Before a single foundation is poured, a development should have clear answers to a handful of decisive questions. If any answer is weak, that is far better to know now than halfway through construction.
The questions that matter
- Who is the end buyer or tenant, and is the demand real and evidenced?
- What is the highest and best use of this specific site?
- What are the full development costs — land, construction, professional fees, finance and contingency?
- What revenue is realistic, and over what absorption period?
- What return does the scheme produce, and how sensitive is it to delay or price changes?
- What are the planning, funding and construction risks — and the mitigations?
Don’t forget approvals and compliance
Programme and budget must allow for county planning and building approvals, and for engaging contractors registered with the National Construction Authority (NCA). Underestimating the time these take is one of the most common — and avoidable — causes of cost overruns.
Evidence over optimism
A good feasibility process answers these questions with market data and tested numbers, not assumptions. That discipline is what separates schemes that complete and sell from those that stall.
Is the site right?
Begin with the land itself: tenure and any lease terms, size and shape, topography and soils, access, and the availability of water, power, drainage and sewerage. Confirm the zoning and permitted use, the plot ratio and ground coverage allowed, and any easements or restrictions. The most attractive concept is worthless if the site cannot legally or physically support it.
Is there real demand?
A development should answer a genuine market need. Study who the end users are, what they can afford, the current supply of competing schemes, absorption rates, and realistic sale or rental values. Optimistic assumptions are where many projects quietly go wrong.
Do the numbers work?
A development appraisal brings land cost, construction and professional fees, finance, marketing, contingencies and the developer’s profit together against the projected value of the finished scheme. Test the result against changes in cost, price and timing — if the margin only survives in a perfect world, the scheme is fragile.
Can it be approved and delivered?
Confirm the approvals path — county planning and building approvals, NEMA environmental requirements where applicable, and the use of contractors registered with the National Construction Authority. A realistic programme, a capable team and a clear funding plan turn a good idea into a delivered building. Talk to our advisory team before committing capital.
