Abstract
The purpose of the article is to provide an analytical planning framework which includes decision makers, organizations imposing operational and institutional constraints, direct customers and indirect beneficiaries. All these actors have differ-ent, only partially overlapping, interests; this increases the complexity of capital budgeting and imposes limitations on decision-making framework has important implica-tions for project selection, charging and depreciation policies. Although the illus-trations are limited to transport planning, the framework can be easily applied to any sector or country. For example, the English engineering students applied the framework to 18 industries in the U.K.: Auto-diesels, Bass, British Airways, British Gas, British Oxygen, British Petroleum, British Rail, British Steel, British Telecom, East Midland Electricity, Guinness, Imperial Chemical Industries (ICI), Inter-national Computers Limited (ICL), Marks & Spencer, Mercury Communications, National Westminster Bank, Rover...
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