Pathway
Valuation, Feasibility & Highest and Best Use
Work through highest and best use, unit mix, revenue and cost assumptions, phasing, absorption, and residual land value.
Courses in this pathway
4 courses
Valuation, Feasibility & Highest and Best Use
Highest and Best Use in Practice
Determine the use that is legally permissible, physically possible, financially feasible and maximally productive — then price it, compare it against real alternatives, and write a recommendation that survives challenge.
Valuation, Feasibility & Highest and Best Use
Financial Feasibility & Financial Modelling
Build and defend a real estate feasibility model from first principles — and know exactly where its precision stops being real. What a model is and what it cannot tell you, revenue assumptions tested against evidence rather than hope, the cost stack and where estimates go wrong, residual land value, the time value of money, how programme and finance turn time into cost, and sensitivity and risk. Ends with an applied toolkit of model, assumptions, cost and sensitivity templates and two worked cases, including re-running a scheme when costs overrun and sales slow.
Valuation, Feasibility & Highest and Best Use
Valuation Essentials
How professionals estimate market value and defend it: bases of value, measurement and the unit of comparison, the comparable, income, residual and cost approaches, hope value and planning risk, operational and specialised property where the business is the value, and how purpose changes the work — valuation for lending, for financial reporting and for disputes, with the independence, uncertainty and reporting discipline that a signed figure requires. Written with emphasis on thin-data emerging markets.
Valuation, Feasibility & Highest and Best Use
Development Management
Managing a real estate development from land to delivery and beyond: the project lifecycle, controlling land conditionally, the go/no-go feasibility gate, design for cost and operation, approvals and consultants, procurement, cost and programme control, construction-phase risk, contracts, change and claims, handover, the defects and warranty tail, and the safety and conduct duties that do not transfer. This is the delivery complement to the feasibility courses — how a development manager actually orchestrates people, money, consultants and contractors to turn an appraisal into a built, sold and operating asset.