The Problem…Conventional approaches to construction and investment management
have failed!
- 90% of infrastructure projects experience cost overruns of 20-45%
(Flyvbjerg. et al. 2002)
- 50% of new construction runs behind schedule (Construction Management
Association)
- 50% of new owners of commercial facilities are dissatisfied with results
(Reed Construction Services)
- 85% of active investment managers underperform their own
benchmarks (Charter Financial Analysts Institute; others)
The Solution…The NIGMA Family of Companies' unique, integrated development
approach!
NIGMA starts by defining measurable success criteria. We establish the
project’s risk management function using Six Sigma and accounting control
principles and integrate them with a project team approach. Risk management serves
the critical function of monitoring and calculating the impact of major
decisions. Risk management also monitors variations in macroeconomic, political,
technical and market conditions that may impact the project’s outcome, and
suggests actions to mitigate those risks.
Result: A rational dynamic management system focused on success.
Optimization…Establishing the most beneficial equilibrium!
Once the success criteria and risk management function for a project have
been established and validated, we integrate this information with data from
marketing research, financial analysis, and project feasibility parameters to
establish the most beneficial equilibrium among all constraints. This
optimization process provides the parameters to manage the project’s progress to
its desired conclusion with maximum efficiency.
Our integrated approach aligns the interests of the owners with the interests
of all other parties involved in the project, and insures that all decisions are
guided by their impact on the risk and success of the project. We firmly
believe that the whole is bigger than the sum of its parts, and that the
uncertainty of outcomes must be quantitatively incorporated in the decision and
project management process
