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Process, controls and structure for successful capital programmes

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Process, controls and structure

You are committed to capital investment in a construction programme which you hope will help grow your business. Perhaps you need new office space, more manufacturing facilities or better infrastructure to support your growth plans? Or maybe you want to reach new customers, take advantage of new technology or create new products? The risks are high, yet can you be confident that you have the management processes and organisational structures to make sure the programme is on track and will deliver the benefits you expect?

Construction programmes are often characterised by their complexity, fragmented supply chains and the constant challenge of controlling costs, meeting completion dates and doing things safely. They can involve diverse participants such as funders, planners, contractors, architects, engineers and end users. All of these risks need to be managed appropriately. Recent high-profile projects in the UK, both in the private and public sectors, only serve to remind us that poorly defined and executed projects divert precious capital and management attention from core business activity, resulting in significant business disruption. Even for the most experienced of construction clients, capital programmes are daunting – failure damages reputations irreparably and shareholder value can quickly be destroyed.

For further information, download our publication  Process, controls and structure for successful capital programmes. PDF, 207KB) 

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