Maestro*Liaison February 2009
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In a competitive environment, the ability to estimate forecasts can make a construction company
successful or explain why it failed. The scarcity of qualified resources and increased price
pressures for certain raw materials make the exercise even more difficult. The expertise required
to conduct this exercise is also evident in preparing estimates for a potential project as well as
the regular monitoring of existing projects. An organization with a strict procedure governing
forecasts can detect potential profitability problems and increase the accuracy of its forecasts.
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All companies, whether they are in the industrial, service or construction sector, can gain a
competitive advantage by using process-based management as a normal part of their management
operations. Process-based management is one of the many tools in the arsenal of exemplary
management practices. This makes it possible to document the company’s key processes, their
repetitiveness, and their constant improvements, and, through this, increases in productivity.
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In an increasingly competitive environment, all managers are looking for methods to improve their
productivity and efficiency. Identifying and implementing the various operations processes are
often solutions they find after analyzing the deficiencies in their companies (see the article
named “Process-based management”). However, their applying them on a daily basis and
respecting the steps in the processes often result in many difficulties (not the least of which is
employee reluctance), often leading to the processes being abandoned over the medium or long term.
