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Ms Lindsay PICKLES

Lindsay Pickles focuses on helping Client bodies to identify and reduce wastage and to find effective solutions to their needs & requirements. She is a chartered civil engineer with a masters in business administration, and, as a senior manager with a NGO in the UK, was involved in the progressive privatization of public services. In this role and in subsequent management of projects, she has concentrated on ways of saving money in the construction and management of capital works.

The tools Lindsay uses range from advice on the introduction of Quality Assurance systems, Partnering, and Value Management, which identifies what Clients value when choosing between competing options and considers the function or purpose of the proposed capital works system. She is the Vice President of the Hong Kong Institute of Value Management and is on the Government's list of trained Facilitators.

The Tung Chung Cable Car - How Partnering can Complement the Value Management Process (Full Paper)

The Tung Chung Cable Car will be a unique and brand new tourism experience for local and overseas visitors, capitalizing on the cultural heritage and natural setting of the northern part of Lantau Island. The project comprises a 5.7km cableway linking the two terminals at Tung Chung and Ngong Ping. Next to the Ngong Ping Station will be a themed village leading all the way to the Ngong Ping Plateau, where the world's largest seated outdoor bronze Buddha Statue is located.

During the 20-minute scenic journey, travelers will experience spectacular 360 degree panoramic views over the North Lantau Country Park, the South China sea, Hong Kong International Airport, the Tung Chung valley, Ngong Ping Plateau and surrounding terrain and waterways. The trip will culminate in a stunning view of "The Big Buddha" and the Po Lin Monastery as visitors approach Ngong Ping.

The project was set up within a strategy of facilitated team work which involved Relationship Management, (partnering) Value Management and Risk Management.

The outcomes of the two Value Management Workshops were considerably enhanced by the cooperative working relationships that had been initiated and fostered by the team through the partnering process. This paper describes the project in the context of these two workshops and shows how the team’s attitude, generated by the partnering, contributed towards the successful outcome of the Value Management Process.

Mr Warwick TALBOT

Base Electrical Engineering with original railway signalling trade background and postgraduate degree in Operations Management. Over 35 years experience in the railway industry in design, maintenance and operations mainly in control system technology. Currently Director Operations for a subsidiary company of MTR Corporation Ltd providing supply chain management and services to the railway industry.

In the last 2 projects managed for the MTR Corporation during 1998 through to 2004 introduced partnering that included value management exercises where the end result was completion of the respective projects within budget, ahead of schedule and exceeding expectations of quality for the end user.

Both projects were complex control system and signaling contracts with a high degree of safety critical software as part of the deliverables.

MTR Corporation Four Tracking Project - Signalling Partnering and Value Management (Full Paper)

Partnering is a key element in the success of any project. How well relationships are built and maintained throughout the life of the project is vital to the effective management and overcoming of problems and challenges that invariably occur. This presentation gives a real life example of how partnering can affect the positive outcome of a very complex project and deliver savings not only to the project at hand but also to a subsequent project entered into by the parties through value engineering. The case study presented is the signalling contract portion of an MTRC project that involved the provision of two additional tracks on the Tung Chung Line for the interchange station at Nam Chung with KCRC’s West Rail project. Key elements of the success are presented with highlights on how partnering contributed to the success and how partnering was implemented. It will also show that the partnering success in one contract created the environment for the introduction of value engineering in a subsequent contract.

Mr Jeremy KIDNER

Jeremy Kidner has particular experience in risk management, organisational change and development, innovation and change with 30 years management experience in both the private and public sectors in Hong Kong. He contributed to the Chief Executive’s Commission on Innovation and Technology and has written a text on learning for school age children. He was a member of the British Chamber of Commerce in Hong Kong’s Business Environment Committee from 1997-9.

He introduced the concepts of 'Learning Maps' for Chief Secretary of Administrations, a four-day event in August 2002 for 14,000 senior managers in the civil service around the themes of 'Asia's world city' and 'World Class Administration'.
A key feature of his work is the use of pictures, drawings and cartoons to engage people and then to use the results so that people see what needs to be done and are motivated to do it.

Professional Activities
Founder Member of the Institute of Facilitators in Hong Kong
Currently involved in setting up the Institute of Risk Management in Hong Kong
2002 –Present: Evans and Peck (HK) (Previously Insight Dynamics, a Division of Lappord Co. Ltd.)

Risk Management
Conducted workshops for a number of construction workshops for clients including Swire Properties, Drainage Service Department, Costain and Chun Wo Construction and Engineering.

Change Management
Involved in a number of change management projects for clients such as CLP Power (Finance, Legal, North Region, Generating Group), Vitasoy, HKJC, Aedas LPT., HK Construction Association (Safety and Sustainable Construction)

Publications and Presentations
Risk Assessment in Emerging Companies and Innovative Ideas –a process for assessing viability and risk where data and information are limited (2000-3)
Effective Learning for Hong Kong Students (1995-6)
Emerging Markets for Telecommunications Products (1996)

What if Ferrarri’s (F1 Team) Ran your Organization? (Full Paper)

If we apply the principles of Value Management to Ferrari, we discover that while it applies many of the VM principles, it fails to do so in 2 key areas; a focus on customer’s requirements (the ‘customer’being the spectator not the Ferrari owner); encouraging change –challenging the status quo and bringing about beneficial change. The result is a decline in spectators and resulting tensions in the F1 industry –Ferrari could end up winning championships no one watches! The implication for commercial “teams”therefore is that an undue focus on competitiveness rather than ‘execution’meaning the right strategy and people and efficient operations can lead to competing at the commodity level rather than the value level.


An Integration of Value Management and Environment Sustainability to Select Construction Materials (Full Paper)

Value Management (VM) and Environmental Sustainability (ES) are increasingly becoming important tools to be considered in construction. At present the ES and VM have been practiced independently. This research is focused at producing an integrated process model by combining the two approaches to select construction materials. The proposed model is aimed at finding the best eco friendly materials, which gives value for money in construction projects. The material selection is based on the ‘Combined Scoring Matrix’, consisting of Green Labeling of materials and Multi Criteria Scoring. The model was verified through a case study for External Wall materials.

Dr Decheng WEN

Wen Decheng(1966- ), is a associate professor in the school of business & management of Shandong University. He has a doctor degree of quality management, a master degree of logistics management and a master degree of mechanical engineering. He has published more than 12 books and 90 papers in the field of quality and value management.

Value Compare between Chinese-made Products and Non-Chinese-made Products (Full Paper)

At first, this paper introduces the background of a study on the value compare between Chinese-made products and non-Chinese-made products by MARC J SCHNIEDERJANS of University of Nebraska-Lincoln, presents the research method and conclusions briefly, and then oppugns its studying method and conclusions. In order to correct the analysis of MARC J SCHNIEDERJANS’survey data, the paper brings forward a product value analysis method based on accelerated depreciation theory. As a result, the paper finds that, although Chinese-made products with a rather poor quality, most of them also can provide more value to foreign consumers.


Martyn Phillips is the Owner / Director of the Canadian arm of an international management consultancy, the Team Focus Group. He provides advice on strategic planning, project management, value and risk management for high profile projects in different parts of the world. Martyn began work in the UK construction industry 40 years ago. He teaches advanced project and risk management methods as well as the Module I & Module II value methodology certification courses, as approved by the SAVE International Certification Board. He also provides an internet value management foundation learning system for self-paced study. Recently, he released his publication “Value Search –The Road to High Performance Programs, Projects, Products and Services”as an extension to the traditional Value Management approach.
Martyn is formally qualified as a Certified Value Specialist (US), Certificated Value Manager (UK), Fellow of the Institution of Civil Engineers (UK), Fellow of the Chartered Institute of Water and Environmental Management (UK), Professional Engineer (Canada) and Professional in Value Management (Europe).

Value Managing the Whole Performance Improvement Cycle (Full Paper)

The following text describes a proven process for saving considerable time and cost for owner organizations and agencies. It is conducted through a systematic program of analytical and innovative explorations that culminate in firm, tested proposals for business improvement.

A proven process is described for saving considerable time and cost particularly for owner organizations and agencies. Applied as a program, or integrated sequence of activities over a relatively long period of time, it guides formulation of strategies as well as the development, implementation and optimization of a range of various types of projects, products and services. This holistic approach maximizes team performance and profitability while managing risk at the appropriate comfort level for different organizations. As distinct from being a technical process, it is a business improvement process that embodies techniques such as strategic performance alignment, focus diagramming, risk management, value assurance, partnering and consensus development.

Dr Carolyn HAYLES

Dr Carolyn Hayles is a Research Fellow in the School of Property, Construction and Project Management at RMIT University, Melbourne, Australia. Carolyn s principle area of expertise is in decision making for sustainable construction and green building. Carolyn has been involved in value management research and facilitation for the past ten years. Whilst at the Building Research Establishment (BRE) in the UK (1995-2003), Carolyn championed value management and produced a series of guidance documents with industry partners thorough projects funded by the UK Government. Carolyn has also published and presented papers on value management tools, techniques and application, at both national and international conferences. This is Carolyn s fourth visit to the HKIVM international conference. Carolyn is a member of both the UK and Australian Institutes of Value Management and is accredited as a Professional in Value Management (PVM).

Communicating Value Management Workshop Outcomes for Better Teamwork and Collaboration (Full Paper)

It is proven that value management workshops provide an opportunity for the key stakeholders of any given project to meet together, share information, create synergy and generate new knowledge. At the concept / inception stage of a project this results in a shared understanding and mental model of the project’s raison d’être and a consensus decision on the direction it will ultimately take. Further down the line, this shared knowledge is invaluable; especially when tough or sometimes controversial decisions need to be made regarding changes to designs, materials or even as personnel come and go.

What is not clear is how this knowledge (and the decision making process used to reach it) is formally shared, if at all, with the other project stakeholders not participating in the workshop, stakeholders whose contribution may be paramount to the project’s success. This issue is highlighted on large, multi-stakeholder projects which require end user or community consultation and projects which have a long lead-in and delivery programme, often resulting in changes in personnel amongst the key stakeholders.

In this paper the authors examine the knowledge acquisition and transfer processes that take place during a value management workshop and looks at the sharing of implicit, explicit and cultural knowledge by workshop participants; fundamental to the workshop approach. Suggestions on how this information can be captured and presented to the wider project team and additional stakeholders following a value management study are made.

It is demonstrated that by recognising the value of and need for these formalised knowledge management processes, the benefit of using value management will further increase

Dr Mei-yung LEUNG

Dr Leung has more than fifteen years of practical/teaching experience in the construction industry / education and has participated in a number of prestigious construction projects in Hong Kong. Since January 1999, she has been teaching at the City University of Hong Kong, involving broad surveying, construction engineering and management subjects such as construction development and economic, building studies, value management, project evaluation, construction research paper, surveying studios, etc. Dr Leung is a Chartered Quantity Surveyor in the RICS in the UK and the HKIS in HK and a Charted Builder in the CIOB in the UK and AIB in Australia. She received a BSc (Hons) with first class in Quantity Surveying at the University of Wolverhampton in United Kingdom, a Degree in Religions Science at the Pontifical Urban University in Rome, and a PhD degree at the University of Hong Kong in Hong Kong. Dr Leung is also a Qualified Tutor of the SAVE International ‘The Value Society’in USA for facilitating regnized VM Module I course, and a Qualified Facilitator of HKIVM for facilitating governmental VM workshop in the industry. Dr Leung s current interesting researches cover construction management, value management, cost estimation and construction education. She has attracted HK$ 3 million as Principle Investigator in professional and research grants in recent years. She is a member of the editorial board of the Journal of Value World in USA. All current research projects are being investigated on the basis of a human behavioral paradigm and project management knowledge, which will assist and support the construction engineers throughout design, construction and operation stages. Over fifty refereed journal and conference papers in construction engineering and management have been published or accepted for publishing.

Multi-Benefits of A VM Course in Construction Programmes (Full Paper)

VM techniques have been adapted in Hong Kong over 10 years, while the Environment, Transport and Works Bureau formally issued Technical Circulars to encourage construction professionals applying the VM study in the industry in 1998 and 2002 (WTBC16/1998; WTBC35/2002). In recent years, a Value Management course has been added in the construction programs offered at the City University of Hong Kong (CityU). The course is recognized by the ‘SAVE International: The Value Society’in USA. Students can become qualified chartered construction professionals and, simultaneously, Associated Value Specialists in the industry after the graduation of construction program in the Department. The paper aims to (1) introduce the qualified VM course; (2) evaluate the problem-based VM course in the university; and (3) discuss the benefits of a VM course to construction students. Students generally highly satisfy the interactive project-based VM training in the construction higher education. Cross-disciplinary subject for multi-disciplinary students, whole person development, action learning method and duel qualifications are the benefits of a VM course to our construction students in the university.

Mr George HUNTER

George s company Global Management Systems, provides value management services encompassing value studies, training and value program guidance for the public works sector. He previously managed the Value Analysis (VA) Program for California Department of Transportation, a program providing improvements in quality, performance and costs on projects and processes for nine years. He has recently assisted and established value management programs for governments and agencies in Latin American, Asia and Europe. Furthermore, he is advocate of integrating project management techniques with established value analysis techniques, particularly as they relate to the public work sector. He is a registered civil engineer with over 20 years of experience in the transportation and mining sector and certified value specialist.

Korean Value Management Experience with Highway Construction (Seoul Toll Plaza Value Engineering Case Study) (Full Paper)

Recent increases in construction costs on Korean public works projects, largely due to change orders caused by poorly elaborated design, become a motivation of applying VE process in Korean construction industry.

The Seoul Toll Plaza project, recently value analyzed by four VE teams within a VE Module I training course, demonstrates how value management helps save time, money and increase functional performance. The objective of this project is to upgrade and expand existing pay and ticket booths system on “Kyungboo Express Highway”, the main artery for the Korean peninsula linking Seoul to Pusan. The value management study generated several innovate alternatives capable of saving up to 50% of project cost from the baseline project plan..

Prof Geoffrey Q P SHEN

Professor Geoffrey Shen is an active researcher in value management and related fields. He has managed a large number of research projects with total funding over HK$12 million, and has produced more than 200 publications including papers in refereed journals and international conferences, books, and reports. He also teaches extensively in these fields at both postgraduate and degree levels, and has successfully supervised a large number of PhDs, MPhils, MSc, and BSc students. Professionally, he is a member of the Institute of Value Management in the UK and a founding council member of the Hong Kong Institute of Value Management (HKIVM). He has been serving the HKIVM as the Secretary, Councillor, Editor, and Member of the Executive Committee since its formation in 1995. As a certified Value Management Facilitator (List A) recognised by the Hong Kong Government, he has professionally facilitated a large number of value management and partnering workshops for a variety of large client organisations in both the public and private sectors in Hong Kong. He is elected as the Vice-Chairman of China Value Engineering Association and Vice President of the Value Engineering Institute of China Association for Tertiary Education.

Measuring the Processes and Outcomes of Value Management Studies in Construction (Full Paper)

Value management (VM) is a useful tool in coping with many challenges faced by the construction industry today. In addition to cost savings, a VM study can often result in a number of intangible benefits such as improved understanding of customer requirements and communication among project stakeholders. However, the lack of a robust and rigorous performance measurement framework makes it difficult to measure the success of VM studies. Not knowing the return from investment, many potential users in the construction industry are reluctant to apply VM studies in their projects, which hinders the wide application of the VM methodology. This paper describes a research project which seeks to develop a rigorous performance measurement framework that is capable of measuring the performance of VM studies in construction continuously and easily. Critiques of existing performance measurement frameworks are given. The establishment of a theoretical foundation is discussed, followed by the selection of potential indicators. Finally, a preliminary framework for measuring the processes and outcomes of VM studies is introduced.

Mr Henry GOUGH

Henry is Director and Principal of Valman Pty Ltd, trading as Australasian Value Management, which he launched in 1995 after working in Government and private firms for more than 30 years as a structural engineer, project manager and manager of people and facilities.
His experience in the planning, design, construction and operation of physical assets is extensive and he has achieved outstanding success.

Henry became interested in Value Management in the late 1980 s and managed the Western Australian State Government s Value Unit for several years whilst innovatively improving the effectiveness of the method. Henry has facilitated more than 100 value management and risk management workshops in Australia and Asia on projects totaling more than $2.2B(AUD) since 1993. Many of these workshops were for the purpose of strategic or operational planning of assets and other resources; or the definition of a new enabling resource.

Value Management - Achieving the Impossible on Time (Full Paper)

This paper would also be at home at an engineering conference because it uses, as an example, the relocation by public road, of an historic 95 tonne, brick school building. Some of the complex engineering problems are explained but although the achievement was significant from an engineering perspective, its success depended more on the bringing together of enabling resources to produce a team effort. This was achieved using facilitated value management techniques with key stakeholders to quickly establish required outcomes and identify the best value way of achieving them. VM principles were used with powerful effect to fast track an achievement that was thought by experts to be impossible. The paper emphasises the use of value management techniques to bring a wide range of stakeholders and volunteers together to manage a crisis and solve a complex set of problems within an impossibly short time frame. Function analysis, creative thinking, development and selection of options were all important in addressing the need to get it right - the first and only time. The paper deals with a feat of engineering that had never been successfully achieved in Australia or, as far as can be ascertained, in the World. It is concluded the use of value management tools and techniques not only add value but also increase the chances of success for high-risk projects such as this.

Dr Lee-kuo LIN

Degree: PhD University of Utah, 1994

1.Construction Management
2.Concrete Material
4.Disaster Prevention

1.Vice director of scholar committee, Value Management Institute of Taiwan
2. Director, Construction Division, National Taipei University of Technology
3. Consultant, Construction and Planning Agency Ministry
4. Consultant, Fire Equipment Association in Taipei

Relative Publications of Value Management:
1.Unit Price and Value Analysis of EPS Construction Method, 6th Congress of Construction Management, R.O.C.
2. Practice Application and Cost Analysis of EPS Materials in Civil Engineering, 8th Congress of Construction Management, R.O.C.

The Management and Assessment of Life Cycle Cost in Construction Industry
(Full Paper)

The development and performance of construction industry are strongly relative with citizens’living quality in each country. During the whole life cycle with each construction project of tall building, including conceptual phase, designing phase, biding phase, construction phase and maintenance phase, every civil engineer always concentrates on those procedures before construction phase. But from the break down structure of life cycle cost (LCC), the total cost of maintenance period is larger than construction cost. Such is meaning that the life cycle assessment (LCA) and life cycle management (LCM) are important issues to each construction project. This paper will introduce the algorithm of LCC, LCM, and LCA. Then discuss several practice cases and illustrate how to implement to the construction industry.