# Updating Financial Contingency in Execution of Typologically Diverse Construction Projects
## 3 Results
### Analysis of Cost Overruns by Investment Group
As in the groups of ventures presented earlier, the Q1-Q3 ranges of the CPI run (boxes) in each venture varied, as did the group of shopping centres (G). Observations of the median in ventures that exceeded the financial contingency indicate that more than half of the values scored outside its range. Figure 8: Box plots for the office building group (O). Dots in the figure are individual measurements. Figure 9: Box plots for the hotel buildings (H). Logistics centres (L) are a group of ventures characterized by high stability of CPI values. Box plots developed on their basis of CPI values for these ventures are included in Figure 11. The vast majority of ventures proceeded in accordance with the planned budget, showing no fluctuations in CPI. Only one project experienced significant fluctuations in CPI (0.97-1.19), with its values not exceeding the level of the adopted financial contingency. Analyzing the box plots developed for each group of construction projects, the following conclusions were made:  
* The ranges of CPI values observed in the identified investment groups are characterized by wide variation between individual projects;  
Figure 11: Box plots for the logistics centres (L). Figure 10: Box plots for the shopping centres (G). * Except for the group of logistics centres (L), it was observed that the number of projects with cost overruns above the financial contingency level was in the range of 30-50%. The exception was the group of hotel buildings (H), where more than 70% of the projects showed significant overruns of this parameter. Such a high number of overruns observed in each audit period had a significant impact on the final cost of implementation and its deviation from the planned cost and the financial contingency;
* The distribution of CPI values against the financial contingency, observed in the box plots, indicates the possibility that the final cost of the project may not be maintained at the planned level. Analysis of the Relationship Between Planned Cost and Actual Cost in the Context of Financial Contingency  
The value of the financial contingency, which was set at 3% by the bank crediting construction projects, refers to the amount of the total planned cost of the investment. It was, therefore, reasonable to examine how the cost performance index (CPI) values determined at the end of the investment were distributed as a derivative of the planned cost and the cost actually incurred during implementation. Box plots resulting from the analysis are shown in Figure 8.0  
The individual charts show the values of the ratio of the planned cost and the cost actually incurred for the implementation of projects in each group of facilities. In order to more easily refer to the level of the financial contingency, the chart shows its level as a value of 0.97 with a red horizontal line. In the chart, it was observed that in each group of projects, there was an overspending of the planned investment cost. Exceedances of the financial contingency were found in projects in the groups of residential buildings (M), office buildings (O), hotel buildings (H) and shopping centres (G). Only in the case of the group of logistics centres (L), despite exceeding the planned cost, the actual cost was kept within the reserve. Analyzing the box plots in each group of projects, there was a wide variation in the values obtained in the group of office buildings (O), hotel buildings (H) and shopping centres (G). There was little  
Figure 8.1 Box plots of the budget performance index (CPI) of the entire investment group for the projects included in each object group (M, O, H, G and L). variation in the ranges of values between projects in the group of residential buildings (M) and the group of logistics centres (L).