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The PVMM has been developed with Columbia as its prototype and this is the foundation of the PVMM.

These "new projects" have emerged within driving distance of Boca Raton which are illustrative of its possibilities. These are all projects requiring billions of dollars of investment: Ave Maria    Babcock Ranch    Callery-Judge Grove    Lake Nona   

These "smaller projects" have already been built with the PVMM: Gulfstream Resort    Admirals Cove    Oakbridge (6% Inflation)    Oakbridge Composite (no appreciation)    Oakbridge Composite    Oakbrook Composite    Tricorp:Proposed Golf Community (composite)   

Some "additional projects reported in news stories" emerging as illustrative of our potential clients are these: News   

The following might be a logical work plan to realize the value in the PVMM.

  1. Make the current version of the PVMM produce again the analysis for "smaller projects".
  2. Make the current version of the PVMM produce again the Columbia Economic Model (CEM).
  3. Extract and give importance to land use in the CEM. Express the CEM as standard values (density & price for revenue and standard costs for costs). Make these standard costs produce the same result as the CEM given it's land use.
  4. Express "smaller models" in land use terms consistent with the CEM.
  5. Reconcile "smaller models" with the CEM "standard values".
  6. Get from public records land use for "new projects".
  7. Apply the "standard values" from the CEM.
  8. Create models and sensitivity analysis for "new projects".
  9. Market use of the PVMM to "new projects" and to "additional projects reported in news stories".

Planning and managing development of each of these billion dollar projects requires major computer systems. There are no off the shelf computer systems to do this. They are being done with Excel and conventional corporate database systems. I'm convinced that the PVMM can be developed as a major contribution to this effort. And if our clients are spending billions of dollars there ought to be some for us.

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