Woodhead currently teaches New Product Development,
Innovation Management, and Technology Management, Value
Management and Decision Analysis at Oxford Brookes
University, United Kingdom. He has been involved with
VE and VM for many years as a researcher and practitioner.
He has numerous publications that include books, international
journal and conference papers. Roy is currently Vice
President of SAVE International and has responsibilities
aimed at professional education.
has conducted many Value Management studies on major
projects valued up to US$9.3 Billion. He has worked
on some of the largest projects and with top companies
in the world. Examples are Kashagan Oil and gas project
and companies such as Shell, BP, Agip and smaller manufacturing
supply chains. At the heart of his work is a structured
process that helps managers and teams to unravel complexity
and learn as a cohesive unit. Central to this is making
functionality explicit and then translating that understanding
into action through practical ideas and innovation.
A research project carried out by Royal Dutch
Shell, the famous oil company, found that over the
last 200 years most large publicly owned companies
fail to exist beyond 60 to 70 years. First we must
recognise that these organisations were originally
successful and that they did not exist in isolation.
The world around them changed but they were unable
to stay at the forefront. As forces pushed both technology
and innovation for some reason these leading companies
failed to adapt and were left behind. From the perspective
of senior managers the question that flows from this
realisation is, “In a rapidly changing world,
how do organisations survive?”. We argue something
must go wrong that somehow leads to an organisation’s
demise. If something goes wrong then there must be
an opportunity to mend it before things get out of
hand; this is how projects link into organisational
destiny and how VM can make a valuable contribution.
VM is more than project improvement; it is about
enabling competitive advantage. We present the VM
journey as an innovation process based around the
search for improved functionality. By linking VM
to organisational goals through projects, it provides
a means to continually prosper through reinvention
and innovation. VM is a proven way to manage innovation.
Roy Barton has extensive experience as a senior academic,
management consultant, group-facilitator/coach and
team catalyst. His work includes Value Management,
Risk Management and Strategic Planning, mostly in relation
to major infrastructure projects and mining. His most
recent Value Management studies have been undertaken
in North America, South America, Singapore, New Zealand
and throughout Australia.
was formerly Associate Professor of Construction Management
and Economics at the University of Canberra and Adjunct
Professor of Asset Management at Queensland University
of Technology. He now works full time in private practice
through the Australian Centre for Value Management
Pty Ltd. Roy has designed and continues to conduct
graduate and professional development courses in Value
Management. He has delivered these courses in Australia,
New Zealand, Singapore, Hong Kong, Malaysia and the
is a Past President of the Institute of Value Management,
Australia and was directly involved in proceedings
to establish the Hong Kong Institute of Value Management.
your Engine and Getting More Miles to the Gallon
this keynote paper, I commence with some personal
experiences of veteran and vintage cars and recognise
the way in which value and value for money have been
enhanced substantially in the motoring sector over
the past 80 years. I then explore the whole notion
of “value for money”, noting that this
is a requirement of virtually every transaction in
industry and government. I present challenges to
industry and government to improve performance in
delivering their products and services and suggest
ways as to how this can be done. Finally, I also
present challenges to the Value Management community
to work beyond existing paradigms of methodology
in assisting industry and government to reach new
heights in their performance.
Pescod joined the Hong Kong Government as an Administrative
Officer in August 1981. He has had a diverse range
of postings including : Home Affairs Branch (twice),
Refugees Division of Security Branch, Lands Department,
Urban Services Department, the City and New Territories
Administration as District Officer Kowloon City, Civil
Service Bureau as Deputy Secretary for the Civil Service
and, most recently, in the Tourism Commission as Deputy
Commissioner for Tourism.
November 2004, Mr Pescod assumed the post of Head,
Efficiency Unit. Reporting to the Chief Secretary for
Administration, he is responsible for promoting Public
Sector Reform within the Hong Kong SAR Government.
Pescod is actively involved in the work of the Hong
Kong Children’s Heart Foundation and is currently
Chairman of the Foundation. He is a life member and
former Chairman of Valley Rugby Football Club.
Pescod was appointed Justice of the Peace on 1 July
Temperature is Rising
In today's world we have to change to add value
to our outcomes. The Efficiency Unit encourages the
use of Public Private Partnerships, (PPP) but are
aware that departments need to manoeuvre to avoid
have started the engine,which was cold but it is
warming up fast. To produce a case for a successful
PPP, there are key steps to be followed, establishing
the need, producing potential business options, producing
a base reference project and finally selecting the
preferred PPP approach. In doing this, much information
and many key stakeholders are involved with varying
comments and viewpoints.
improve the process, the use of Value Management
is seen as an enabler to remove the barriers and
to produce an accountable decision making process
to improve future transparency.
Axel Peter RIED
Peter Ried studied in Germany, Switzerland and the
USA. He obtained a Masters Degree in Business Administration
and Applied Psychology. He also holds a Masters Degree
of Machine Engineering.
his early career, he worked as a Director of the Berlitz
School of Chicago and as an Assistant VP of the Singer
Corporation N.Y. In 1962, he started his technical
consulting company, RMM Ried Management Methods. In
1989, he founded a design and engineering company,
Berner + Ried GmbH.
Ried has introduced Value Management, Value Analysis
and Engineering in Germany starting in 1961. He has
applied VM / VA / VE in several thousand companies
of all branches of industry.
the past 43 years, RMM has trained about 450,000 managers
in VM / VA / VE, and co-ordinated about 8,000 project
teams. Besides VM / VA / VE, Mr Ried also is an expert
Ried has written 15 books on various subjects and has
presented numerous papers at international Value Management
Conventions in Europe, the US, Japan, India and Singapore.
Facilitation of VM / VE Teams
implemented results of consequently applied Value
Management depend very much on the consensus of Project
Teams during the total duration of a VM-Project from
the preparing, the start and the VM work until the
final completion of all activities.
order to make right decisions which solutions have
to be implemented, a professional facilitation of
the consensus process is substantial. VM-Facilitators
must be very experienced how to prepare, organize
and complete VM-Projects and how to motivate and
coordinate not only VM-team members but also the
and practical experiences out of more that 40 years
of successful VM-Facilitation will be part of this
Stephen J KIRK
J Kirk is president of Kirk Associates, which specializes
in VE, sustainability, and life cycle costing services.
He has over 25 years experience in applying value based
design decision-making techniques to corporate offices,
educational buildings, visitor centers, courthouses,
research facilities, and hospitals. He is an instructor
at the Harvard Graduate School of Design, professional
education program. Dr Kirk is a registered architect,
a fellow of the AIA, a CVS, and is a LEED Accredited
Professional by the US Green Buildings Council. Steve
is a Senior Fulbright Scholar in architecture and received
his doctorate degree at the University of Michigan.
He served as president of SAVE International in 1998-99
and is also a Fellow of SAVE. He is the author/co-author
of seven books related to value analysis including
his new text, Life Cycle Costing for Facilities, published
with R S Means with Alphonse J. Dell Isola.
/ LEED and Life Cycle Costing ~ Their Role in Value
Based Design Decision Making
/ LEED (Leadership in Energy and Environmental Design),
life cycle costing (LCC) and sound decision-making
will be presented in a “hand-on” seminar
/ workshop setting to improve skills in meeting client
demands for enhanced building performance and sustainability
(green). This methodology and accompanying life cycle
cost database is found in Dell’Isola and Kirk’s
book, Life Cycle Costing for Facilities, published
by RS Means, Reed Construction Data, 2003.