Prepare a criteria list and clear outline for what specifications and qualities
your participants should have. You should make sure the panelists are experts in a
field closely related to the study's subject matter.

The number of panelists you add to the group should depend on factors like the
complexity of the subject matter and the study's timeframe. It's typically best to use
somewhere between 10 to 50 panelists.

 Create your questionnaires

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You can distribute your questionnaires before each round. Every questionnaire should
accompany a different round. The rounds your study will typically feature include:

Round 1
First round of questions should introduce your big-picture subject. This is typically
meant to kickstart the overall conversation between panelists. You'll provide basic
information for panelists to review, ask them to provide their honest feedback and will
instruct the facilitator to collect their answers.

Round 2
The facilitator will use this round to carefully review each answer and find common
reoccurrences or themes between all of the answers. They'll then provide the
important information from these answers to the panelists, who will review the
anonymous responses. Panelists are then given the option to readjust their original
answers based on what they've just read, which they'll submit to the facilitators.

Round 3
Once everyone has provided new or adjusted responses, the facilitator will review
these answers again to find any similarities and common themes between them.
They'll then design new, adjusted questions based on the previous round's answers for
participants to review and provide more feedback on. You can either end the study on
this round or continue adjusting the answers based on panelists' feedback until you
reach a general group consensus.

 Analyze the feedback and results carefully

After dismissing the panelists, you should sit down with team members to review the
results and determine if you'd like to follow through with the decision the panelists
arrived at. You can also have the facilitator review the results carefully again to
ensure all of the information or data pieces are properly calculated.

Once everything is finalized, you can take action to implement your findings by
presenting them to other team members or decision-makers, crafting a consensus
report, illustrating your findings in an industry article or implementing a new project
or decision.

4. MONETARY COST BENEFIT ANALYSIS AND

INPUT OUT PUT METHODS

Monetary cost-benefit analysis (CBA) is a method used to evaluate the costs and
benefits of a project or decision by comparing the present value of expected benefits
with the present value of expected costs over a given period. The two most common
methods of doing a cost-benefit analysis are Net Present Value (NPV) and Benefit-
Cost Ratio (BCR).

A cost-benefit analysis is the process of comparing the projected or estimated costs

and benefits (or opportunities) associated with a project decision to determine whether
it makes sense from a business perspective.

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Generally speaking, cost-benefit analysis involves tallying up all costs of a project or
decision and subtracting that amount from the total projected benefits of the project or
decision. (Sometimes, this value is represented as a ratio.)
If the projected benefits outweigh the costs, you could argue that the decision is a
good one to make. If, on the other hand, the costs outweigh the benefits, then a
company may want to rethink the decision or project.
There are enormous economic benefits to running these kinds of analyses before
making significant organizational decisions. By doing analyses, you can parse out
critical information, such as your organization’s value chain or a project’s ROI.
Cost-benefit analysis is a form of data-driven decision-making most often utilized in
business, both at established companies and startups. The basic principles and
framework can be applied to virtually any decision-making process, whether
business-related or otherwise.

STEPS OF A COST-BENEFIT ANALYSIS

1. Establish a Framework for Your Analysis

For your analysis to be as accurate as possible, you must first establish the
framework within which you’re conducting it. What, exactly, this framework
looks like will depend on the specifics of your organization.

2. Identify Your Costs and Benefits

Your next step is to sit down and compile two separate lists: One of all of the
projected costs, and the other of the expected benefits of the proposed project
or action.

When tallying costs, you’ll likely begin with direct costs, which include
expenses directly related to the production or development of a product or
service (or the implementation of a project or business decision). Labor costs,
manufacturing costs, materials costs, and inventory costs are all examples of
direct costs.

But it’s also important to go beyond the obvious. There are a few additional
costs you must account for:

 Indirect costs: These are typically fixed expenses, such as utilities

and rent, that contribute to the overhead of conducting business.
 Intangible costs: These are any current and future costs that are
difficult to measure and quantify. Examples may include decreases
in productivity levels while a new business process is rolled out, or
reduced customer satisfaction after a change in customer service
processes that leads to fewer repeat buys.
 Opportunity costs: This refers to lost benefits, or opportunities, that
arise when a business pursues one product or strategy over another.
3. Assign a Dollar Amount or Value to Each Cost and Benefit
Once you’ve compiled exhaustive lists of all costs and benefits, you must
establish the appropriate monetary units by assigning a dollar amount to each

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 one. If you don’t give all the costs and benefits a value, then it will be difficult
to compare them accurately.

4. Tally the Total Value of Benefits and Costs and Compare

Once every cost and benefit has a dollar amount next to it, you can tally up
each list and compare the two.

If total benefits outnumber total costs, then there is a business case for you to
proceed with the project or decision. If total costs outnumber total benefits,
then you may want to reconsider the proposal.

Input out put methods

Input-output analysis (I-O) is a form of macroeconomic analysis based on the
interdependencies between different economic sectors or industries. This method is
commonly used for estimating the impacts of positive or negative economic shocks
and analyzing the ripple effects throughout an economy. I-O economic analysis was
originally developed by Wassily Leontief (1906–1999), who later won the Nobel
Memorial Prize in Economic Sciences for his work in this area.
 Input-output analysis is a macroeconomic analysis based on the
interdependencies between different economic sectors or industries.
 Input-output analysis is used to estimate the impacts of positive or negative
economic shocks and analyzes the ripple effects throughout the economy.
 The use of input-output analysis is not common in the Western world or
neoclassical economics but often used in Marxist economics when central
planning of an economy is required.
 Input-output tables are the foundation of input-output analysis, depicting rows
and columns of data that quantify the supply chain for all of the sectors of an
economy.
 Three types of impacts are modeled in input-output analysis. They are direct
impact, indirect impact, and induced impact.
 These impacts on the economy are determined when certain input levels are
changed.
The foundation of I-O analysis involves input-output tables. Such tables include a
series of rows and columns of data that quantify the supply chain for all sectors of an
economy. Industries are listed in the headers of each row and each column. The data
in each column corresponds to the level of inputs used in that industry's production
function.

For example, the column for auto manufacturing shows the resources required for
building automobiles (e.g., the amount of steel, aluminum, plastic, electronics, and so
on). I-O models typically include separate tables showing the amount of labor
required per dollar unit of investment or production.

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5. FORECASTING TEHNIQUES

This is an outline of Forecasting techniques. Forecasting can be defined as the

process of estimating the future using calculations and forecasts that take into
account previous performance, current trends, and expected changes shortly.
Forecasting is necessary for the planning process since it determines the
course of action to be taken in the future. It specifies the likelihood of future
events occurring. As a result, future occurrences can only be predicted to a
certain extent.

Techniques of Forecasting

Many forecasting techniques have been created in recent years to deal with
managerial forecasting concerns’ increasing diversity and complexity. Each
has a specific use, and choosing the right approach for the job is essential. In
technique selection, the forecaster has a role to play. The better people
comprehend the spectrum of forecasting options, the more likely a company’s
forecasting efforts will be successful.

A forecasting methodology or method is a set of mathematical equations that

predicts a value or occurrence in the future. Many statistical forecasting
software packages or user programs are implementations of forecasting
methods.
Few Terms to be considered in the forecasting Process:

1. Time Horizon: The time horizon affects most forecasting methods in two
ways: the length of time in the future for which different methodologies are
appropriate and the number of periods for which a forecast is required.
2. Data Pattern: An appropriate approach can be chosen to match forecasting
methods, like time series, with the existing data pattern.
3. Accuracy: Within the bounds of human error, forecasts must be as accurate as
feasible.
4. Cost: The following four expenses are often involved in every forecasting
procedure: development, data preparation, and actual operation.
5. Reliability: Never forecast anything based on unreliable data for decision-
making purposes.

The top Two approaches are discussed in this article:

1. Qualitative: Qualitative data provides for the description of patterns and the
importance of factors affecting specific events. Qualitative data is used in
qualitative approaches. These methods aren’t objective, analytical, or practical,
especially regarding short-term forecasts.
Techniques are:
1. Regression analysis: Sales are statistically related to one or more explanatory
(independent) variables using regression analysis. Marketing decisions (for
example, price changes), competition information, economic statistics, or any
other variable related to sales could all be explanatory variables.

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 2. Neural Networks: To uncover relationships, Neural Networks look for
patterns in previous sales history and descriptive data. The forecast is created
using these relationships.
3. Exponential Smoothing: To generate a forecast, exponential smoothing takes
an exponentially smoothed weighted average of past sales, trends, and
seasonality.
4. Moving Average: To produce a forecast, a Moving Average uses an average
of a certain number of previous observations. New observations are used in
the forecast as they become available, and the oldest observations are dropped.
5. The Naive Method is a forecasting technique that assumes the next expected
point is identical to the last observed point.
2. Quantitative: Quantitative data are, by accident, the foundation for analyzing
economic phenomena and processes. Mathematical, statistical, financial, and
optimization models are used in these forecasts.
Techniques:
1.The Sales Force Composite aggregates salespeople’s projections.
2. Customers’ expectations are used as the basis for forecasting in Customer
Expectations (Customer Surveys). A customer survey is often used to collect data
from the sales team.

6. GEOGRAPHICAL INFORMATION SYSTEMS (GIS)

OR MAP OVERLAY TECHNIQUES

GIS is generally used to refer to a computer-based system incorporating the collection,

storage, retrieval, transformation and display of spatial data.
GIS applications can bring the following benefits to impact assessment practice:
• they offer the potential for storing and accessing large data sets;
• they can consolidate data from many different sources for use in geographic analysis;
• GIS is efficient at performing multiple map overlays;
• GIS can be used to generate maps for output to hard copy as well as display map
information on screen.

The overlay method is effective in considering:

• Sensetive lands, requiring protection human activity (e.g Shorelines, wetlands etc)
• Hazard land, requiring protection from the environment (e.g flood plains, unstable
slopes, volcanic slopes, etc)
• Renewable resource areas, where the environment needs to be protected from
human activities (e.g aquifer recharge zones, fish and wildlife habitat, etc)
• Cultural heritage (area of scientific/)

Limitations of GIS in EIA:

• most GISs are expensive and require highly trained personnel for efficient operation
of the system;
• GISs are not specifically structured for EIA;
• digital data is costly and often difficult to acquire

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7. MATRICES

 Matrix are two-dimensional tables which facilitate the identification of impacts

arising from the interaction between project activities and specific environmental
components.
 They are essentially expansions of checklists that acknowldge the fact that
different component of development project (e.g. Construction,
operation,decommissioning, buildings, access road)
 The entries in the cell of the matrix can be either qualitative or quantitative
estimates of impact.
 Matrices are another commonly used tool for impact identification. They show
environmental components (e.g. species diversity, water quality) on one axis and
development actions (e.g. clearing land, construction, and operation) on the other.
The entries in the cell of the matrix can either be qualitative or quantitative
estimates of impact
.
Matrices are useful for the following reasons:
 they visually describe the relationship between two sets of factors;
 they can be expanded or contracted to meet the needs of the proposal being
assessed;
 they can help to identify the impacts of different phases of a project, such as
during construction, operation and after abandonment; and
 •they can help separate site-specific impacts from impacts affecting the region as
a whole; however, it is generally advisable to describe different aspects of a
proposal using separate matrices.

An example of a simple matrix is shown

Simple matrix showing project activities with identified impact on the Pangani
Falls Re-development Project
Land clearance,bulldozing Visual intrusion, acceleration of run-off,
dust, noise, diesel fumes, soil erosion, soil
compaction, exposure of sub-soil, silt to
river, destruction of vegetation.
Stone crushing Dust, noise, soil erosion, lethal hazard to workers.
Traffic oily waste run-off, noise, hazard to pedestrians and animals, dust to roadside.
Impoundment of the headpoint Inundation of swamp, loss of wetland
vegetation, loss of habitat for wildlife especially passerine birds; desiccation of
the riverbed between the headrace and tailrace, alteration of the aquatic and
riparian ecology, scoring of riverbed downstream - changing the environment for
aquatic life.
Road making, trenching Noise, visual intrusion, dust, fumes, hard surfacing causing
alteration of drainage, acceleration of run-off and reduced infiltration, soil erosion,
soil compaction, exposure of sub-soil, silt to river, contamination of groundwater.

Types of Matrix
 Simple Matrix
 Time dependent matrix
 Magnitude Matrix
 Quantified Matrix (Leopold Matrix)

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 Weighted Matrix

8. NETWORKS OR IMPACT TREES

Impact network analysis (INA) is a tool for evaluating the likely outcomes of a
current or potential seed system project. These results support decision-making by
researchers, policy makers, and practitioners. Outcomes can be defined in terms of
important features including the potential spread of disease through the system, likely
adoption of new varieties in the region, and how well the system serves different
categories of stakeholders. INA includes an R package that simulates outcomes for
different scenarios defined by the user.

INA can be applied during project development to help make decisions and to identify
information gaps for further study. INA can also use disaggregated data on male and
female farmers, youth and elders, or between occupational groups (such as seed
producers vs traders).

Network diagrams
• Visually describe the linkages between isolated pairs of environmental factors,
providing some indication of how an ecosystem functions.
• Show that a series of second and third-order impacts may be triggered by a single
project action.
• The relative dependence of one factor on the condition of another may be indicated
by various arrow widths or weights.
• Negative and positive feedback loops can also be identified if the nature of the
interrelationship (e.g. directly or inversely proportional) is indicated.

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SUMMARY OF METHODS OF IMPACT IDENTIFICATION

Methods Advantage Diadantage

• simple to understand and do not distinguish between

Checklists –simple – use direct and indirect impacts
ranking and weighting • good for site selection and • do not link action and
priority setting impact
• the process of
incorporating values can be
controversial
• link action to impact difficult to distinguish
• good method for direct and indirect impacts
displaying EIA results •significant potential for
Matrices double-counting of impacts
Networks link action to impact • can become very complex
useful in simplified form if used beyond simplified
for checking for second version
order impacts
• handles direct and
indirect impacts
Overlays • easy to understand • good • address only direct
display method • good impacts
siting tool • do not address impact
duration or probability
GIS and computer expert excellent for impact heavy reliance on
system identification and analysis • knowledge and data
good for ‘experimenting’ • often complex and
expensive

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CONCLUSION
Generally these report was essential for us in order to understand
about the impact identification methods. It briefly discuss the
definition, types and examples of each method.

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