A development manager’s week
The job, row by row: what it looks like on spreadsheets and email, and what DM360 does with it instead. Nothing here is a roadmap — every row is a register that exists.
Getting the site, and keeping it
A deed in a folder and an option expiry in your head.
The instrument that gives you the land — option windows, exercise notice, conditions precedent — on the same calendar as everything else, one per landowner, with the earliest date you could lose control of the site on the front page.
Monday morning — what's on fire
Scroll three inboxes and hope nothing's been missed.
One queue of what needs you, across every project, with what's overdue and what's about to be.
The approvals grind
A spreadsheet of DA conditions, and nobody sure who owns which.
Every condition allocated to whoever must discharge it, with evidence attached, feeding the CC and OC checklists that gate your certificate.
Running the consultants
Email threads, a scope in a Word file, and an invoice that arrives with no context.
Scope, RFQ, appointment letter, deliverables and their claims on one record — with the statutory payment clock running.
The money
A feasibility that stopped being true the day the project started.
The feaso stays live against committed and actual spend, so cost-to-complete is a number rather than a guess.
The bank and the investors
Rebuild the drawdown pack by hand every month and hope the covenant still holds.
Drawdowns, covenants and funds-to-complete off the same numbers, with a lender portal instead of an email attachment.
Site, if you build it yourself
A separate PM tool that knows nothing about the money.
Hold points, ITPs, instructions, variations and defects that reach the claim they affect — beside your delivery tool, not replacing it.
The paper trail
Dropbox, and whoever remembered to save the email.
Mail to the project address files itself into document control; drawings, transmittals and signatures leave an audit trail nobody has to maintain.
Governance and the board pack
A weekend rebuilding last month's report in Word.
Stage gates, PCG agendas and minutes with actions, and the lender/PCG/investor pack generated from the live numbers.
When someone leaves
The job walks out with them — it lived in their inbox, their spreadsheet and their head.
Obligations are allocated to a seat and seats to people, so a successor sees the whole carry on day one — and you are told what stops working before you switch the leaver off.
Your own business
Nothing. Nobody models what the development manager gets paid.
Fee versus promote modelled before you sign, your DMA generated from the same feaso, and what you actually collected tracked against what the deal promised — across every project you run.