Financial Evaluation And Risk Management Of Infrastructure Projects

In light of the recent financial crisis in Europe and the increasing importance of sustainability in construction, insights and practical guidance for financial evaluation and risk management of infrastructure projects are extremely valuable for a well-planned future. It can make a massive difference in the outcomes of construction projects that have access to the "future economic benefits" approach to asset valuation as a correct asset management accounting to prevent over and underestimation of investments and repair debt. The Financial Evaluation and Risk Management of Infrastructure Projects is a comprehensive guide for professionals and students in the fields of construction and investment, as well as financial and investment institutions. It emphasizes the importance the life cycle cost of infrastructure projects and cost-benefit analysis in optimizing investments, as well as highlighting the need for cost-effective and sustainable infrastructure projects that incorporate "value for money" construction solutions while considering all risks involved. This book is ideal for professionals in construction, investment institutions, and financial and investment institutions, as well as for students in construction and investments. With the recent financial crisis in Europe and the growing focus on sustainability in construction, this guide offers practical insights and guidance for financial evaluation and risk management of infrastructure projects.

Key coverage/key issues of this book are: uncertainty and its mitigation, upside risk, the disadvantages of using optimum bias alone, evidence that has recently emerged about the risks in transport infrastructure projects, and risk efficiency.

Seminar paper from the year 2022 in the subject Business economics - Investment and Finance, grade: 1,5, University of Western Sydney, course: Financial Management of Projects, language: English, abstract: Early cost estimating has often become a major challenge in large projects. Budget overruns occur time and again, which leads regularly to conflicts between investors, project teams, contractors, and other stakeholders. The cause for these are several factors such as inadequate consideration of project risks, insufficient project information and an unclear project scope, or unforeseen project complexities. The following literature review, therefore, observes the risk identification of major construction and infrastructure projects as one of the major reasons for cost overruns. This review aims to deliver an overview of the different approaches to the identification of risks during the early stage of large projects. In this context, however, no rigid definition of the term "major project" has yet emerged. There is no fixed rule when a project is a major project and should be organized likewise. A major project is characterized by the fact that it differs from the client's usual projects in terms of its planning and implementation duration, its complexity, the large number of participants, or its high social significance. In contrast to small and medium-sized construction projects, where routine can be applied, extensive infrastructure and construction projects are often a multitude of different tasks with several interconnections and interfaces. They often require more complicated organizational structures, and accordingly many risk management requirements. Whether a project is considered a major project depends on the specific individual case. In these projects, decision-makers often rely on intuition, judgment, and their personal experiences to conduct risk assessments and cost estimates. Although various risk assessment models have been developed in recent years, the lack of precise and general data to examine risk effects usually leads to inconsistencies and inaccuracies in risk assessment. This often results in significant budget overruns for large construction and infrastructure projects.

Project finance has spread worldwide and includes numerous industrial projects from power stations and waste-disposal plants to telecommunication facilities, bridges, tunnels, railway networks, and now also the building of hospitals, education facilities, government accommodation and tourist facilities. Despite financial assessment of PF projects being fundamental to the lender’s decision, there is little understanding of how the use of finance is perceived by individual stakeholders; why and how a financial assessment is performed; who should be involved; where and when it should be performed; what data should be used; and how financial assessments should be presented. Current uncertainty in financial markets makes many sponsors of construction project financings carefully consider bank liquidity, the higher cost of finance, and general uncertainty for demand. This has resulted in the postponement of a number of projects in certain industry sectors. Governments have seen tax receipts drastically reduced which has affected their ability to finance infrastructure projects, often irrespective of the perceived demand. Equity providers still seek to invest, however there are less opportunities due to market dislocation. Due to the demand for global infrastructure it is believed that project financings will return to their pre-crunch levels, or more so, however lenders’ liquidity costs will be passed on to the borrowers. Lenders will also be under stricter regulation both internally and externally. The steps outlined in the guide are designed to provide a basic understanding for all those involved or interested in both structuring and assessing project financings. Secondary contracts involving constructors, operators, finance providers, suppliers and offtakers can be developed and assessed to determine their commercial viability over a projects life cycle. Special Features a structured guide to assessing the commercial viability of construction projects explains economic metrics to use in the decision making process detailed case study shows how stakeholders apply the concept of project finance

Risk analysis and management - an overview. When to apply risk management. Quantitative techniques for project risk analysis. Risk in estimating. Contract stategy...

Today’s businesses are driven by customer ‘pull’ and technological ‘push’. To remain competitive in this dynamic business world, engineering and construction organizations are constantly innovating with new technology tools and techniques to improve process performance in their projects. Their management challenge is to save time, reduce cost and increase quality and operational efficiency. Risk management has recently evolved as an effective method of managing both projects and operations. Risk is inherent in any project, as managers need to plan projects with minimal knowledge and information, but its management helps managers to become proactive rather than reactive. Hence, it not only increases the chance of project achievement, but also helps ensure better performance throughout its operations phase. Various qualitative and quantitative tools are researched extensively by academics and routinely deployed by practitioners for managing risk. These have tremendous potential for wider applications. Yet the current literature on both the theory and practice of risk management is widely scattered. Most of the books emphasize risk management theory but lack practical demonstrations and give little guidance on the application of those theories. This book showcases a number of effective applications of risk management tools and techniques across product and service life in a way useful for practitioners, graduate students and researchers. It also provides an in-depth understanding of the principles of risk management in engineering and construction.

Investment in any new project invariably carries risk but the construction industry is subject to more risk and uncertainty than perhaps any other industry. This guide for construction managers, project managers and quantity surveyors as well as for students shows how the risk management process improves decision-making. Managing Risk in Construction Projects offers practical guidance on identifying, assessing and managing risk and provides a sound basis for effective decision-making in conditions of uncertainty. The book focuses on theoretical aspects of risk management but also clarifies procedures for undertaking and utilising decisions. This blend of theory and practice is the real message of the book and, with a strong authorship team of practitioners and leading academics, the book provides an authoritative guide for practitioners having to manage real projects. It discusses a number of general concepts, including projects, project phases, and risk attitude before introducing various risk management techniques. This third edition has been extended to recognize the reality of multi-project or programme management and the risks in this context; to highlight the particular problems of risk in international joint ventures; and to provide more coverage of PFI and PPP. With case studies and examples of good practice, the book offers the distilled knowledge of over 100 man-years of experience in working on all aspects of project risk, giving sound practical guidance on identifying, assessing and managing risk.

Developed for the purpose of evaluating and controlling risk in major projects. This book demonstrates how to identify, analyse and mitigate risks and how to place financial values on them. It details a rigorous approach to risk management that can be applied to various types and stages of investments.