In the construction industry, the exceeding costs and reduced profits have become usual in the ongoing projects, which motivates companies to seek strategies to resolve these problems in order to increase the sponsors satisfaction. This paper examines the interface of design process management, risk management as well as cost management as a strategic tool for overcoming the results initially anticipated for infrastructure projects and consequently increase profits for construction companies. This analysis has been developed through literature review and case studies, in which fourteen project managers from six infrastructure projects of a Brazilian civil construction company were interviewed. The results demonstrate that: (1) the design process management reduces risks, deadlines and execution costs; (2) the identification and control of risks reduces project and execution uncertainties; (3) the cost management adequate to the stakeholders profile reduces the loss of results; and (4) the share of profits from overcoming results encourages active collaboration from employees in the conduction of management processes. The research also revealed that items (1), (2), (3) and (4) relate in a cyclical way, in which item (4) propels the other items, and the increase in profits feedback into the process.
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