Commercial real estate development. Development and management of commercial real estate. Complex integrated standard model of a development company. investment for the purpose of further resale
A few more years back Russian market property could not and dream of those investments which many companies ready to invest today. If before a large project estimated in millions dollars, now thanks to the emergence of new players the bill is already in the billions. Building Business magazine decided make a TOP 15 rating, whose management does not intend to regret money for construction projects and ready to build cities. The main selection criterion was presence in the company's portfolio one project worth not below $ 1 billion
The right to be a leader is being challenged by the development divisions of three holding companies: Basic Element by Oleg Deripaska, Renova Group by Viktor Vekselberg and Coalco by Vasily Anisimov. It is curious that the heads of all these companies are involved or took an active part in the aluminum business.
Coalco
$ 10 BILLION Vasily Anisimov's Coalco company invests in construction projects in the next seven years.
Details: Coalco was founded in 1994. Prior to the advent of the Bolshoye Domodedovo housing project, the company specialized in investments in the commercial real estate sector in Russia, the USA and the CIS countries. The company is also one of the largest investors in the agro-industrial complex in Russia. In 2000, Coalco withdrew from the metallurgical business, selling its aluminum assets to Sual and Rusal. After that, the development direction became the main one in the activities of Coalco.
Main projects: Bolshoye Domodedovo (12 million square meters of housing, $ 9.3 billion); three office centers (Khodynskaya St., 2; Lesnaya, 27; Tverskaya Zastava) - total investment of approximately $ 800 million; shopping and entertainment complex in Kazakhstan together with the Turkish company Rixos Hotels (80,000 sq. m, $ 140 million).
Renova
$ 10 BILLION will be involved within 20 years in the construction of the Akademichesky district (Yekaterinburg) by the Renova group.
Development subdivisions: Renova-StroyGroup CJSC and Renova-Development CJSC.
Details: development divisions were established in 2005. Now the process of their unification is underway. According to experts, in the next few years the annual volume of investments may reach $ 1.5 billion, and the annual volume of construction will exceed one million square meters if Renova launches projects similar to the Academic one in Perm and Chelyabinsk.
Main projects: microdistrict Akademichesky, Yekaterinburg. Over 20 years, more than 13 million square meters will be built here. m of housing and other real estate for 325,000 people.
UK "Scale"
$ 7 BILLION intends to send MC "Masshtab" for the implementation of the project on the territory of the state farm "Kommunarka" within 20 years.
Developer: UK "Scale".
Details: the shareholders of the companies "Avgur Estate", "North-West" and "Sobinbank" created the management company "Masshtab" for the construction of the city on the territory of the former state farm near Moscow "Kommunarka". It was not possible to find out the names of the owners of the MC "Masshtab", but it is known that one of the most likely participants is the co-owner of the company "Augur Estate" Vadim Moshkovich. The lands under the Kommunarka state farm of the Moshkovich structure were bought up three years ago. They start almost immediately behind the IKEA and MEGA shopping centers and stretch to the city of Troitsk (3–23 km from the Moscow Ring Road along the Kaluzhskoe highway). This is almost a third of the entire Leninsky district of the Moscow region.
Main project: Kommunarka ($ 7 billion). More than 11 million square meters will be built here. m of housing for 300,000 people. The term of the project is 20-25 years.
Mirax Group
$ 5.8 BILLION expects to invest in real estate company Mirax Group.
Development subdivisions: MiraxConstruction, MiraxCity (builds the Federation Tower).
Details: now the company is evaluating new objects, so we have to be guided by the old numbers. The Mirax Group Corporation was founded in 2000 by Sergei Polonsky. Its original name is Stroymontazh company. According to the President of Mirax Sergei Polonsky, by 2010, in addition to existing projects, the company plans to invest more than $ 2 billion in new facilities.
Main projects: 1.2 million sq. m of retail and entertainment and office premises on a 45 hectare site in the railway exclusion zone next to Victory Park not far from Moscow City (investments are estimated at $ 1 billion). Reconstruction of the "Fili Davydkovo" district - the total building area is 1.2 million square meters. m. The new microdistrict will be located in a park area on an area of 46 hectares ($ 1 billion); business complex "Federation" (423 thousand sq. m. - about $ 850 million).
Sibir Energy PLS
$ 5 BILLION Shalva Chigirinsky, the co-owner of Sibir Energy PLS, expects to invest in real estate within five to six years.
Development subdivisions ST Group: ST-Development (leads the project for the Rossiya hotel), ST-Towers (the developer of the Rossiya Tower project at the Moscow-City MIBC), ST-New Holland (deals with the New Holland " in St. Petersburg).
Details: projects totaling $ 5 billion are currently in the works. The declared capital will be doubled if the developer wins the competition for the project of a public and entertainment complex. Most of Shalva Chigirinsky's major projects are led by the architect Lord Norman Foster.
Main projects: demolition of the Rossiya Hotel and construction of a multifunctional complex in its place (450,000 sq. m, investment volume of $ 2.5 billion); 600-meter tower "Russia" (400,000-420,000 sq. M, $ 1.5 billion); reconstruction of New Holland in St. Petersburg ($ 340 million); six Real hypermarkets ($ 360-420 million); project of a public and entertainment center in the Nagatinskaya Poima (about $ 5 billion).
Don-Stroy
$ 4.4 BILLION the project portfolio of the Don-Stroy company is assessed.
Development subdivisions:"DS-Realty" - residential real estate, "DS-Development" - commercial real estate.
Details: Don-Stroy was founded in 1994 and is owned by Maxim Blazhko and Dmitry Zelenov. The largest completed projects: "Scarlet Sails", "Triumph-Palace" and the "Vorobyovy Gory" quarter.
Main projects: complex on Zvenigorodskoe highway with an area of about 680,000 sq. m, of which almost 200,000 sq. m accounts for premium housing. Investments in the project will amount to $ 1.5 billion. The site area is 8 hectares. In total, the company's portfolio of orders until 2010 is 2 million square meters. m of residential and commercial real estate. Among the large unrealized projects are the House on Mosfilmovskaya (138,000 sq. M. - $ 300 million) and the Oruzheiny office and business center (150,000 sq. M. - $ 365 million).
"ST Group"
$ 4.3 BILLION the volume of investments in real estate of development companies of Alexander Chigirinsky. Development subdivisions: "ST Group", "ST Group Region".
Details: the owner of the oldest development company ST Group, Alexander Chigirinsky, lagged behind his brother Shalva by only $ 700 million. He will invest $ 4.3 billion in the projects of his two companies. Of these, ST Group will master the lion's share - $ 3.3 billion in Moscow. "ST Group" was founded in 1989 by the Chigirinsky brothers, at present it is controlled only by Alexander. He also owns the Mtsensk Aluminum enterprise. ST Group Region is building business-class residential complexes in Novosibirsk, Sochi, Lazarevsky (Sochi), Rostov-on-Don, Stavropol and class A + office complexes in Novosibirsk, Krasnodar, Nizhny Novgorod. The total planned construction area is 1 million sq. m. The total volume of investments until 2009 is $ 1 billion.
Main projects: City Palace ($ 2 billion); cottage community "Rublevo-2" (30,000 sq. m., $ 300 million); the multifunctional complex Di fronte de la Casa on 1st Tverskaya-Yamskaya Street (formerly the project “4 Winds”; 40,000 sq. m of office space, 80,000 sq. m of housing, $ 300 million); Lake House (300,000 sq. M, $ 700 million).
East Line and MCI
$ 4 BILLION there is a joint project of the Moscow River Shipping Company and the shareholders of the East Line group for the development of the vicinity of the Sheremetyevo airport.
Developer: Hines (not officially approved yet).
Details: MRP holding operates in four industries - fiber optic construction, shipbuilding, real estate and airport management. More than 50% of the MCI belongs to Roman Trotsenko. In 2005, the assets were valued at about $ 1.5 billion. East Line is the company that manages the Domodedovo airport and is a large landowner. The companies intend to start their joint project in the summer of 2007 and complete it in four to five years.
Main projects: construction of 5 million sq. m of housing, offices and warehouse space in the area of the Sheremetyevo airport: a business park with an area of 1.8 million square meters. m, including 1 million sq. m of class A offices and 800,000 sq. m of business class housing; four-star hotel with 500 rooms; not far from the terminal "Sheremetyevo-Cargo" will be built a logistics complex (850,000-900,000 sq. m.), as well as 2.5-3 million sq. m. m of panel housing.
Sistema-Hals CJSC
$ 3.5 BILLION will be attracted by the capital development company Sistema-Hals, a subdivision of AFK Sistema.
Details: CJSC Sistema-Hals is a subsidiary of AFK Sistema. Created in 1990. In 2006 Sistema-Hals became a public company. In November, during the IPO on the London Stock Exchange, it is planned to place an 18% stake in Sistema-Hals. By the time of the placement, the value of the company may reach $ 2-3 billion.
Main projects: two projects worth $ 1 billion each - the Preobrazhensky Technopark (572,000 sq. m) and the Hals-Park multifunctional complex (390,000 sq. m) on the site of the Sport Hotel. In addition, SistemaGals manages the Big City with an area of 1000 hectares, is reconstructing the Beijing Hotel, Detsky Mir, and is building a Siemens office (572,000 sq. M).
"Nafta-Moscow"
$ 3 BILLION the company "Nafta-Moscow" is going to invest in the construction project of the city of Rublevo-Arkhangelskoye.
Developer: Terra Development.
Details: Terra Development was created in 2005 specifically for the implementation of the Rublevo-Arkhangelskoye project. The investor of the project is the former oil trading structure NaftaMoskva, which, according to market participants, is headed by State Duma deputy Suleiman Kerimov. In 2005, the company became a co-owner of Mosstroyekonombank, on whose balance sheet was the Smolensky Passage complex, and then the largest shareholder in the construction company SPK Razvitie, which controls such companies as Glavmosstroy, Mosmontazhspetsstroy and Mospromstroimaterialy. However, a few months later, SPK Razvitie was resold to the structures of Basic Element, and a large stake in Mosstroyeconombank was transferred to the industrial and financial corporation BIN.
Main projects: Rublevo-Arkhangelskoye is the only development project of Suleiman Kerimov. The building plot is located 3 km from the Moscow Ring Road along the Novorizhskoe highway, 3 million sq. M. Will be built here. m of real estate for 30,000 people. The land area is 430 hectares. The project should begin in 2007.
"Sign"
$ 2.5 BILLION Nikolai Tsvetkov's Znak corporation intends to spend on its five projects.
Details: one of the largest land owners in the Moscow region, the Znak Corporation (Land Agro-Industrial Corporation), has five development projects in its portfolio in the immediate Moscow region.
Main projects: the largest project of the Znak corporation is the Grand Prix ($ 1.5 billion). Here, on an area of 313 hectares, 1.4 million square meters will be built. m of housing and 120 thousand sq. m of commercial real estate, racetrack, golf course. Construction will be carried out near the village of Putilkovo, 1 km from the Moscow Ring Road. On another plot of 524 hectares, it is planned to have a low-rise development area called Dolina Kozino (about 200 thousand square meters of housing). In addition, the Krasnogorsk District will house the Rozhdestveno Hills cottage community (58 hectares) and the Rublyovka Golf Club complex (333 hectares). In the Dmitrovsky district, not far from Yakhroma, the construction of the Park-Hotel is planned.
Concern "Krost"
$ 1.5 BILLION the Krost concern is investing in two quarters in Moscow.
Details: the concern belongs to Alexey Dobashin, has existed since 1990. During its existence, the company has reconstructed, built and sold 350 objects, the total area of which is about 2 million square meters. m.
Main projects: reconstruction of the Khoroshevo-Mnevniki district. The Union Park and Welton Park under construction will be supplemented by two more blocks of 32 hectares each. On this territory, 2 million square meters will be built. m of areas for various purposes.
Crocus International
$ 1.3 BILLION Aras Agalarov's Crocus International plans to invest in the construction of Crocus City.
Details: Crocus International is the largest multifunctional trading and financial group in Russia. The development activities of Aras Agalarov, owner of Crocus International, began in 1997, when he built Agalarov House on Bolshaya Gruzinskaya Street. Until now, this building remains an example of luxury residential real estate. The second successful development project is the Crocus City complex at the intersection of Volokolamskoye Highway and the Moscow Ring Road.
Main projects: The total investment in the development of the remaining Crocus City territory is estimated by Agalarov at $ 1.3 billion. The Crocus Expo 3 exhibition area is currently under construction (312,000 sq. m., $ 368 million). As a result of the Crocus City expansion, Veneto will appear - a 22-storey extension to the Crocus City Mall, where a five-star hotel and Crocus City Business Center will be located. In addition, a luxury-class cottage village Agalarov Estate is being built on the 24th km of Novorizhskoe highway.
Wimm-Bill-Dann
$ 1.2 BILLION major shareholders of Wimm-Bill-Dann are going to invest in development.
Details: co-owners of WimmBill-Dann. Foodstuffs ”Gavriil Yushvaev, David Yakobashvili and Sergei Plastinin, having started with a relatively small project on the Rublevskoye highway for the construction of a ski slope, have now decided to invest in a large project on the territory. Their colleague Mikhail Dubinin participates in the implementation of the project for the construction of the cottage community "Residence Benelux".
Main projects: an office and residential complex near the Big City on the site of the 4th Moscow mill (1 million sq. m., $ 1 billion); multifunctional center on Kitay-Gorod (37,000 sq. m, $ 92.5 million).
Any commercial property, and retail property in particular, it remains an extremely attractive investment for individuals and legal entities, because retail continues to grow and develop even during the crisis. At the same time, hundreds of thousands of meters of new space are leased annually in Moscow alone, therefore professional development of commercial real estate becomes especially critical for the success of any project.
In a highly competitive environment, building a new shopping center or any other commercial facility with minimal costs, as well as making it attractive to potential tenants or buyers, is a task for professionals. Besides,commercial property - it's not only retail property , but also offices, warehouses, public and industrial premises, and each of these types has its own nuances.
Commercial real estate development includes a whole range of services at all stages of the life cycle of an investment and construction project. Significant preparatory work in the pre-investment stage is critical to ultimate success. It consists of the following actions:
- detailed development of the project concept;
- economic justification of the investment decision;
- selection and preparation of a building site, urban planning and approval of the necessary documents;
- development of a business plan and feasibility study;
- development of a project financing scheme,
attraction of the necessary borrowed funds to the project.
The investment stage itself includes the organization and support of actions related to the implementation of the finished project in practice:
- development of an architectural solution and an engineering project;
- preparation of working documentation for the construction of the facility;
- optimal choice of suppliers and project executors;
- coordination of construction works;
- automation of project management using IT.
Same development includes marketing and legal support of the process of selling commercial real estate, as well as project management at the operational stage, including the organization of effective use of the facility and control over the operation and operation of engineering systems. This stage is also critically important, because the payback period of the investment and construction project directly depends on the quality of work in these areas. IN development There are no trifles at all: for example, savings in the development of engineering communications documentation can turn into inconveniences for tenants and, as a result, low occupancy of a new shopping center.
AnalystKR Properties was founded in 2000 with the aim of managing a complex of real estate objects on the territory of Moscow. During its work, the organization has become one of the leading in the capital, having established itself as a developer of unique projects.
Development
KR Properties was established in 2000 with the aim of managing a complex of real estate objects on the territory of Moscow. The scope of the company includes a full cycle of property management: from pre-design and design, construction and repair work and operation to the complex implementation of real estate projects.
In terms of gross revenue, KR Properties CJSC (KR Properties) since 2008 has been growing steadily by 20% per year. In 2009, KR Properties was named Company of the Year in the field of professional real estate development. The total area of real estate under the management of the company is more than 500 thousand square meters, including Moscow shopping centers, offices, warehouses, apartments and other residential and retail real estate.
The strategy of KR Properties in relation to commercial properties is their high-quality development. We develop and improve vast territories in the center of Moscow and on the outskirts of the metropolis, satisfying the most varied needs of consumers (tenants, buyers of apartments and apartments). Our projects and results speak for themselves.
Among the main projects underway are the Krasnaya Roza 1875 business district and the Danilovskaya Manufactory 1867 loft quarter. The direction of apartments in the KR Properties company is represented by five projects: "Nikolaevsky House", "Manhattan House", loft apartments at Danilovskaya Manufactory, "Clerkenwell House" loft-style apartments, exclusive loft apartments "Kadashevskie chambers" sale of exclusive premises - over 22 thousand sq. m.
At the moment, the company's projects are at different stages of readiness - from the design stage and facilities under construction - to those being transferred into operation. The total area of projects at various stages of implementation is more than 173,000 sq. m.
- Development by KR Properties consists of real estate management from the project stage to implementation. Development includes:
- selection of a cost-effective project;
- obtaining all necessary permits for its implementation from the relevant authorities;
- determining the conditions for attracting investments, developing a mechanism and forms of their return, if necessary;
- search and attraction of investors (if necessary);
- selection of contractors, financing of their activities and control over their work;
- implementation of the created real estate object.
KR Properties is one of the largest developers in Russia, whose achievements have been noted by leading foreign experts. As a developer, KR Properties is considered one of the best construction companies in Moscow and the Moscow region in the luxury real estate sector. The implemented projects of KR Properties have been awarded prestigious prizes in the field of residential and commercial real estate from Urban Awards, FIABCI, CRE Awards, PRO Estate, International Property Awards, etc. For example, in 2012, only KR Properties entered the final of the Urban Awards competition, and in 2013 The Clerkenwell House complex became the winner in the category "Loft-apartment №1".
The commercial and residential real estate agency also participates in the activities of the Guild of Property Managers and Developers.
The cost of the model is 125,000 rubles.
| Industry | Development and management of commercial real estate |
| Company size (number of employees) | 50-1000 |
| The size of the model (the number of goals, the total number of business processes, the depth of the model, the number of elements of the organizational structure, the number of documents, etc.) |
|
| Business Description |
A company that manages a portfolio of commercial real estate objects and performs a full cycle of development activities:
in the market of retail, retail and entertainment and office real estate |
Model Description
General Provisions
A complex integrated standard model of a development company is a set of interrelated documents, diagrams and diagrams that describe in detail an organization that carries out activities in the field of implementation of development projects and management of commercial real estate objects.
The model was developed in the Business Studio business modeling system - one of the most popular products for developing a model of an organization's business architecture and obtaining regulatory documentation for an organization's management system.
The concepts of "complex", "typical", "integrated" mean the following:
- Integrated - covers all the main elements of the organization's management system (goals and indicators, processes, organizational structure, job descriptions and departments, documents, information systems, databases, software - Figure 1) in the context of activities for the implementation of development projects and management of a portfolio of commercial real estate ;
- Integrated, all elements of the model are interconnected into a single holistic system;
- Typical - a general case of activities in the field of development and management of a portfolio of commercial real estate is considered, thus, a model with some modifications and improvements can be used to create and develop a management system for office, retail and office, shopping and entertainment, warehouse centers for companies of various specializations:
- Only development for a specific customer;
- Only real estate portfolio management with the acquisition of finished properties;
- Full cycle companies: development + portfolio management.
Figure 1 - Conceptual diagram of the organization's management system
The model was developed taking into account the best practices and approaches of system management of an organization and generally accepted methods of business analysis, business modeling and business engineering.
The model process diagrams are created in common modeling notation such as IDEF0, BPMN, cross functional diagrams, simple process.
The target audience
The main target audience of the product is represented, but is not limited to, the following categories of companies operating in the field of development and management of commercial real estate:
- Dynamically developing companies in the commercial real estate market striving to have an effective management system in order to ensure sustainable business growth and development of a portfolio of commercial real estate objects;
- Large operators of the commercial real estate market, managing large portfolios of real estate, seeking to improve the efficiency of portfolio management and reduce costs;
- Consulting companies and IT companies that provide services to companies in the commercial real estate market and seek to expand the range of services and improve their quality or improve their expertise and understanding of the specifics of business processes in this industry.
This model is designed for a wide range of companies specializing in trade, shopping and entertainment, office and business centers, as well as multifunctional facilities with an area of 5000 m² and more. With some modifications, the model can be applied to other types of real estate development.
Appointment
Application of the model allows:
- Conduct benchmarking (comparison, analysis and assessment) of the company's processes and the organization's management system as a whole in order to determine which elements of the organization's management system need to be improved in order to improve performance and ensure the achievement of the company's goals;
- Reduce financial and time costs for project implementation:
- Organization development (development of the organization's strategy, optimization of business processes and organizational structure);
- Implementation of information systems, ERP, PPM class systems, automation of business processes, workflow and teamwork of employees;
- Construction of a quality management system and its certification for compliance with the ISO 9001 standard.
- Introduce more effective methods and practices for managing a development company:
- To increase the efficiency and quality of management of both individual business processes and the company as a whole;
- To increase the productivity of personnel and their interaction in the company;
- Reduce the duration of training new employees;
- Reduce costs, optimize the budget, eliminate unnecessary and duplicate processes, optimize the organizational structure;
- Improve the financial performance of the company.
Application effect
Successful application of the model allows:
- Improve the reputation of the company and the ability to attract financial resources for new projects;
- Ensure sustainable growth and development of the company in the long term;
- Reduce the duration of implementation and increase the profitability of development projects;
- Increase profitability, liquidity and business capitalization.
The main elements of the model
Processes
The business process model of the company is extremely optimized, i.e. includes all business processes necessary for full-fledged activity and at the same time does not contain "extra" processes that incur additional costs - Figure 2.
Figure 2 - Conceptual diagram of the process model
The business process model has 4-6 levels of nesting and includes the following process groups:
Group of processes "Company management"
- Analysis of the internal and external environment of the company;
- Corporate governance - processes of interaction between owners and top management of the company and making top management decisions;
- Strategic management:
- Definition and development of the company's strategy;
- Strategic planning;
- Monitoring and control of the implementation of the strategic development plan of the organization;
- Measurement and analysis of the implementation of the strategic plan.
- Development of the company's management system:
- Analysis of the current state of the control system;
- Development of the company's management system;
- Company management system support.
- Project management - processes are developed based on PMI (Portfolio Management Standard, Guide to the Project Management Body of Knowledge) and ISO standards:
- Determination of the company's project portfolio;
- Monitoring and control of the implementation of the portfolio of projects;
- Measurement and analysis of project portfolio performance.
- Project / Project Phase Management (Unified Process);
- Operations management;
- Operational planning;
- Monitoring and control of operating activities;
- Measurement and analysis of operating activities;
- Operational process management (unified process).
Group of processes "Development and management of commercial real estate"
- Search and purchase of a plot / commercial property;
- Determination of requirements for the site / property;
- Search and selection of a plot / property;
- Conclusion of a purchase and sale agreement / property;
- Monitoring the fulfillment of the terms of the purchase and sale agreement;
- Implementation of a development project;
- Marketing and development of the concept of the object;
- Promotion of a development project;
- Conclusion of preliminary agreements with potential tenants;
- Organization and provision of project financing;
- Organization and control of design and survey work;
- Obtaining initial permits;
- Organization and control of the production of construction and installation, commissioning and finishing works;
- Obtaining title documents for a completed construction object;
- Commercial property management and lease of premises;
- Organization of activities and launching the operation of the facility;
- Ensuring the functioning of a commercial real estate object;
- Promotion of a commercial property;
- Leasing of premises and tenant service;
- Providing additional services;
- Sale of a commercial property;
- Assessment of the object;
- Announcement of the sale and search for a buyer;
- Agreeing with the buyer the terms of sale;
- Conclusion of a purchase and sale agreement;
- Monitoring the fulfillment of contractual obligations for the sale.
Group of processes "Support of the company's activities"
- Provision and management of personnel:
- Search and attraction of personnel;
- Selection and recruitment of personnel;
- Staff design;
- Personnel assessment and development;
- Ensuring the efficiency of personnel;
- Relocation and dismissal of personnel;
- Formation of personnel reporting.
- Procurement and Resource Procurement:
- Determination of requirements for the purchased resource and supplier;
- Choosing a supplier;
- Conclusion of a contract with a supplier;
- Control over the supply of resources;
- Analysis and evaluation of suppliers.
- Accounting and management of material resources:
- Registration of the receipt of material resources;
- Internal movement of material resources;
- Write-off of material resources;
- Inventory of material resources.
- Provision and management of the company's infrastructure;
- Provision and management of IT resources:
- Providing the company with IT infrastructure;
- Providing the company with information systems;
- Provision of client equipment and software.
- Financing of activities and settlements:
- Development of the company's financial budget;
- Operational forecasting and control of income;
- Providing financial resources;
- Calculations;
- Preparation and audit of financial statements.
At the moment, the model includes over 400 processes in IDEF0 and EPC notations, it is planned to detail individual processes into the notation of individual processes in BPMN notation. For each process, the following parameters are defined: inputs, outputs, participants and owners of the process, process indicators, services of IT systems, which are necessary for the effective functioning of the business process.
Organizational structure and roles
The organizational structure, developed on the basis of the process model, includes about 20 structural divisions and 92 positions, as well as 28 roles and 12 external actors that can be involved in the company's activities - Figure 3.
A description of the organizational structure includes:
- Organizational chart of the corporate governance structure (councils and committees);
- Organizational chart of the company;
- Organizational unit charts.
Figure 3 - Typical structure of subdivisions of a development company
Goals and indicators
The structure of the goals of the model shows what the company's personnel should focus on in order to ensure sustainable development and increase the profitability of the business in the long term. To measure the achievement of a particular goal, the structure of the company's indicators is determined. Each indicator, in turn, is associated with a specific business process in which it is formed. Indicators are also displayed in the job descriptions of employees.
At the moment, the model has 55 goals and 312 indicators. The most significant goals and indicators are presented in the form of strategic maps:
- Increasing the profitability of a development project;
- Increase in the profit of the commercial real estate portfolio;
- Increase in the profitability of the shopping and entertainment center.
Information systems and databases
A special place of the model is given to the structure of information systems and databases, which are determined based on the process model:
- IS "Operational work and interaction" - defines and describes a set of services designed to manage information content, similar to corporate portals;
- IS "Projects" - defines and describes a set of services designed to manage portfolios and projects of the Enterprise Portfolio Management class;
- IS "Procurement" - defines and describes a set of services designed to manage information and processes in the field of procurement and provision of resources;
- IS "Personnel" - defines and describes a set of services designed to manage information and staffing processes;
- IS "Operations with plots and real estate" - defines and describes a set of services designed to manage information and processes of operations with plots and real estate;
- IS "Objects and Rent" - defines and describes a set of services intended for the formation and support of the information base of real estate objects, services for the operation of objects and management of relations with tenants (CRM);
- IS "Finance and Accounting" - defines and describes a set of services for budgeting systems, provision of financial resources, accounting and financial reporting;
- IS "IT resources" - defines and describes a set of services to manage the provision of IT resources of the company and support users and IT infrastructure.
The functional structure of each information system includes 3-6 levels of nesting in the form of a hierarchy of modules and functions that can be implemented on the basis of various platforms and / or industry solutions. For information systems, databases and their conceptual structure are defined. Databases and information systems are linked to the business process model.
Features of the model
Unification of the approach to the organization of processes, the versatility and compactness of the model
The processes and services of IT systems are organized according to a uniform general principle, which is aimed at the systemic and sustainable development of the organization, both external and internal. This method, when applied in a company, facilitates the construction and implementation of a business management system and is easily communicated to employees of various levels. It is quite easy for the staff to explain how all the company's processes should be organized (both those in which the contractor participates and related ones in which he does not participate), which, in turn, will give an additional synergistic effect when using the model.
Centralized planning and management of organizational processes
Planning, monitoring and control are carried out systematically from the level of strategic management to the level of management of a separate project or operational process, providing a single information flow from top to bottom and back. Combining this technique with the capabilities of modern IT systems, you can get an effective decision support system aimed at achieving strategic business goals and at the same time simple and understandable for company personnel.
Full life cycle of a property
The processes of the model are organized in the form of a complete life cycle of a real estate object: from the search and acquisition of a plot or commercial real estate object through the implementation of a development project (construction or reconstruction of the object) with the subsequent receipt of income from the operation of the real estate object through the lease of premises to the sale of the object. This approach provides the possibility of wide application of the model for companies of various specifics that operate in the commercial real estate market.
Even if the company focuses only on certain processes, for example, only project execution or only portfolio management, the ability to review the processes of the entire life cycle allows you to better shape the vision and requirements for the process model and organizational structure that will better match the needs and strategy of the company.
Figure 4 - Process group
Organization of the process model taking into account the maximum use of outsourcing
Successful developers say: "An ideal development company is 2 people, everything else is outsourced." The meaning of this expression is that the activities of a development company should concentrate exclusively on the key processes that generate income, such as strategy, asset portfolio management, project management, property management, and leasing. All other processes, including the direct production of design, construction, commissioning and other works, as well as operation processes, for example, such as cleaning, security and public order, major repairs, maintenance of engineering systems, etc., must be transferred external contractors. This approach in the development business also helps to increase the investment attractiveness of the company and makes it easier to attract financial resources for projects on more favorable terms. Therefore, in the model, much attention is paid to the procurement process and its integration with the processes of planning the company's activities, budgeting and directly monitoring the contractor's fulfillment of contractual conditions.
Development of the company's intellectual capital.
In this model, outsourcing of costly and auxiliary processes, on the one hand, is opposed by an emphasis on intellectual processes, human resources and competencies on the other. The model is designed in such a way that the company has sufficient intellectual potential regarding the choice of strategy, market positioning, development vector, risk management and key decision-making. Therefore, the use of the model allows more efficient use of expensive "intellectual" human resources. It also increases the company's capabilities and promotes the development of relationships with investors and financial institutions.
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Ushakova S.V.
LLC "Central Food Market"
With the development agency MALL. Expertise & Consulting ”we are working on the“ Galaktika ”shopping and entertainment center. The agency was engaged in the development of a design project for an entertainment zone and proved to be a reliable partner, having completed all the work with high quality and on time ...
Denis Marchenkov
LLC "Galaktika - S"
We can characterize the company as highly qualified. I like responsibility and a positive attitude in solving any issues. The agency deals with our project on an integrated basis. We realized that we had found the perfect partner ...
Dmitry Wolfson
PSK "DOM"
We are familiar with MALL. Expertise & Consulting ”for many years. About 3 people worked on the project. From the name to the design of our palm tree - everything was done by MALL. Everyone thinks successful - because they are the only ones in the city, but this is not so! Successful - because quality ...
Andrey Mikhailovich Osadchuk
SEC "Oasis plaza"
We are very pleased with the cooperation. Professionalism, creativity, customer support and punctuality are at the highest level. ...
Sushkov Konstantin Nikolaevich
As you know, commercial real estate can bring significant profit to its owner. Now in Moscow, a city of a million, which is constantly upset, conducts an active trade and business, there is a tendency to increase the demand for commercial buildings. Thus, the development of commercial real estate today occupies a significant niche in the provision of capital management services. We provide professional development of commercial real estate and shopping centers in Moscow.