Property Development and Investment Training Course

Participants can prepare and interrogate a feasibility appraisal to establish land value and project viability.

• Residual land valuation derives maximum land bid from gross development value
• Discounted cash flow models time revenues, costs, finance, and exit
• Gross development value built from unit schedule and market comparables
• Hard-cost plan separates enabling, construction, contingency, and professional fees
• Sensitivity tables test price, delay, cost-overrun, and interest-rate exposure
• Feasibility assumptions documented with source, date, owner, and confidence rating

Participants can identify acquisition conditions and evaluate material site risks before commitment.

• Site acquisition checklist covers title, tenure, easements, covenants, and boundaries
• Planning-history review identifies precedent, policy constraints, and consent conditions
• Environmental due diligence screens contamination, flood, ecology, and remediation liabilities
• Utilities capacity assessment identifies connection costs, diversions, and delivery lead-times
• Technical surveys scope geotechnical, measured, condition, asbestos, and drainage evidence
• Land purchase heads of terms allocate conditions, deposits, exclusivity, and remedies

Participants can align planning, design and stakeholder decisions with the commercial development case.

• Planning strategy aligns local policy, stakeholder interests, viability, and consultation milestones
• Development brief coordinates accommodation schedule, adjacencies, specification, and design quality
• RIBA Plan of Work stages clarify design deliverables and decision gateways
• Value engineering protects functional requirements while reducing capital and operating costs
• Design risk register records safety, buildability, maintenance, and approval issues
• Community consultation plans address objections, benefits, commitments, and feedback records

Participants can select delivery arrangements and control cost, programme and change during construction.

• Procurement routes compare traditional, design-and-build, construction management, and management contracting
• Contract selection assigns design responsibility, price certainty, and programme risk
• Critical-path method sequences approvals, procurement, construction, testing, and handover activities
• Cost plan control reconciles committed costs, forecasts, variations, and contingency drawdown
• Change-control procedure evaluates scope, time, cost, quality, and approval authority
• Practical completion checklist coordinates defects, commissioning, certifications, and occupier readiness

Participants can compare debt and equity structures and assess their effect on project returns.

• Capital stack distinguishes senior debt, mezzanine finance, equity, and preferred returns
• Loan term sheets compare loan-to-cost, loan-to-value, covenants, and fees
• Interest during construction calculated against drawdown profile and facility terms
• Equity waterfall allocates distributions after preferred return and promote hurdles
• Sources-and-uses schedule reconciles acquisition, development, finance, and contingency requirements
• Lender information pack presents appraisal, programme, security, risks, and mitigations

Participants can estimate asset value and investment returns using recognised property valuation methods.

• Income capitalisation converts stabilised net operating income into asset value
• DCF valuation estimates present value from annual cash flows and terminal value
• Comparable transactions adjusted for tenure, location, condition, and transaction timing
• Net operating income normalises rent-free periods, voids, incentives, and recoverable costs
• Yield selection distinguishes equivalent, initial, reversionary, and exit yield concepts
• RICS Red Book valuation reporting separates market value from investment value

Participants can quantify uncertainty and incorporate sustainability and climate risks into development decisions.

• Risk register scores probability, impact, ownership, response, and residual exposure
• Monte Carlo simulation models combined uncertainty in cost, price, and programme
• Scenario planning compares base, downside, and severe-stress development outcomes
• Insurance review addresses construction all-risk, liability, delay, and professional indemnity
• BREEAM and energy-performance requirements influence specification, cost, approvals, and marketability
• Climate-risk screening examines flooding, overheating, water stress, and insurability

Participants can plan post-completion income generation, asset operations and disposal timing.

• Leasing strategy sets target tenants, headline rent, incentives, and void assumptions
• Asset business plan links capital projects, operating costs, income, and value
• Operating budget separates controllable expenses, service charges, reserves, and utilities
• Disposal readiness assembles data room records, warranties, consents, and certificates
• Exit timing assesses yield movement, leasing progress, debt maturity, and buyer demand
• Hold-sell analysis compares forecast income returns against realised development profit

Participants can communicate investment recommendations, negotiate key terms and apply course methods to current projects.

• Investment committee paper states recommendation, appraisal outputs, key risks, and approvals
• Decision rights matrix assigns sponsor, board, lender, consultant, and contractor authority
• Negotiation preparation identifies BATNA, reservation price, concessions, and counterpart interests
• Stakeholder reporting tracks budget, programme, sales, risks, and decision requests
• Post-project review captures variance causes, lessons, and revised underwriting assumptions
• Personal application plan schedules live-project actions, owners, evidence, and review dates