Successful property development is rarely determined by one decision. It is the result of hundreds of interconnected decisions involving land, planning, finance, design, consultants, procurement, construction, authorities, contractors, sales, leasing and ultimately the delivery and operation of the completed asset.
Project management is the discipline that brings these components together.
For property developers, investors, landowners and development partners, effective project management provides the framework for converting a development strategy into a completed asset while controlling cost, programme, quality, risk and commercial outcomes.
Property Development Australia provides specialist property development and project management services for Australian development projects, supporting clients from early feasibility and due diligence through planning, design, procurement, construction, completion and handover.
This guide explains the project management process for Australian property development projects and the key issues developers should consider at every stage.
1. What Is Property Development Project Management?
Property development project management is the coordinated management of the activities required to plan, design, approve, finance, procure, construct and complete a property development.
A project manager acts as the central coordination point between the developer and the project’s professional, technical, statutory and construction teams.
Typical responsibilities include:
Development strategy
Project planning
Feasibility coordination
Due diligence
Consultant procurement
Planning approvals
Design management
Authority coordination
Cost management
Programme management
Risk management
Procurement
Contractor selection
Construction management
Quality assurance
Stakeholder management
Defects management
Completion and handover
Project reporting
The objective is not simply to construct a building.
The objective is to deliver the right development, on the right site, at the right cost, within the required timeframe and to the required quality and commercial outcome.
2. Project Management vs Development Management
The terms development management and project management are often used interchangeably, but they are not identical.
Development management
Development management is broader and generally encompasses the entire development lifecycle.
It can include:
Site acquisition
Highest and best use
Feasibility
Development strategy
Planning
Finance
Development approvals
Design
Procurement
Construction
Sales and leasing
Asset management
Exit strategy
Project management
Project management generally focuses more heavily on the coordinated delivery of the approved project.
It includes:
Scope
Programme
Cost
Design
Consultants
Procurement
Construction
Quality
Risk
Authorities
Contractor management
Completion
For sophisticated developments, the two functions should work together.
A development manager establishes what should be delivered and why.
A project manager establishes how the approved project will be delivered successfully.
3. The Property Development Project Lifecycle
A typical Australian development project can be divided into the following stages:
Development strategy
Site identification
Site assessment
Feasibility
Acquisition and site control
Due diligence
Planning strategy
Development approvals
Design development
Development finance
Procurement strategy
Tendering
Construction
Commissioning and completion
Practical completion
Defects
Handover
Settlement or leasing
Stabilisation
Asset management or exit
Project management should begin well before construction.
Many of the most consequential project decisions are made during feasibility, acquisition, planning and design.
4. Why Project Management Matters
Poor project management can cause:
Cost overruns
Programme delays
Design changes
Procurement failures
Contractor disputes
Approval delays
Financing problems
Defects
Poor-quality outcomes
Sales delays
Leasing problems
Reduced development margins
Increased interest costs
Reduced investor returns
Conversely, disciplined project management creates better visibility over the project’s:
Scope + Cost + Programme + Quality + Risk + Commercial Outcome
These six elements are highly interconnected.
For example, accelerating a programme may increase construction costs but reduce interest costs.
Value engineering may reduce capital expenditure but potentially affect quality, leasing or resale value.
A project manager therefore needs to understand the commercial consequences of technical decisions.
5. Establish the Development Strategy
Before detailed project planning begins, the development strategy should be clearly established.
Key questions include:
What is being developed?
Who is the target market?
What is the highest and best use?
What planning controls apply?
What development yield is achievable?
What is the anticipated development value?
What is the development budget?
What is the required programme?
How will the project be funded?
Who will purchase, lease or occupy the completed asset?
What is the intended exit strategy?
The project management strategy should be aligned with these objectives.
6. Project Brief
A clear project brief establishes the project’s fundamental requirements.
The brief should define:
Development objectives
Investment objectives
Target return
Development yield
Target market
Delivery timeframe
Exit strategy
Physical requirements
Site area
Building area
Number of lots or dwellings
Number of apartments
Retail area
Office area
Industrial warehouse area
Hotel rooms
Car parking
Landscaping
Public domain
Quality requirements
Architectural standards
Materials
Sustainability
Energy performance
Services
Technology
End-user requirements
Commercial requirements
Budget
Funding structure
Target development margin
Cash flow
Presales or preleases
Completion requirements
A poorly defined brief creates uncertainty throughout the project.
7. Project Governance
Sophisticated development projects require a clear governance structure.
Typical participants include:
Developer
Investor
Development manager
Project manager
Development finance provider
Architect
Quantity surveyor
Planning consultant
Civil engineer
Structural engineer
Building services engineers
Surveyor
Traffic consultant
Landscape architect
Environmental consultants
Legal advisers
Sales and marketing team
Leasing advisers
Builder
Specialist subcontractors
Authorities
Roles and responsibilities should be clearly documented.
A Responsibility Assignment Matrix (RAM) or RACI matrix can be particularly useful for larger developments.
8. Project Controls
A professional project management framework should establish formal controls for:
Cost
Programme
Scope
Design
Quality
Risk
Procurement
Change
Documentation
Approvals
Stakeholders
Reporting
These controls should operate throughout the development rather than being introduced after problems occur.
9. Project Programme
The project programme establishes the sequence and timing of development activities.
A typical programme may include:
Pre-acquisition
Site investigation
Feasibility
Due diligence
Negotiation
Planning
Planning strategy
Concept design
Pre-lodgement
Development application
Assessment
Approval
Design
Concept
Schematic
Design development
Construction documentation
Procurement
Tender documentation
Contractor tender
Tender evaluation
Negotiation
Contract award
Construction
Mobilisation
Site establishment
Excavation
Structure
Façade
Services
Internal works
External works
Testing
Commissioning
Completion
Practical completion
Occupation approvals
Defects
Handover
Settlement
Leasing
Operations
Critical path activities should be identified and monitored.
10. Critical Path Management
The critical path consists of activities that directly determine the earliest possible completion date.
Typical critical activities can include:
Planning approval
Construction certificate
Design documentation
Authority approvals
Long-lead procurement
Excavation
Structural works
Services installation
Commissioning
Occupation approval
A delay to a critical activity can delay the entire project.
Project managers should therefore distinguish between:
Critical activities
and
Activities with available float.
This distinction is fundamental to effective programme management.
11. Development Feasibility and Project Management
Project management should be integrated with development feasibility.
The feasibility should consider:
Revenue
Residential sales
Commercial sales
Retail sales
Industrial sales
Rental income
Hotel income
Leasing income
Other development revenue
Costs
Land
Stamp duty and acquisition costs
Consultants
Planning
Authorities
Contributions
Construction
Civil works
Finance
Marketing
Sales
Leasing
Contingency
Professional fees
Development management
Project management
Financial outputs
Development margin
Profit
Return on cost
IRR
Equity requirement
Peak funding requirement
Residual land value
A project manager should understand how delivery decisions affect the financial model.
12. Site Due Diligence
Before committing significant capital, the development team should undertake comprehensive due diligence.
Areas may include:
Planning
Zoning
Permitted uses
Height
Floor space ratio
Heritage
Overlays
Environmental constraints
Planning pathways
Physical
Site survey
Geotechnical conditions
Contamination
Flooding
Bushfire
Biodiversity
Arboriculture
Existing structures
Infrastructure
Roads
Water
Sewer
Electricity
Telecommunications
Stormwater
Commercial
Acquisition price
Development value
Construction costs
Finance
Market demand
Exit values
The purpose is to identify development constraints before they become development problems.
13. Planning and Approvals Management
Planning is one of the most important components of Australian development project management.
The project manager may coordinate:
Planning consultants
Council
State agencies
Utility authorities
Traffic authorities
Environmental consultants
Community stakeholders
Specialist consultants
The approvals strategy should be established early.
Potential approvals may include:
Development consent
Construction approval
Subdivision approval
Infrastructure approvals
Roads approvals
Utility approvals
Occupation approvals
Environmental approvals
The precise approval pathway depends on the project, jurisdiction and planning framework.
14. Consultant Management
The consultant team should be assembled according to project requirements.
Common consultants include:
Architect
Town planner
Quantity surveyor
Project manager
Civil engineer
Structural engineer
Hydraulic engineer
Mechanical engineer
Electrical engineer
Fire engineer
Traffic consultant
Landscape architect
Surveyor
Geotechnical consultant
Environmental consultant
Acoustic consultant
Sustainability consultant
Access consultant
Building certifier
The project manager should establish:
Scope
Deliverables
Fees
Programme
Reporting requirements
Coordination requirements
Review processes
Design responsibilities
15. Design Management
Design management is the process of coordinating the design team to achieve the approved project brief.
Key objectives include:
Functional design
Constructability
Cost control
Planning compliance
Programme
Quality
Sustainability
Marketability
Operational efficiency
Design should not be developed in isolation from cost and construction.
16. Design Review
Structured design reviews should examine:
Functionality
Does the building work for its intended users?
Constructability
Can the design be constructed efficiently?
Cost
Does the design remain within the approved budget?
Programme
Can the design be delivered within the required timeframe?
Compliance
Does it satisfy relevant approvals, codes and standards?
Operations
Will the completed asset be efficient to operate and maintain?
Marketability
Will the finished product meet market expectations?
17. Value Engineering
Value engineering is not simply about cutting costs.
It should seek to maximise:
Function ÷ Cost
Examples can include:
Structural optimisation
Façade optimisation
Services rationalisation
Material substitution
Simplification of building geometry
Construction methodology changes
Repetition and standardisation
Modular construction
Procurement alternatives
Value engineering should consider whole-of-life implications.
A cheaper component that creates higher maintenance costs may not represent genuine value.
18. Cost Management
Cost management should operate from feasibility through completion.
A typical cost plan includes:
Land
Construction
Consultants
Statutory costs
Infrastructure
Authority contributions
Finance
Marketing
Sales
Leasing
Insurance
Legal
Project management
Development management
Contingency
The project manager should maintain a live cost plan.
19. Cost Plan and Cost Reporting
Regular cost reporting should identify:
Original budget
Approved changes
Committed expenditure
Actual expenditure
Forecast expenditure
Remaining budget
Contingency
Variations
Forecast final cost
A useful project report should answer:
What did we budget?
What have we committed?
What have we spent?
What remains?
What is the forecast final cost?
20. Procurement Strategy
Procurement strategy should be selected according to the project’s:
Complexity
Risk
Programme
Funding requirements
Design maturity
Market conditions
Developer capability
Common procurement models include:
Design & Construct
Design-Bid-Build
Construction Management
Managing Contractor
Guaranteed Maximum Price
Early Contractor Involvement
Construction-only contracts
Specialist trade packages
There is no universally correct procurement model.
The appropriate structure depends on the project’s risk allocation and commercial objectives.
21. Contractor Selection
Contractor selection should consider more than price.
Assessment criteria can include:
Relevant experience
Financial capacity
Current workload
Programme capability
Safety performance
Quality systems
Project team
Subcontractor relationships
Claims history
Technical capability
Proposed methodology
Commercial terms
A low tender price does not necessarily represent the lowest project cost.
22. Tender Management
A structured tender process typically includes:
Tender strategy
Prequalification
Tender documentation
Contractor briefing
Site inspection
Tender period
Tender queries
Tender submissions
Commercial analysis
Technical analysis
Programme analysis
Risk assessment
Clarifications
Negotiation
Recommendation
Contract award
Tender comparison should be conducted on a consistent basis.
23. Construction Contract Management
Once construction commences, contract administration becomes critical.
Key areas include:
Scope
Contract price
Programme
Variations
Extensions of time
Progress claims
Retention
Security
Insurances
Defects
Practical completion
Liquidated damages
Dispute mechanisms
The project management team should maintain rigorous documentation.
24. Construction Management
During construction, the project manager should coordinate:
Builder
Consultants
Developer
Authorities
Suppliers
Contractors
Stakeholders
Finance team
Sales/leasing team
Regular site meetings should monitor:
Safety
Progress
Quality
Cost
Programme
Design issues
Procurement
Variations
Risks
Approvals
25. Construction Programme Management
Construction programmes should be regularly updated.
Monitoring should include:
Baseline programme
Current programme
Actual progress
Forecast completion
Critical path
Delays
Recovery strategies
Long-lead items
Procurement status
Where delays occur, the project team should determine:
Cause
Responsibility
Programme impact
Cost impact
Mitigation
Recovery strategy
26. Long-Lead Procurement
Long-lead items can materially affect construction programmes.
Potential examples include:
Lifts
Switchboards
Transformers
Mechanical equipment
Façade systems
Windows
Specialist building systems
Generators
HVAC equipment
Major electrical equipment
Long-lead procurement should be identified during design and procurement planning.
27. Change Management
Development projects inevitably experience change.
Changes may result from:
Planning conditions
Client decisions
Design development
Site conditions
Authority requirements
Market changes
Regulatory requirements
Contractor proposals
Value engineering
Every significant change should be assessed for:
Cost + Programme + Quality + Risk + Commercial Impact
No major change should be approved without understanding its consequences.
28. Variation Management
Variation control should include:
Variation identification
Description
Reason
Cost
Programme impact
Approval status
Supporting documentation
Contractual assessment
Final account treatment
Uncontrolled variations are one of the major causes of cost escalation.
29. Risk Management
A project risk register should be established early.
Typical risks include:
Acquisition
Overpaying for land
Incomplete due diligence
Unforeseen constraints
Planning
Approval delays
Refusal
Conditions
Contributions
Community objections
Design
Design changes
Coordination failures
Documentation errors
Construction
Ground conditions
Contractor failure
Labour shortages
Material delays
Quality issues
Safety incidents
Financial
Interest rate changes
Cost escalation
Funding shortfalls
Sales delays
Leasing delays
Market
Falling values
Reduced demand
Changing buyer preferences
30. Risk Register
A professional risk register should record:
Risk | Probability | Impact | Rating | Mitigation | Owner |
|---|---|---|---|---|---|
Planning delay | Medium | High | High | Early authority engagement | Development Manager |
Cost escalation | Medium | High | High | Procurement and contingency | Project Manager |
Contractor delay | Medium | High | High | Programme monitoring | Builder |
Design coordination | Medium | Medium | Medium | Design reviews | Architect |
Funding shortfall | Low/Medium | High | High | Funding sensitivity | Developer |
The risk register should be a live management tool, not a static document.
31. Quality Management
Quality should be managed throughout the project.
A quality management system may include:
Inspection and test plans
Hold points
Consultant inspections
Material approvals
Mock-ups
Testing
Defect reporting
Non-conformance reporting
Documentation
Certification
Quality should be designed into the project rather than inspected into it at the end.
32. Stakeholder Management
Property developments involve numerous stakeholders.
These may include:
Developer
Investors
Landowners
Councils
Government agencies
Authorities
Neighbours
Community groups
Consultants
Contractors
Tenants
Purchasers
Operators
Lenders
A stakeholder management plan should establish:
Stakeholder
Interest
Influence
Required engagement
Communication method
Responsibility
33. Authority and Utility Coordination
Authority coordination can become a major programme driver.
Potential stakeholders include:
Local councils
Water authorities
Electricity networks
Telecommunications providers
Roads authorities
Fire authorities
Building certifiers
Environmental regulators
The project manager should maintain an authority approval tracker showing:
Requirement
Responsible consultant
Submission date
Approval status
Outstanding information
Target date
Programme impact
34. Development Finance and Project Management
Project management directly affects finance.
Construction delays increase:
Interest
Holding costs
Insurance
Professional fees
Site overheads
Marketing costs
Cost overruns may increase the required equity contribution.
Project managers should therefore understand:
Debt
Equity
LTC
LTV
Interest costs
Drawdowns
Presales
Preleasing
Funding covenants
Contingency
Project reporting should provide information suitable for lender and investor reporting.
35. Monthly Project Reporting
A professional monthly report should typically cover:
Executive summary
Overall status
Key achievements
Key issues
Decisions required
Programme
Current completion date
Critical path
Delays
Recovery actions
Cost
Budget
Committed
Actual
Forecast
Variations
Contingency
Design
Outstanding documentation
Design changes
Coordination issues
Construction
Progress
Quality
Safety
Procurement
Risk
Top risks
Emerging risks
Mitigation
Finance
Funding
Drawdowns
Interest
Forecast cash flow
Approvals
Current status
Outstanding approvals
36. Construction Site Meetings
Effective site meetings should focus on decisions and actions.
Typical agenda:
Safety
Previous actions
Programme
Design
Procurement
Quality
Variations
Authority matters
Commercial matters
Risks
Upcoming activities
Actions
Each action should have:
Responsible person
Due date
Status
37. Commissioning
Commissioning is often underestimated.
It may involve:
Mechanical systems
Electrical systems
Fire systems
Hydraulic systems
Security
Access control
Lifts
Building management systems
Energy systems
Communications
Specialist equipment
Commissioning should commence well before practical completion.
38. Practical Completion
Practical completion represents a major project milestone.
Before practical completion, the project team should confirm:
Construction substantially complete
Testing completed
Commissioning completed
Required approvals obtained
Certification available
Documentation complete
Defects identified
Occupation requirements satisfied
The precise contractual definition of practical completion depends on the construction contract.
39. Defects Management
Defects should be systematically recorded and tracked.
A defects register can include:
Defect
Location
Date identified
Responsible contractor
Priority
Required completion date
Status
Verification
The objective is to ensure defects are closed rather than simply recorded.
40. Handover
Handover documentation may include:
As-built drawings
Operation and maintenance manuals
Warranties
Certifications
Test results
Equipment schedules
Asset registers
Keys and access information
Building manuals
Maintenance information
A well-managed handover reduces operational risk.
41. Project Closeout
Project closeout should include:
Final account
Contract closeout
Defects
Retentions
Warranties
Documentation
Consultant closeout
Financial reconciliation
Lessons learned
Asset handover
Project completion is not simply the day construction finishes.
42. Project Management for Residential Development
Residential projects may include:
Apartments
Townhouses
Detached housing
Medium-density developments
Masterplanned communities
Build-to-rent
Additional considerations include:
Buyer requirements
Apartment layouts
Sales programme
Presales
Display suites
Finishes
Building compliance
Defects
Settlement
43. Project Management for Industrial and Logistics
Industrial projects require particular attention to:
Site levels
Earthworks
Truck access
Pavements
Warehouse slabs
Fire systems
Clear heights
Loading
Hardstand
Power
Dock facilities
Warehouse services
Tenant requirements
For logistics facilities, programme and operational functionality are particularly important.
44. Project Management for Shopping Centres
Retail developments require integration of:
Retail planning
Tenant mix
Anchor tenants
Leasing
Traffic
Parking
Loading
Food and beverage
Public realm
Services
Tenant fitout
Centre operations
The development team must consider both construction and future retail operations.
45. Project Management for Hotels
Hotel projects require coordination between:
Developer
Architect
Operator
Brand
Interior designer
Builder
FF&E suppliers
OS&E suppliers
Pre-opening team
Critical considerations include:
Guest rooms
Back-of-house
F&B
Conference facilities
Services
Technology
FF&E
Operational commissioning
Pre-opening
46. Project Management for Mixed-Use Developments
Mixed-use projects can be particularly complex because multiple asset classes share:
Structure
Services
Access
Parking
Loading
Public realm
Infrastructure
A mixed-use project therefore requires rigorous interface management.
Typical interfaces include:
Residential ↔ Retail
Hotel ↔ Retail
Office ↔ Retail
Residential ↔ Hotel
Public realm ↔ Private development
47. Greenfield and Masterplanned Projects
Large greenfield projects introduce additional complexity.
Project management may encompass:
Land subdivision
Bulk earthworks
Roads
Drainage
Water
Sewer
Electricity
Telecommunications
Open space
Community facilities
Staging
Lot production
Civil construction
Registration
Staging should be integrated with funding, sales and infrastructure delivery.
48. Project Management for Development Subdivision
Subdivision projects require close coordination between:
Surveyors
Civil engineers
Planning consultants
Authorities
Utility providers
Civil contractors
Certifiers
Sales teams
The project manager must coordinate the path from:
Concept → Approval → Civil Works → Certification → Registration → Settlement
49. Sustainability and ESG
Sustainability should be incorporated during early planning and design.
Potential considerations include:
Energy efficiency
Solar
Battery storage
Water efficiency
Passive design
Building materials
Waste reduction
Green infrastructure
EV charging
Operational energy
Embodied carbon
Early decisions generally provide greater opportunities to influence the sustainability outcome.
50. Technology in Property Development Project Management
Technology can improve project visibility.
Useful systems include:
Project scheduling software
Cost management platforms
Document management systems
BIM
Digital site reporting
Cloud collaboration
Risk registers
Issue tracking
Dashboards
Digital approvals
Data analytics
The objective is not technology for its own sake.
The objective is better information, faster decisions and stronger project control.
51. BIM and Design Coordination
Building Information Modelling can assist with:
Design coordination
Clash detection
Quantification
Construction planning
Asset information
Facilities management
For complex developments, coordinated digital models can reduce design and construction interface risks.
52. Project Management KPIs
Useful project KPIs include:
Programme
Percentage complete
Forecast completion
Critical path variance
Cost
Cost variance
Forecast final cost
Committed cost
Contingency remaining
Quality
Defects
Non-conformances
Rework
Safety
Incidents
Near misses
Corrective actions
Procurement
Long-lead items
Package awards
Procurement status
Commercial
Variations
Claims
Contingency
Cash flow
53. Early Warning Systems
Good project management identifies problems before they become crises.
Warning indicators can include:
Consultant delays
Increasing RFIs
Growing variation numbers
Repeated programme slippage
Procurement delays
Contractor cash-flow concerns
Increasing defects
Authority delays
Budget erosion
Reduced contingency
Management should focus on trends rather than simply reporting historical results.
54. Recovery Strategies
When a project falls behind programme, possible recovery strategies include:
Additional labour
Extended working hours
Additional shifts
Parallel work packages
Design acceleration
Early procurement
Alternative materials
Construction methodology changes
Resequencing
Additional subcontractors
Every recovery strategy should be assessed for cost, quality, safety and contractual implications.
55. Value Management Throughout the Project
Value management should continue beyond initial feasibility.
At different stages, the project team should ask:
Can we deliver the same or greater value with less cost, less time or less risk?
Opportunities may arise through:
Design optimisation
Procurement
Construction methodology
Standardisation
Modularisation
Materials
Services
Staging
Technology
56. Development Exit Strategy
Project management should remain aligned with the intended exit.
Potential exits include:
Individual residential sales
Bulk sale
Investment sale
Stabilised asset sale
Long-term hold
Refinancing
Build-to-rent
Leasing and retention
Development partnership exit
The exit strategy can influence design, specifications, programme and procurement decisions.
57. Common Property Development Project Management Mistakes
1. Starting construction planning too late
Construction methodology should influence design.
2. Treating cost as a static number
Costs change throughout development.
3. Selecting contractors purely on price
Capability and risk are equally important.
4. Poor design coordination
Coordination failures create variations and delays.
5. Weak change control
Small changes can become major cost issues.
6. Ignoring the critical path
Not every programme activity has equal importance.
7. Inadequate due diligence
Unknown site conditions can destroy project economics.
8. Poor documentation
Weak records increase commercial and contractual risk.
9. Late procurement
Long-lead items can delay completion.
10. Treating project management as administration
Project management should actively drive the commercial outcome.
58. The Project Manager as Commercial Manager
A high-performing property development project manager should understand the commercial model.
They should be able to connect:
Design → Cost → Programme → Finance → Revenue → Profit
For example:
A six-month construction delay may create additional interest and holding costs while simultaneously delaying settlements.
A design change may increase construction costs but improve sales values.
An alternative procurement strategy may reduce the construction programme and improve funding efficiency.
Project management therefore requires commercial judgement, not simply administration.
59. Selecting a Property Development Project Manager
Developers should consider:
Relevant sector experience
Development experience
Construction knowledge
Financial understanding
Planning knowledge
Consultant management
Procurement experience
Contract knowledge
Reporting capability
Stakeholder management
Risk management
Problem-solving capability
For complex projects, experience across the complete development lifecycle is particularly valuable.
60. Engaging Property Development Australia
Property Development Australia provides specialist property development and project management services for Australian development projects.
Our role can be tailored to the client’s requirements.
Development project management
Project strategy
Project brief
Development planning
Consultant management
Design management
Procurement
Construction
Completion
Development management
Site assessment
Feasibility
Due diligence
Planning
Finance
Acquisition
Development strategy
Delivery
Exit strategy
Project advisory
Development reviews
Project health checks
Due diligence
Cost and programme reviews
Procurement advice
Risk assessment
Development strategy
Client-side project management
Design team coordination
Tender management
Contractor negotiations
Programme management
Cost management
Construction monitoring
Quality management
Defects
Handover
61. PDA’s Project Management Approach
A strong project management methodology should be:
Commercial
Every decision should be considered in the context of project economics.
Integrated
Planning, design, finance, procurement and construction should operate as one system.
Proactive
Risks should be identified before they become problems.
Transparent
The developer should have clear visibility over cost, programme and risk.
Accountable
Responsibilities and decisions should be clearly documented.
Outcome-focused
The objective is successful delivery of the completed development.
62. The PDA Property Development Project Management Framework
Property Development Australia can structure project management around six core controls:
1. Scope
What are we delivering?
2. Cost
What will it cost?
3. Programme
When will it be delivered?
4. Quality
What standard will be achieved?
5. Risk
What could prevent successful delivery?
6. Commercial Outcome
Will the project achieve its investment and development objectives?
This framework provides a practical foundation for project governance.
63. Project Management Checklist
Development
Development strategy established
Highest and best use assessed
Project brief prepared
Feasibility completed
Funding strategy established
Exit strategy established
Due Diligence
Planning reviewed
Survey completed
Geotechnical reviewed
Environmental risks assessed
Flooding assessed
Infrastructure assessed
Utilities investigated
Market assessed
Planning
Planning strategy prepared
Consultant team appointed
Pre-lodgement undertaken where appropriate
Application prepared
Conditions reviewed
Approval pathway confirmed
Design
Project brief confirmed
Concept design completed
Cost plan updated
Design coordination completed
Constructability reviewed
Value engineering undertaken
Construction documentation completed
Procurement
Procurement strategy selected
Contractor market tested
Tender documentation completed
Tenders evaluated
Contractor selected
Contract executed
Construction
Site established
Programme approved
Cost reporting established
Risk register established
Quality system established
Progress monitored
Variations controlled
Procurement monitored
Completion
Testing completed
Commissioning completed
Approvals obtained
Practical completion achieved
Defects managed
Documentation completed
Handover completed
Final account completed
64. Key Questions for Developers
Before commencing a development project, ask:
Is the development strategy clearly defined?
Has the site been fully investigated?
Is the highest and best use understood?
Is the feasibility sufficiently robust?
Is the planning pathway understood?
Has the project brief been properly established?
Is the consultant team appropriate?
Is the design commercially viable?
Is the cost plan realistic?
Is the procurement strategy appropriate?
Is the construction programme achievable?
Are long-lead items identified?
Is the project adequately funded?
Is the risk register current?
Are stakeholder responsibilities clear?
Is the exit strategy understood?
Who is accountable for project delivery?
65. Conclusion
Property development project management is the discipline that connects strategy with execution.
A successful development requires more than good architecture or a strong construction contractor. It requires coordinated management of:
Land + Planning + Market + Feasibility + Finance + Design + Procurement + Construction + Risk + Commercial Outcomes
The earlier project management principles are embedded into the development process, the greater the opportunity to identify risks, control costs, manage programme and protect the project’s commercial objectives.
For developers, investors, landowners and development partners, an experienced client-side project management and development management team can provide the independent coordination, commercial oversight and technical leadership required to navigate complex development projects.
Property Development Australia provides specialist property development consultancy and project management services across Australian property development projects.
Our focus is simple:
Better strategy. Better project control. Better development outcomes.
Property Development Australia – Property Development & Project Management