is an experienced change management consultant
who has worked in the UK and Asia, with organisations
from the Oil, Construction, Transportation,
Utilities and Finance sectors. He has delivered
a wide range of training events, and has worked
as a facilitator with organizational leaders
and teams in support of their change initiatives.
He has presented at a number of conferences,
in the UK and internationally, most recently
at the 7th International Risk Management Conference
believes that maximising value and minimising
risk on projects, comes through a greater commitment
toward cooperation between individuals and
teams, using robust processes. Successful collaboration,
to reduce the uncertainties inherent in project
working, depends on all parties having the
knowledge and skills to act with increased
emotional intelligence, and together improve
the quality of working relationships based
on trust. This applies both internally within
organization, and externally with supply chain
Uncertainty - Trust and Commitment Required! (Full
management and risk management are well defined
techniques utilised by project managers and
included within a range of leading standards.
Value and Risk management combined as Uncertainty
Management is a process that delivers considerable
benefit for project teams in terms of communication,
delivery effectiveness, commitment and trust
and is therefore growing in popularity. Can
you afford not to develop trust and commitment
or ignore your uncertainties?
before the implementation of Uncertainty
Management procedures it was known that both
Risk and Value Management systems worked
more effectively when the relationships between
teams and individual team members was based
on trust, but there is perhaps little understanding
or confidence in how this can be achieved.
In order for both threats (risks) and opportunities
(value improvements) to be managed effectively
it is important that the two processes are
combined in an effective manner and efficient
paper and its associated presentation identify
the real changes required within the team
to ensure that this is achieved as well as
outlining the benefits that can be developed
within the team from a successful uncertainty
doing this the paper will also discuss the
cultural changes that should be achieved
and develop a range of proven tools for managing
project uncertainties; thereby increasing
the likely delivery of the project completion
within the quality, cost and time parameters
Dallas is the partner at Davis Langdon LLP
(the UK member of of Davis Langdon Seah International)
responsible for Value and Risk Management to
assist in delivering the firm’s Mission “to
add value and reduce risk for our clients”.
He is a founder member and past chairman of
the UK’s Institute of Value Management
(IVM). Michael chaired the working group who
developed BS EN 12973:2000, the European Standard
in Value Management and the guidelines to its
use and implementation. He was instrumental
in developing the IVM’s Training and
Certification System. Michael has, for many
years, applied innovative Value and Risk Management
to a wide variety of construction related projects
at all stages in their life cycle. He is the
author of numerous papers and a regular speaker
at professional events. His new book, “Value
and Risk Management –a guide to best
practice”, carries the endorsement of
many of the main construction related Professional
Institutions in UK and will be published by
Blackwell’s in the autumn of 2005.
Drivers for Success - Value and Risk (Full
" Nothing ventured, nothing
gained. Maximising value requires that
risks are taken. The greatest risk to
project success is that it fails to deliver
the expected benefits.
requires clarity of vision, articulated unambiguously
to the project delivery team, followed by
the ability to maximise and deliver the benefits.
Value management provides the means to do
of Risk destroys value. Therefore the ability
to control the risks that are taken to maximise
value is essential. Risk Management provides
the means to do this.?
Thus, taken together, Value and Risk Management provide the
means to define and deliver value and control risk. They
complement each other. They should never be separated.
is an innovations consultant and director of
small but thriving innovations consultancy,
called The Insight Centre (www.insightcentre.com).
Our company s aim is to deliver breakthrough
innovation and change, through our group s
extensive experience with tools and processes
such as: TRIZ & creativity development,
disruptive innovation audits, creation & mitigation,
and project & change management. We have
experience across Europe and are looking to
open an office in Hong Kong this year.
s background is as a scientist come engineer,
who became interested in change management
through an MBA. At present he is also course
leader for MSc s in networks and communications
engineering, at the University of Plymouth.
Here he also teaches personal, professional
and research skills to all engineering postgraduate
students, and teaches and mentors entrepreneurship
skills for staff, students and the community.
Reinvent The Wheel? The Efficacy of Systematic
Problem Solving Method TRIZ and its Value
for Innovation in Engineering and its Implications
for Engineering Management (Full Paper)
Efficacy of Systematic Problem Solving Method
TRIZ and its Value for Innovation in Engineering
and its Implications for Engineering Management
engineering industry needs to be more innovative.
A case study of a recent breakthrough innovative
development by Michelin is discussed. The
influence of prior training with systematic
problem solving method TRIZ, on the innovation
team, is assessed using a questionnaire.
The questionnaire is based on a company innovation
audit model proposed by Mann and influenced
by the creativity model of Baille. Results
are discussed which show significant innovation
development when using TRIZ. The efficacy
of training key workers in systematic problem
solving and creative methods is discussed
and the implications for managers in innovation
promotion and workplace environment change
Skitmore holds a chair in Construction Management
and Economics at the Queensland University
of Technology. His research interests are mainly
in construction contract pricing and economic
modelling although he is also involved in a
diverse range of research in project management.
He is CoEditor-in-Chief of the Journal of Construction
Innovation (formerly the International Journal
of Construction Information Technology) and
has published many journal and conference papers
as well as several books.
Management in Practice: An Interview Survey (Full
results of an interview survey are provided
involving 17 professionals working in the
property and construction industry, mainly
from Australia, concerning their actual experiences
and observations of the Value Management
(VM) process and outcomes. The main finding
is that VM is popular among those with experience
in its use, with an average 33% acceptance
of the VM workshop - its use having extended
even into the area of consultant selection.
Much of the interviewees’experiences
are related qualitatively in terms of VM
contribution to the identification and management
of the risks involved in project delivery.
Mann is CEO of Systematic Innovation Ltd, a
consulting firm specializing in helping organizations
to generate and protect effective solutions
to difficult problems. He is an engineer by
background, having spent 15 years working at
Rolls-Royce in various long-term R&D related
positions, and ultimately becoming responsible
for the company’s long term future engine
strategy. In 1998 he started teaching TRIZ
and related methods to both technical and business
audiences, and to date has given courses to
over 2000 delegates across a broad spectrum
of industries and disciplines. He continues
to actively use, teach and research systematic
innovation techniques and is author of the
book series ‘Hands-On Systematic Innovation’–currently
in its 4th reprinting. With over 200 papers,
patents and patent applications to his name,
he is now one of the most widely published
TRIZ specialists in the world. He consults
regularly with blue-chip companies around the
world, and is founding President of the European
Somewhere really did already Invent the
Wheel you're about to Re-Invent (Full
the biggest study of human creativity ever
conducted. Picture the systematic study of
close to three million of the world’s
most successful patents, discoveries and
business concept innovations. Picture, then,
the construction of a problem solving method
which then combines those solutions into
a whole that strips away all boundaries between
different industries and allows users to
readily access the best practices of others.
Now imagine that it exists. What you’re
seeing is TRIZ. The reason you may not have
heard of it before, is that it was devised
and developed in the former Soviet Union,
and practically no one outside the Eastern
Bloc had heard of it before the fall of the
Berlin Wall. In this paper, we examine an
evolved version of TRIZ and explore how it
is helping users to systematically and reliably
create breakthrough solutions to problems
of all descriptions, without the re-inventing
the wheel. A final section of the paper provides
a pair of short case study examples to demonstrate
the high probability that someone, somewhere
has already solved your problem.
from University of Tehran in the field of
Construction Engineering & Management,
in Civil Engineering from Sharif University
of Technology, 2000
on applying VE in Iran and using it as a
tool in project management.
of "An introduction to Value Engineering" book
(pesian) H Beiraghi, Y Gholipoor.
of Construction Management coarse approaching
to VE at Azad University of Semnan Iran.
in the Iranian Value Engineering Society.
in Iranian Construction Society.
and Analyzing of A VE Study in A Dam Project (Full
some VE workshops that have been performed
in IRAN it has been seemed that instead of
identifying functions, the activities have
been recognized and used in FAST diagrams.
In the other hand, these studies have gotten
extreme savings. This paper summarizes one
of those studies in dam projects, analyzes
the causes of the results and demonstrates
that VE has various aspects which can improve
project value. Some of those is the experience
of the team members and their good information
of various methods and tools of design and
construction and also the flow of information
and synergy of team work. This paper suggests
using of previously prepared tables that
contain types of dams and their components
and their functions which can be utilized
during VE study. Preparing similar tables
for any field can be useful for saving the
time of VE workshops, specially in countries
which are fresh in VE study.
Yang is currently an Assistant Professor in
the Department of Civil Engineering at Tamkang
University, Taiwan. He was awarded a PhD degree
(Construction Engineering and Management) at
the University of Michigan, Ann Arbor in 2002.
He has participated in several construction
projects (e.g., airport expansion and highway
rehabilitation), within which concepts of value
management have been successfully embedded.
His current research interest is focused on
quantitative methods in value management. Other
areas of his expertise include project management,
computer simulation, and stochastic optimization.
Cost Estimation Risks During Planning Stage (Full
Carlo methods have been used extensively
to evaluate the risks associated with cost
estimation, which serves as a foundation
for effective value management (VM). The
present study improves existing Monte Carlo
methods to further incorporate correlations
between cost elements in the process of estimation.
The methodology being considered is the Gaussian
copula in the field of multivatiate random
variate generation. The proposed method is
applied to practical datasets to indicate
that the impact of correlations is significant
and may cause serious problems if neglected.
The result is also used to validate that
the proposed method can capture the correlations
with relatively minor deviations. The improved
accuracy helps VM facilitators assess risks
better and thus contributes to enhance the
competitiveness of the organization.
Spain s first career was in broadcasting in
the UK and Ireland. He then lived in Uganda
and Singapore for a time and, eventually, settled
in Hong Kong in 1973 when he joined the Telecommunications
division of the Post Office. He then spent
the next 17 years in various government departments
on project design and implementation work.
His last post was head of Police Communications.
In 1992, started his own consultancy company.
He has a wide range of interests including music, jazz, art,
cinema, alternative medicine including Traditional Chinese
Medicine, broadcasting in society, man in his environment,
processes of creative thinking and, from recent experience,
'questions of governance'.
He is a Fellow of the Hong Kong Institution of Engineers
and of the Institution of Electrical Engineers and a member
of the HK Value Management Association and of Project Chambers.
Value Space (Full Paper)
author feels that the common perception of
'VM' is a 'value for money game' at a late
stage in a project often used as a placebo
to suggest fiscal diligence.
there is a spectrum of 'Value' ranging from
direct measurement through to the completely
subjective. With a two dimensional cost-benefit
plane for each, it defines a three dimensional "Value
process of 'designing' is essentially one
of continuous learning and decision making.
The designer is immersed in the Value Space
and makes 'value decisions' from the very
start. If these decisions are based upon
his own view of the world, or a limited selection
of 'experts', the result will be sub-optimal
and frequently a failure.
such as 'Value Management' need to be used
throughout the project to ensure that all
areas of the 'Value Space', containing the
views of stakeholders, are 'mined' throughout.
Notably in a professed democracy, the requirement to respect
and study these values held in the community predicates the
need for a skill-set that is rare in government administrations.
paper was evoked by the author's experience
in helping to stop a project that would have
despoiled a beautiful and ecologically unique
part of China.
Baguley is the Principal Consultant for Advanced
Value Management Systems, a consulting business
delivering best practice facilitation in value
management, risk management and decision analysis.
He is one of the most experienced value management
study facilitators in Australia with a broad
range of public sector and private clients
gained over more than 15 years.
is a Registered Facilitator and Fellow of the
Institute of Value Management, Australia. He
is the Institute's immediate past National
President and has played a leading role in
the promotion of Value Management as a professional
service in Australia. His Innovative Value
Management training course, which is accredited
by the Institute of Value Management Australia,
integrates de Bono creative thinking skills
into the VM process.
He has also been working closely with an innovative software
developer, IdeaFocus to capture group facilitation processes
in a series of tools within their meeting management software.
David has been pilot testing the software on all his risk
management and value management workshops and has refined
the product to deliver demonstrable productivity gains for
both facilitator and client.
Universal Model for Promoting Value Management (Full
Analysis, Value Engineering, Value Management,
Hard VM, Soft VM –what exactly is this
process? Explaining to the uninitiated is
not always easy and can lead to confusion
at best. Even those who participate in a
successful value management workshop walk
away with an impression that the process
has been defined by what they have just experienced.
Another day, another focus and another facilitator
is likely to mean the process is somewhat
Value Management so that it can be packaged
and promoted as a superior problem solving
process may be difficult, especially in competition
with reproducible ‘flavour of the month’management
techniques such as TQM, Six Sigma, MBO, and
similar sounding VAM or ‘Overhead Value
Management’. But Value Management has
continued to deliver results in an ever-increasing
range of applications for more than 60 years
whereas many of these other techniques burst
onto the scene, flourish for a while then
become subjects of academic interest only.
paper aligns the value management process
with the revised Australian Standard, due
for release in mid 2005. It develops a simple
model of the VM process that it can be promoted
and marketed to a range of potential users.