High-value strategic project management is the key to providing business-driven high-return developments whether for commercial or municipal projects, or for the development of business infrastructures.

This can only be achieved through the proper representation of the client’s business case, and it is not just in the process of creating the asset.
The project manager must explore and clarify the business case and be flexible in its application in a dynamic environment.
So what are some of the business drivers that may initiate the development process?
• Profit and a high rate of return against the opportunity cost of investment;
• Increase in operational efficiency;
• Saleable assets;
• Environment for creativity and innovation;
• Flexibility to respond to the demands of market conditions;
• Attraction of investment;
• Speed to market;
• Long-term income stream; and
• Social utility.
The strategy for delivering to the drivers is where the high-value project manager genuinely delivers a solutions-based service and not an off-the-shelf process.
Clearly, profit is at the forefront of most commercial developments. The strategy needs to focus on what delivers that client the return. It could be speed to market, to get a product such as residential into the market to maximise the return on sales or leasing. Likewise, low capital cost is always at the front of corporate thinking.
But what about the long term?
Low operation and maintenance costs can produce a sustainable profit stream. Particularly in the corporate arena, long-term operational costs through facilities management, can be effectively managed and controlled at the inception of a development. Capital employed front end can create a flexible economical operational asset that enhances business performance.
But how often do we genuinely consider this and incorporate it into the brief? Too often, the project management function focuses on ‘the project’ and not the wider issues.
This is not ‘rocket science’, more a greater appreciation of the business world and how we can embrace the dynamics. The processes and systems we possess, combined with the intellect required for effective project management, arm us with the ability to give our clients a better-value service – a service in which they will be prepared to invest more. If project managers can demonstrate that a more client-focussed approach can deliver better value results, then clients will be prepared to pay for a solutions-based service and not a commodity.
EC Harris International Limited views the creation of the built environment in terms of whole life cycle, which aligns with the business drivers. With value being enhanced throughout the process from inception through to operation, the firm is able to deliver better business results for leading organisations through the management of the planning, creation and operation of built assets.
Acting in the role of project manager, EC Harris takes time to explore and clarify the business needs with its client. For a project to have the greatest profile and success within that business environment, it should be clear to everybody within the business how the project expenditure has added value to it as a whole.
This illustration can take various guises:
• To the senior management, it might be the prestige of a new building that affords the environment to undertake growth and development of the business;
• To the middle management, it might be the facility to allow efficiencies, expansion and modern methods of business execution to be deployed;
• To the operatives, support staff and facilities team,  it might be a modern, fresh and rejuvenated environment in which to work.
All of these messages are motivational. The investment in facilities is often an exciting time for a business and should be an enjoyable experience. However, far too often these projects can lead to disappointment. They might take longer to complete than everybody expects, the quality of the environment might be weak or the costs might not be controlled well. The project manager needs to specialise in the control of cost, the maintenance of quality and the management of timetable. The application of these controls is always a balance, established by understanding the business drivers and this offers a high-value project management service to  clients.
A project capital cost – although often a substantial sum – is normally written off over several years in a business set of accounts. It is all too easy to work hard at making reductions in the investment to achieve the lowest cost possible. However, the day-to-day running costs of the facility along with the usual requirements to maintain all the elements of the building can easily outstrip the initial costs in only five to seven years.
If poor cost reduction choices are made at the main project part of the cycle, the revenue charges often increase exponentially. The most common reason for medium to long-term frustration with building operations comes from an inability to adopt facilities for changing business needs or the high cost of replacement of components that prove to have a short life in use - main plant rooms, lifts and cooling equipment are often coming up for re-engineering or replacement on buildings in under 10 years in many cases.
A good business plan contains both short-term and long-term goals, and it is reaching these targets that generates the drivers, which EC Harris considers to be essential to adding the best value when acting as a project manager for its clients.
EC Harris is a leading international consultancy working on the real estate, infrastructure and construction sectors. The firm brings together professional skills, developed processes and information to successfully deliver all aspects of a capital project and its on-going operation. This consultancy can advise on the initial investment through each stage of construction to occupation and day-today operations. The company has 45 wholly-owned offices worldwide employing over 2,400 people and an annual group turnover of $266 million.