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The department of culture needs to make sure that its organisation structure is suited to support overseeing design and construction of the proposed additions, as well as planning and operations of the new museums.
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The fact that the number of museum visits does not increase is one of the possible risks. Also the risk that some of the proposals will backfire and exceed their budget is possible. For instance, if decreasing ticket
prices does not increase museum visits, this decreases the government receipts. Further, building new museums without proper planning and consideration of requirements of lighting, temperature and security can result in expensive adjustments during or after construction.
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The control activities related to the before mentioned risks can be a budgetary control that compares actual to budget, observations of the progress of the construction, and demanding justifications for overspending the budget.
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The information and communication related to this example can consist of the documentation of meetings with architects, fire department (for safety regulations), artists and others. It can also contain different reports concerning following up on the budget and the progress of the construction work.
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The analysis of the justifications for exceeding budget and related interest costs due to delayed work or payments are a part of monitoring.
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