If we talk about the specifics of the construction industry then this is first of all conservatism due to the long cycle of project implementation high costs and the high price of a mistake. It is extremely important to understand the links in the processes to see the development of the project under various scenarios and to predict the result depending on the data and drivers.
In the process of implementing an investment and construction project ICP several stages or levels can be distinguished namely Budgeting at the stage of investment cell phone number list concept best use due diligence calculation of a technical and commercial proposal; Cost management at the implementation stage starting budget control adjustment management and completion; Budgeting at the company/holding level portfolio management administrative commercial budgets asset management and investments.
From the point of view of the investor the most significant is the first stage because it is at this stage that the main parameters are determined and the decision to enter the project is made. However this stage is quite short in fact - the starting point of the ISP. From the point of view of cost management as part of project management the implementation stage is more interesting. The third block is more related to functional management organization management so let's turn to the issue of implementation. Common budget issues Inaccurate unrealistic non-operational Unpredictable static budgets without drivers without dynamic BDR/BDDS NOT informative without priorities reserves risks scenarios.