There are many ways executives can cook the books, some legal, some not. The illegal ways are becoming less attractive, thanks to recent attention from Congress, the SEC, and other regulatory bodies. But there is a way some executives put a spin on company performance that is no less dangerous for being legal: They endorse, even encourage, optimistic forecasts on major long-term capital projects. We’re talking about big projects like building new factories, implementing IT outsourcing, or decommissioning nuclear reactors—projects that can depress the bottom line for years if they run late or seriously over budget.
What’s Your Project’s Real Price Tag?
Would the capital-project forecasts you endorse withstand public scrutiny? Here’s how to be sure.
Summary.
Reprint: F0309C
With companies’ financial statements being scrutinized as never before, executives are under pressure to accurately forecast the cost of major projects. Earned-value management lets you do just that, alerting you if you’re headed for an overrun.
A version of this article appeared in the September 2003 issue of Harvard Business Review.
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HBR Learning
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Finance Essentials. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Strengthen your fluency in financial statements.