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In the context of a competition the investments and potential income were evaluated for one of the pre-qualified contractor groups. The group eventually won, and the project was completed with the anticipated financial success.
The department in charge of co-ordinating the renovation of a large Scandinavian city entered into a form of a privatisation process. It was difficult to make efficient use of the annual grants and other resources. A mid-term analysis with participation of all responsible employees showed (1) the likely annual result, and (2) the most important areas to explore in order to make optimum use of the funds available.
A medium-sized shopping and business centre had declined as a result of its poor access and parking facilities. Competition from other centres threatened the viability of this centre. A modernisation project was drawn up but its costs were high. However, analysis confirmed that this project would be more profitable for the owner than a more moderate alternative renovation project. This was borne out as the modernised centre regained the vitality it needed in order to thrive.
The local defence authorities in a Scandinavian country, hampered by a reduced budget, planned an integrated office building with the local municipal and harbour authorities. The investment budget was adjusted using a Successive Principle analysis process. The financial result later proved to be in accordance with the analysis result.
A prestigious private development project in Copenhagen was designed by the Sydney Opera architect, Jørn Utzon. However, it was subject to a complex set of uncertainties, which rendered the potential profitability uncertain. A broad profitability analysis, including highly subjective factors, was conducted and the most critical factors were ranked. These guided the ongoing planning of the project, which was close to a break-even situation. However, some years later, updated evaluation confirmed severe threats to the project, due to a less favourable market. The project was therefore cancelled.
A developer/contractor planned a housing project on a very favourable site close to the city centre of Oslo. However, the site also had historical value, and the project encountered public opposition. A risk analysis translated the various potentials and threats into the overall profitability and its associated uncertainty, and this supported the subsequent decision-making process.
A non-traditional housing development project included enclosing an existing motorway in a tunnel, in order to improve the environment, and therefore the value of the houses.
An overall profitability analysis was performed as part of the basis for deciding whether to implement the plans or not. The analysis having disclosed severe threats in relation to the profit, the owner postponed the project. Fresh analysis a few years later showed that improvements in the plan were unfortunately neutralised by adverse economic conditions. The project was eventually cancelled, a decision which was subsequently vindicated by the actual conditions.
Consensus: One of two defence facilities had to be closed down. But in city A or B? (E8)
This decision had been blocked for two years. During a two-day group analysis session involving all interested parties, the Successive Principle created full consensus about the decision. This success was repeated once more at another location also in Sweden.
About Dr. Steen Lichtenberg