|Capital projects: Is your board doing enough?
The board of directors plays a key role in setting and overseeing an organization’s strategy, including the planning and execution of key capital projects. Too often boards discover too late that these capital projects are behind schedule, over-budget, or under-performing— posing potentially significant risk to the organization’s strategy and shareholder value. PwC introduces this user-friendly board guide for effective capital projects oversight.
|Investing and building for the future
How PwC’s US capital projects & infrastructure practice helps clients deliver on strategic priorities
|Correcting the course of capital projects: Plan ahead to avoid time and cost overruns down the road
Any company that has ever undertaken major capital building projects knows they almost always take longer and cost more than expected. Unless strong project controls are in place, project owners often don’t realize the severity of delays and cost overruns until well after a project has foundered. Proper governance and control processes are essential for spotting problems early and getting projects back on track quickly.
|Successful capital projects: The integrated risk framework
This covers how rigorous governance and risk management practices guide effective decision making on complex capital investment programs.
|Strategic supply chain management
For any company pursuing global growth today, the supply chain has become critical to competitive advantage. That's why supply chain management warrants a more strategic approach than in the past, as this innovative book explains.
|How to become a player in the P3 market
More public-private partnerships (P3s) will mean greater opportunities for US engineering and construction firms. Now is the time for US E&C firms get into this competitive game, but it’s worth learning the ropes before trying to take a leading role. Before deciding to try a P3, construction firms must determine their risk tolerance and carefully evaluate the risks and rewards of specific projects.
This edition introduces a new PwC magazine devoted to infrastructure. Stories focus on four areas: emerging trends and technologies driving infrastructure transformation; ways to manage risks and seize opportunities; tactics that can help with day-to-day challenges; and interviews with experts at the heart of thought and action.
|What's next for nuclear power?
This issue of Gridlines takes a pragmatic look at the long-term plans and actions that will be required to move the energy transformation ahead. That’s where nuclear power continues to fit in, according to many scientists and policy makers. Nuclear faces challenges, of course, but how they are being met is the subject of this issue of Gridlines.
|Investing in transportation: Doing more with less
PwC surveyed five countries—the UK, Australia, Japan, Sweden, and Canada—to analyze their transportation investment decisions. The research illustrates that transportation investment frameworks align policy objectives with investment resources using transparent, accountable processes.
|Real property portfolio optimization
Operating in a secure, efficient physical environment is essential to completing agency missions, housing a motivated workforce, and managing changing priorities. We believe effective asset management requires clear communication from the grass roots to the executive level.
Developing and implementing agency strategic plans requires buy in, execution, and change management across departments and at all levels in the field and at headquarters. This PwC paper explores how we help Federal agencies to identify and overcome key challenges to efficient and economical management of their real property asset portfolios and to comply with Federal real property guidelines.
|Correcting the course of healthcare capital projects: Plan ahead to avoid time and cost overruns down the road
While cost overruns and delays have always been serious issues, companies have grown increasingly concerned about them.
Without close control, stakeholders may not realize the severity of delays and cost overruns..
|Making more effective - and cost effective - capital investments in healthcare facilities
Hospitals and academic medical centers face pressure to invest in capital expansion projects even as they face declining revenues. With proper planning and careful execution, building owners can deliver complex expansion projects faster, better, and cheaper. A data-driven, institutionalized approach greatly increases the odds of success.
|Reinventing healthcare infrastructure
Our quarterly magazine explores issues where capital projects, infrastructure and government intersect.
This issue, “Reinventing Healthcare Infrastructure,” discusses trends and technologies driving infrastructure transformation; ways to manage risks and seize opportunities; tactics that help with day-to-day challenges; and interviews with thought leaders. Key discussion points include:
|US Infrastructure Deals 2013: More interest, but fewer deals
This PwC thought leadership looks at infrastructure investment activity in 2013 and trends in the US, as well as a look ahead to the prospects for deals in 2014 and beyond. It includes data on investment deals by sector and project types, along with expert commentary from PwC and executives at some of the leading infrastructure investment funds.
|Infrastructure investing in the US: Sound decisions. Sound investments
The growth in infrastructure deal activity is expected to continue. Investors are increasingly turning to infrastructure funds and building portfolios as a countercyclical investment option, as well as to capitalize on the demand for new infrastructure and the governments' receptiveness to public-private participation.
Yet, the sector is not entirely immune to economic cycles. Indeed, executing infrastructure deals includes many inherent risks and complexities and requires careful due diligence and structuring to align the deal dynamics with the investors' business objectives.
|US Infrastructure Deals 2012: A supply and demand imbalance
We are pleased to release US Infrastructure Deals 2012, a look at infrastructure investment activity and trends in the US last year, as well as the outlook for 2013 and beyond. We provide data on investment deals by sector and project types, results of a new PwC survey of infrastructure investors, and expert commentary from executives at leading infrastructure funds and pension funds.
|The US Energy Revolution: The role of private equity in oil and gas
During the past decade, private equity has been making investments across the entire value chain of the energy industry. The industry requires enormous amounts of capital and private equity has been capitalizing on the abundance and variety of opportunity. Because of its disaggregated nature, oil and gas offers a uniquely broad range of businesses for potential investment along the entire value chain. The array of opportunities is matched by a full complement of exit strategies, especially IPOs via MLPs which have grown dramatically over the past few years. Private equity firms can target investment opportunities that fall along the entire risk continuum and cater to practically every risk profile, strategy and appetite.
|Stability in volatile times
This PwC paper looks at infrastructure investment activity and trends in the US in 2010 and 2011, as well as a look ahead to the prospects for deals in 2012 and beyond. It includes data on investment deals by sector and project types, along with expert commentary from PwC and executives at some of the leading infrastructure investment funds.
|Paving the Way: Maximizing the value of Private Finance in Infrastructure
Published by the World Economic Forum in collaboration with PwC, this report looks at the opportunities and challenges of using private finance to fund infrastructure. The document looks across all infrastructure sectors and was supported by an expert committee drawn from a range of active infrastructure market participants including infrastructure funds, pension funds, public sector participants, funders (including multilateral funders) and an academic.