We offer a solution that runs through the entire investment cycle – from identifying and defining investments to the integrated management of the project, applying concepts of AWP, BIM and Last Planner. Investment portfolio management leads to the following challenges:
We are focused on improving bottom-line results in capital project management. This results in average reductions of 30% in delays and 47% in cost deviations for projects. Want to know more? Have your questions answered by one of our specialists.
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Reduction of investments in implementation.
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Reduction in the time for implementation.
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Increased productivity during the use of the asset.
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Increase in IRR.
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Improvement in NPV.
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Anticipation of payback.
The first step towards creating a portfolio of projects that will help the company be successful involves aligning the investment proposal with the organization’s strategy.
The Falconi Business Plan model is based on a systemic view that allows for a proper definition of assumptions and more decisive decision-making.
The comprehensive view of the investment players provides a better definition of the general and contractual structure with smarter modeling, optimization of tax benefits and risk distribution for the drivers and players.
Through the integrated development of the project with the application of VIPs (Value Improving Practices), AWP (Advanced Work Packaging) and BIM techniques, paths can be chosen that will promote the optimization of the value of the enterprise and the generation of real and quantifiable benefits for investors.
Defining the best supply model applied to each project according to the needs of each scale and their levels of maturity.
From the application of concepts, techniques and tools based on the principles of “lean construction”, creating an environment conducive to adding value.
Integrating everyone involved with the commissioning is aimed at guaranteeing the transfer of the industrial unit from the builder to the operator.
The structured planning and monitoring of the decommissioning phase provides a broad view of all the steps that need to be taken to shutdown a facility at the end of its useful life.
Approximately 70% of mergers do not capture the potential identified in the concept phase of the business. Our experience shows that the primary causes are in the Planning and Control involved in implementing the initiatives.
An important strategic pillar is paying close attention to regulatory issues in an effort to limit legal exposure and reduce the potential for lawsuits applicable to the project.
Governance of outputs has to be tailored to the needs and based on performance indicators, thereby allowing decisions to be made correctly with a focus on adaptability and profitability.
Being able to understand the context and systemic view of the risks will allow preventive actions to be taken in the various factors that may eventually cause damage or reduce the project’s earning potential.
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